Final | October 2018 | v1.0.0 | OFFICIAL-Public | QGCIO


In a digital environment, the workforce is a key enabler. Having a workforce that is digital ready with the skills and capability to support a digital service environment is key to the agency’s success in delivering service transformation. This activity involves profiling both the internal workforce as well as external labour markets, to better understand the factors that will influence the supply of future labour for the agency.

Agencies may have their own workforce planning methodologies. In addition, the Queensland Government supports a ICT workforce planning methodology. This guideline is not a detailed workforce profiling methodology and should be considered within the broader context of agency specific and Queensland Government workforce planning policies and methodologies.


A practitioner in the context of this guideline can include one or more of the following roles:

  • Digital and ICT strategic planners
  • Agency and service strategic planners
  • Workforce planners
  • Business analysts.

Internal labour supply

Analysing the agency's internal labour supply, involves the identification of the characteristics, composition, competencies and workload of the current and future available workforce.

Analysing the internal and external labour force will enable an agency to identify the:

  • composition, characteristics and supply of current labour for the agency)
  • type of jobs and skills available internally.

The analysis of the internal workforce also needs to consider the agency's reliance on the current contingent workforce, which includes consultants, contractors, agency staff, temporary and casual staff.

The Queensland Government ICT workforce planning methodology outlines a number of method for profiling and analysing the internal labour workforce including

  • Competency assessments – The Queensland Government ICT Skills Framework and the Queensland Government ICT Skills Assessment Methodology assist in identifying critical skills gaps. This provides a consistent method of determining skills and future areas of focus.
  • Analysis of critical roles – Critical roles are the roles currently crucial to the achievement of agency outcomes either now or in the future. A vacancy in a critical role will have a significant tangible impact on the ability of the agency to deliver outputs, achieve milestones, or meet budget or legislative requirements.
  • Workload data and analysis obtained by documenting current workloads and capacity.
  • Workforce data and analysis using personnel records and reports derived from human resource systems.

Questions to explore when analysing the internal workforce include:

  • What does the current future labour market look like (regarding the availability of certain occupations/skill sets and the people necessary to fill them)?
  • What are the competencies, attributes and composition of the current workforce?
  • What roles currently exist in your business unit?
  • Of those roles which:
    • conduct the core business of the unit/organisation?
    • may become part of the core business under future work plans?
    • have had a high number of vacancies over the last 12 months?
    • have been difficult to fill?
    • require a long training time in order to develop the skills for the role?
    • have the largest number of staff?
  • Think about roles not people in the roles
  • What is the current workload?
  • What are current and projected retirements, turnover, secondments etc.?
  • What current skills are essential or critical to the business?
  • How much do you know about them:
    • where do your best performers in these roles come from?
    • where do your best performers in these roles move to?
  • What is the value of tenure/stability in these roles?
  • What is the demand for and availability of these skills in the external labour market?

External labour supply

Analysing the external labour workforce enables an agency to understand the potential future and current labour supply issues and conditions, and to build these into workforce planning strategies. Monitoring external labour market changes ensures:

  • sufficient numbers of replacement staff are available to cover separation and growth
  • the contingent workforce relied upon by the organisation is maintained at adequate levels
  • intelligence is gathered to contribute to the decision of whether the organisation ‘builds, borrows or buys’ specific skills and the numbers required.

The Queensland Government ICT workforce planning methodology outlines a number of resources to assist with profiling the external labour workforce.

Questions to explore when analysing the internal workforce include:

  • What skills does the agency currently obtain via contracts or casual employment?
  • What percentage of employees are on contracts?
  • What are the key skills of employees on contracts?
  • What is the labour market like (re: availability of qualified candidates, ability to recruit these candidates, and organisational challenges (i.e. internal constraints) in recruiting competitively?
  • What are the trends in external benchmarking data (re: rates of pay, skill availability)?
  • What are the trends in external environmental data (i.e. inflation, competition, unemployment)?
  • What is your employment value proposition?

Next steps

The external environment should be scanned to identify any factors and trends that may impact on the agency’s direction with respect to the workforce. The aim is to develop an understanding of the key drivers that may affect the future supply and demand for labour for the agency.




ICT workforce planning methodology

Last Reviewed: 03 September 2019