1. How can we sustain momentum and develop this skill in the future?
2. What training/information are operational leaders (specifically, Dr./Sr.Dr. of Operations and Plant Managers) receiving on workforce planning?
3. How specific might we be in retirement planning from the standpoint of asking the individual their particular plan? (Someone is 63, and we ask, do you have a retirement date in mind?).
4. Is the workforce planning process a "tool in the toolbox", or will there be a regular cadence and roll up of us completing this process on a defined time period?
5. Denver has run into the situation with several employees with tribal knowledge not sharing their knowledge before leaving, creating down time and a full rework of the process. We have struggled with tenured employee's not wanting to share their knowledge, how can we help them see the importance of the knowledge share instead vs the assumption that they will no longer be relevant if others have the same knowledge
6. What strategies can I use to make stakeholders consider the retirement wave in Customer Services?
7. Will there be a communication guide for managers and/or HR to use when speaking to employees about succession planning. Especially those nearing retirement. It's common for folks to think we are "trying to replace them" or "forcing them out." How do we get their buy in and understanding that it's a good thing?
8. How do I get my stakeholders to think forward and deal with the retirement wave? What strategies can I implement?
9. What strategies can I use to make stakeholders consider the retirement wave in Customer Services?
10. Do other plants have best practices that can be shared for succession planning?
11. Immediate need vs future need could really rely on future decisions of things such as capital investment, sales decline/growth, etc. How do you predict/forecast for these? And if that is not an accurate option to help forecast, how do balance efficiency of the process with how far out you look?
12. How specific might we be in retirement planning from the standpoint of asking the individual their particular plan? (Someone is 63, and we ask, do you have a retirement date in mind?).
13. This is such a great perspective to bring to Marvin. Will we be bringing this to our business leaders? For technical roles, assessments are more tangible. What tools will we use to assess leadership and other salaried roles when we measure actual versus desired state and create plans?
14. What are the data gaps and solutions, obstacles, and budget flexibility for our analysis?
