從哪裡開始？

初次進行勞動力規劃可能讓人感到困難，但其實不必如此。事實上，您可能已經在本能地進行部分規劃活動，如培養新技能或招聘新員工。

勞動力規劃是一種更系統化的方法，適用於各種規模的企業。它不需複雜，但確實需要充分思考並與員工充分溝通。

Where do I start?

Undertaking workforce planning for the first time can feel like a daunting process. It doesn’t have to be. In fact, instinctively you may already be undertaking some workforce planning activities, such as developing new skills or recruiting additional employees.

Workforce planning is a more systematic approach that can be successful in businesses of any size. It does not need to be complicated; however, it does require thought and engagement with your staff.

考慮事項

您目前的商業策略是什麼？商業策略為企業的關鍵功能與活動（包括產品與服務）提供指引，這對制定勞動力規劃至關重要，因為它有助於明確企業目標。
誰將負責這項工作？是企業主、經理還是外部人員？
您認為目前的員工團隊包含哪些成員？是僅指您直接聘用並為其支付退休金及扣稅的員工？還是包括通過第三方聘用或提供服務的人員？
無論您的勞動力規模大小，將員工劃分為不同角色、職能與技能類別，將有助於您更好地理解並專注於企業最重要的勞動力層面。
您目前擁有哪些勞動力資訊？
您可以相對輕鬆地收集哪些勞動力資訊？
與員工團隊及利益相關者溝通的最佳方式是什麼？

Things to consider

What is your current business strategy? The strategy of a business will provide guidance on its key functions and activities, including products and services to be delivered. This will be very important in developing your workforce plan as it will provide insights into your business goals.
Who will be doing this? Will this be the business owner, a manager or an external person?
What do you consider is your current workforce? Is it only your direct employees (i.e. people for whom you pay superannuation, deduct tax etc.)? Or does it include people who are engaged through a third party or provide services to your business?
Regardless of the size of your workforce, segmenting your workforce into different types of roles, functions and skills will help you best understand and focus on the most important workforce aspects of your business.
What workforce information do you already have?
What workforce information can you collect relatively easily?
What is the best way to communicate to your workforce and stakeholders?

練習 Activity

請考慮以下企業案例以及所提供的三種情境對勞動力的影響。

Please consider the below business example and the workforce implications for the three scenarios provided.

案例：里奇蒙公司

該公司成立之初是一家小型家族住宅建築公司，在過去二十五年間經歷了不斷的發展。

目前員工團隊包括：

傑森：企業主兼現場經理
瑞秋：企業主兼行政經理
兩名全職員工和三名合同工，包括：
- 史考特：技工（工齡二十年）
- 愛黛兒：學徒（工齡兩年）
- 三名合同工（一名泥水匠、一名砌磚工和一名油漆工）

Example: The Richmond Business

The company was established as a small family residential construction business and has experienced growth over the past 25 years. The workforce now consists of:

Jason: Business owner/site manager
Rachel: Business owner/administration manager
2 full-time employees and 3 contract staff including:
- Scott: Labourer (20 years service)
- Adele: Apprentice (2 years service)
- 3 contract staff (a plasterer, a bricklayer and a painter）

未來勞動力需求

公司可能朝三個方向發展。請檢視下列情境，並思考各情境下的勞動力規劃需求：

情境一縮減或維持：繼承規劃。傑森和瑞秋計劃在未來五年內減少對業務的參與，屆時可能考慮出售公司或將公司交由他人接手。

情境二多元化：拓展新市場。員工正在討論多元化發展的構想，例如除新建築業務外，新增裝修與室內設計項目。

情境三成長： 購置新技術。傑森和瑞秋正考慮購買新技術，以提升生產力、財務可行性及業務成長。此舉將降低企業對臨時及合同勞動力的依賴，但新技術的運用將需要不同的技能。

Future Workforce Needs

There are three directions the business may go. Please review the following scenarios and consider the workforce planning needs of each:

Scenario 1 - Decline or maintain: Succession planning. Jason and Rachel are planning to scale back their involvement in the business within the next 5 years. They may consider selling the business or handing it over to someone when they retire.

Scenario 2 - Diversify: Expand into new markets. The staff are discussing ideas to diversify. For example, moving into renovation and interior design in addition to the new constructions.

Scenario 3 - Grow: Purchase new technology. Jason and Rachel are contemplating the purchase of new technology to enable productivity gains, financial viability and growth of the business. It will also make the business less reliant on casual and contract labour. Different skills will be required to use the new technology.

這三種情境皆需透過勞動力規劃，支持未來的商業計劃及所雇用的員工團隊。

All three scenarios require workforce planning to support the business plan for the future and the workforce they employ.