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Workforce planning:

3. Manager expectations and frameworks

On this page:

    Introduction

    As a manager there are a number of workforce planning expectations you need to meet. There are various ways to help you meet these and questions to consider to make sure you plan in the best way possible for any changes that may occur in the future.

    Manager expectations

    As a manager, you are expected to:

    • share your insight on current and future demand
    • understand the skills, experience and capacity within your team
    • identify potential workforce risks and pressures
    • use performance reviews and check-ins to understand development needs and aspirations
    • think ahead about how roles and skills may need to change.

    You do not need to have all the answers or predict the future in detail. The aim is to build a realistic, informed picture of future demand, risks and capability that supports planning and decision-making. This includes thinking about how services, roles and skills may need to change over time, even if this looks different to your current workforce or structure.

    Workforce planning framework

    Our workforce planning framework is built around nine diagnostic questions. These help services build a clear picture of demand, supply, skills, risks and actions.

    The questions are prompts to support thinking and discussion, rather than a checklist to complete.

    They help you consider:

    • what the service needs to deliver now and in the future
    • whether the current workforce can deliver this
    • what needs to change to ensure sustainability.

    Each question focuses on a different aspect of the workforce and should be considered together to form a complete picture.

    Use the information and questions from 1 to 9 below alongside the action plan template to detail your thoughts and any considerations.

    Once you have completed the workforce action plan template, you should submit it to the organisational development and inclusion team. You can:

    Email organisationaldevelopmentinclusion@eastriding.gov.uk

    You should also familiarise yourself with the plans and models that are developed at director and head of service or group manager level.

    PESTLE framework

    PESTLE is a simple framework used to scan the external environment by considering the following factors:

    • Political
    • Economic
    • Social
    • Technological
    • Legal
    • Environmental.

    You'll consider how each of these could affect your workforce plan. The template below will help you with this:

    Insight from performance reviews

    Performance reviews and regular check-ins are an important source of workforce planning insight. They sit alongside service data, demand forecasts, professional knowledge, risk information and organisational plans.

    These conversations help you understand:

    • emerging skills gaps or pressures
    • development needs and training requirements
    • succession and progression opportunities
    • retention risks
    • wellbeing concerns.

    The insight you gain as a manager from performance reviews is one part of a wider picture. It often reflects how your team feels right now, so it is important to consider it alongside longer-term service needs.

    When used alongside other workforce information, these conversations can help your service:

    • plan more effectively
    • reduce the need for reactive recruitment
    • support staff development wherever possible.

    Workforce planning cycle

    Workforce planning is an ongoing process, not a one-off exercise. We use a 3 to 5 year planning horizon to help us think ahead, while reviewing plans regularly to reflect changes in demand, funding or service priorities.

    Workforce plans are:

    • developed alongside service planning
    • reviewed every year
    • updated through check-ins, where needed.

    This keeps plans live, relevant and responsive to change.

    Remember

    The key principles are:

    • Think 3 to 5 years ahead – workforce planning is strategic, not just about current pressures.
    • Don’t plan only around who you have now – future services may need different roles or skills.
    • Use a wide evidence base – performance reviews are one input, not the driver.
    • Be honest and realistic – strong plans surface risks early.

    1: Critical roles and skills

    Question

    Which roles and skills are essential now, and which will be critical in the next 3 to 5 years?

    Manager guidance

    • Identify roles that are critical to service delivery (not just senior posts).
    • Be clear about the key skills needed in these roles.
    • Consider how skills requirements may change for example digital, analytical, partnership working.
    • Highlight roles where loss would significantly affect delivery.

    In practice

    Focus on what would disrupt your service if it became hard to recruit to or retain these roles.

    2: Impact of demographic changes

    Question

    How will changes in the population affect demand for your services and workforce needs?

    Manager guidance

    • Consider local population trends such as ageing population and changing needs.
    • Reflect on how demand for your service may increase or change.
    • Identify any implications for workforce capacity or skills.
    • Use tools such as the PESTLE framework to consider wider influences.

    In practice

    Think about how demand is already changing and what this means for future staffing.

    3: Workforce profile and challenges

    Question

    What does your current workforce look like, and what risks or challenges affect sustainability?

    Manager guidance

    • Review workforce data for example age, diversity and experience levels.
    • Identify turnover trends and areas of instability.
    • Highlight pressure points or vulnerable parts of the service.
    • Consider where resilience is limited such as a reliance on individuals.

    In practice

    Be honest about risks - this section should help you identify where action is needed.

    4: Hard to recruit and retain roles

    Question

    Which roles are difficult to recruit to or retain, and why?

    Manager guidance

    • Identify specific roles or professions that are hard to fill.
    • Explain the reasons for example competition, pay, location and skills shortages.
    • Link these challenges to service risks.
    • Reflect on what has been tried and whether it has worked.

    In practice

    Focus on the underlying causes rather than just stating that recruitment is difficult.

    5: Impact of digital transformation

    Question

    How will technology and new ways of working affect roles, processes and skills?

    Manager guidance

    • Identify planned or expected digital or system changes.
    • Consider how roles may evolve or be redesigned.
    • Highlight new skills required such as digital, data and systems.
    • Consider opportunities for efficiencies.

    In practice

    Think about how your service will operate differently in future, not just today.

    6: Projected impact of budget constraints

    Question

    How will financial pressures impact your workforce?

    Manager guidance

    • Understand current and future budget pressures.
    • Consider implications for staffing levels and structures.
    • Explore alternative delivery models or ways of working.
    • Make sure workforce plans align with financial planning.

    In practice

    Be clear about what may need to change to stay within budget.

    7: Flexible working models

    Question

    How can different ways of working support delivery and sustainability?

    Manager guidance

    • Consider where flexible or hybrid working is appropriate.
    • Balance flexibility with service delivery needs.
    • Link options to retention, wellbeing and productivity.
    • Identify where roles may need to adapt.

    In practice

    Focus on what works for your service rather than applying a one-size-fits-all approach.

    8: Succession planning

    Question

    How will you make sure continuity in key roles and develop future talent?

    Manager guidance

    • Identify roles where succession is a risk.
    • Consider internal talent and development needs.
    • Plan how to build future leadership and specialist capability.
    • Reduce reliance on external recruitment where possible.

    In practice

    Think ahead, not just who could step up now, but who could be ready in 2 to 3 years.

    9: Workforce metrics and data

    Question

    How will you use workforce data to inform decisions and monitor progress?

    Manager guidance

    • Use relevant data for example workforce profile, turnover, absence and skills.
    • Interpret what the data is telling you about your workforce.
    • Monitor trends over time, not just a snapshot.
    • Link insights to actions in your workforce plan.

    In practice

    Data should support your judgement as a manager, not replace it.

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