Workforce Planning. 1. The parties recognize that their shared goals of a highly productive and skilled workforce, as well as continuity of operations, require thoughtful attention to hiring decisions. Accordingly, in addition to any other provision of this BLA, the Company agrees that it will develop, and review with the Union, workforce plans that ensure timely hiring of additional Employees upon the occurrence of any of the following circumstances:
a. Anticipated attrition will result in a shortage of trained Employees in any unit(s) of the plant.
b. Actual attrition results in a shortage of trained Employees in any unit(s) of the plant.
c. Sustained high levels of overtime worked in any unit(s) of the plant demonstrates that additional forces are needed to return to reasonable levels of overtime.
2. Where attrition can be reasonably anticipated the Company will, to the extent practicable, complete the hiring process in sufficient time to provide training such that the new Employee(s) will be capable of providing for uninterrupted operations without resort to unreasonable overtime to cover the shortfall in Employees.
Workforce Planning. Each unit will jointly develop an annual workforce plan to cover the staffing requirements defined in the staffing model.
Workforce Planning. By December 1, 2005 Medical, Dental and Human Resource senior leaders and union leaders will appoint an oversight group of two managers and two union leaders to consider how to implement the workforce planning commitments of the National Agreement in collaboration with the Northwest Workforce Planning Committee.
Workforce Planning. As Xxxxxx Permanente and the Coalition plan for the workforce of today and tomorrow, it is necessary to develop a set of ongoing processes that determine current workforce skill levels, current and future workforce needs and formulate a strategy to assure alignment. The parties agree that Workforce Planning and Workforce Development must be integrated processes and that successful Workforce Planning must include a commitment to internal promotions in the filling of vacancies. Therefore, existing policies, practices and contract language will be jointly reviewed and new policies developed to support internal promotions, including: the harvesting of vacancies, development of redeployment processes, studies to determine the feasibility of in-sourcing career counseling services/functions that are currently performed by external providers and new incentives for managers to promote from within. Further, Labor will be provided with access to their job postings and engaged to build new jobs for future health care models. The Regional Workforce Planning and Development Teams will need to share direction changes brought on by federal and state regulations that affect labor positions so that Labor can be engaged in the development of future workforce strategies.
Workforce Planning. Before filling any positions under these Programs, agencies should include measures in their workforce planning to ensure that an adequate number of permanent positions will be available to convert Pathways Participants who successfully complete their Programs.
Workforce Planning. 1. The parties recognize that their shared goals of a highly productive and skilled workforce, as well as continuity of operations, require thoughtful attention to hiring decisions. Accordingly, in addition to any other provision of this BLA, the Company agrees that it will develop workforce plans that ensure timely hiring of additional Employees upon the occurrence of any of the following circumstances:
a. Anticipated attrition will result in a shortage of trained Employees in any unit(s) of the plant.
b. Actual attrition results in a shortage of trained Employees in any unit(s) of the plant.
c. Sustained high levels of overtime worked in any unit(s) of the plant demonstrates that additional forces are needed to return to reasonable levels of overtime.
2. Where attrition can be reasonably anticipated the Company will, to the extent practicable, complete the hiring process in sufficient time to provide training such that the new Employee(s) will be capable of providing for uninterrupted operations without resort to unreasonable overtime to cover the shortfall in Employees.
Workforce Planning. As Xxxxxx Permanente and the Coalition plan for the workforce of today and tomorrow, it is necessary to develop a set of ongoing processes that determine current workforce skill levels, current and future workforce needs and formulate a strategy to assure alignment. The parties agree that successful Workforce Planning must include a commitment to internal promotions in the filling of vacancies. Therefore, existing policies, practices and contract language will be jointly reviewed and new policies developed to support internal promotions, including: the harvesting of vacancies, development of redeployment processes, studies to determine the feasibility of in-sourcing career counseling services/functions that are currently performed by external providers and new incentives for managers to promote from within.
Workforce Planning. Staffing time and costs required to physically review the Site and liaise with the Developer in respect of the with the construction build for the duration of the Construction Period.
Workforce Planning. To provide for robust coverage of workload the following principles will be applied: • Each company will use a standardised industry approach to calculating establishments which will enable creation of a future workforce plan reflecting projected changes in availability (e.g., retirements and other losses) and workload. • Traincrew numbers will be set with an objective of reducing any reliance on RDW and overtime routinely necessary to deliver the train plan. • Resource plans should reflect a principle of training sufficient new train crew to meet future requirements including anticipated retirement loses rather than relying on recruiting qualified personnel from other operators.
Workforce Planning. Proactively monitor workforce demands, in an effort to ensure that the number of Physicians in the Department does not drop below the Threshold Number of Physicians, and to ensure optimal patient centred care while meeting the Agency’s service delivery demands.
