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:
Workforce Planning. 1. Each unit will jointly develop an annual workforce plan to cover the staffing requirements defined in the staffing model.
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. 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. 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. AGREED:
Workforce Planning. 2.3.4 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. 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. (b)
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. HUMAN RESOURCES DEPARTMENT Xxxxxx Permanente Building 500 N.E. Multnomah Street Portland, Oregon 97232 NATIONAL HUMAN RESOURCES SERVICE CENTER Direct Dial Line – 1-877- 457-4772 OREGON FEDERATION OF NURSES AND HEALTH PROFESSIONALS 0000 XX Xxxxxx St., Suite 575 Portland, Oregon 97232
Workforce Planning. In line with discussions around strategic footprint changes, the company commits to no further offload on the Ansty site for a period of 5 years from the date of signing this agreement. There will be no CR as a result of Strategic change for a period of 5 years. Changes to workload as a result of SORB will be dealt with through normal consultation process. ➢ No offload for a period of 5 years (load impact announcement on 5th November to be achieved by voluntary severance, suitable redeployment internal and external to Rolls-Royce and natural attrition) ➢ The No CR agreement applies to strategic decisions only – future load reductions are outside of this agreement. ➢ The company and Trade union will continue to work together to explore additional work that can be brought into the site from internal facilities or the external network which could include future development/manufacturing work related to climate change programs in line with company strategy. ➢ It is recognised that in delivering the above the company and TU are committed to discussions, with involvement of the appropriate government and other internal and external stakeholders. Progress on future development of manufacturing work will be reviewed at a national level. ➢ No offload or preparation of such work will be actioned within this 5-year period (excludes pre announced offload/workshare see Appendix 1) ➢ No second sourcing and training/knowledge sharing within the 5-year period (excludes pre announced offload/workshare see Appendix 1) ➢ No TUPE proposals will be tabled within the 5-year period ➢ If beyond the 5-year period there was a future announcement made on site closure, this would be discussed/consulted locally, and payments/processes associated with that would be in-line with the national redundancy agreements ➢ Note, as with all sites, the Company will follow its normal process of consultation to manage specific load driven increases and decreases.
