【正文】 technologies in a data center or other type of enterprise puting environment. This is one of the more than 20 SMFs defined and described in Microsoft Operations Framework (MOF). The guide assumes that the reader is familiar with the intent, background, and fundamental concepts of MOF as well as the Microsoft technologies discussed. An overview of MOF and its panion, Microsoft Solutions Framework (MSF), is available in the MOF Service Management Function Overview guide. This overview also provides abstracts of each of the service management functions defined within MOF. Detailed information about the concepts and principles of each of the frameworks is available in technical papers at 3 Workforce Management Overview Workforce management is concerned with recruiting and retaining staff to meet the needs of the operations anization. This is dependent upon the size, IT architecture, and the specialized needs and sophistication of the anization. It is also dependent on the anizational model implemented within the anization. Staffing Levels and Skill Sets Once the IT architecture and specialist needs are understood, then workforce management must understand the business needs, based on the SLA and the puting requirements of the anization, before it can establish the correct level of staffing requirements. Understanding the correct staffing and skill levels needed is an ongoing process so that staff or skill shortages do not occur unexpectedly. Hiring the right staff who possess the appropriate skills sets and who will work well as part of a team is the main responsibility of the human resources manager. Having the right staff with the appropriate skill sets can be achieved by ensuring that staff members are rewarded for their contributions. In addition, providing excellent training schemes (training profiles should exist for each job description), certification programs, and enhanced career prospects and career paths increases hiring success. (Such policies and programs should be established before problems arise and staff losses occur.) One of the most critical (and most often neglected) aspects of managing a workforce is the process of conducting an ongoing skills inventory of the staff. Taking a regular inventory of current skill sets across the operations workforce helps identify areas of weakness. Employee Retention A stable workforce is crucial to maintaining service levels. Employee retention is the cornerstone of workforce stability. It also leads to increased productivity over time and improved customer service. An effective workforce plan is therefore needed to retain employees (reduce turnover) by using proactive retention techniques that give the employee incentives to remain in the workforce. Hiring the right people is of no value if the anization cannot retain them over time. Employee Absence The human resources manager should use consistent attendance management policies to deal effectively with unplanned absence. The policies should clearly define expectations of attendance and proper notification procedures, as well as the disciplinary measure(s) that will be taken against staff who are absent beyond tolerable limits. In order for this policy to be credible and successful, it needs to be municated to all staff and applied uniformly throughout the anization. Absence can be planned or unplanned and may not necessarily reflect poor health by the person who is absent. Whether planned or unplanned, employee absence has a detrimental effect on the services provided by the entire workforce to the anization. Nevertheless, employee absence is a reality in any workforce and needs to be accepted and planned for. 6 Workforce Management Performance Management The human resources manager must develop a highquality performance management system for the support staff by giving them specific goals to attain—goals that are measurable, appropriate, and fully support the SLAs. He or she must ensure that all employees understand the goals and that the employees obtain feedback in order to develop their goals. Environment The workplace environment can play an important role in the retention of service and support staff. Since personnel availability is key to the success of an efficient and serviceoriented workforce, employees are often required to stay at their workstations for extended periods. A functional workspace that provides for elements like acoustic balance, ergonomic workstations, and an efficient and clean overall atmosphere increases employee satisfaction and their feelings of “wanting to be there.” External Resources Contracted resources may form part of a short or longterm staff augmentation。 once they learn the job, it is unlikely they will require additional assistance with it. ? Administrative model adopted by the anization. The model of systems administration adopted by an anization plays a role in determining the number of support staff required. If one has a wholly centralized operation, the number of staff will be fewer, but if the anization is widely (or even somewhat) distributed, the number of staff increases. Refer to the MOF System Administration Service Management Function guide to help determine the architectural scope for specific situations. In addition to the anization’s size and IT architecture, the need to support specialized applications must also be considered when determining workforce needs. The human resources manager should take note of the custom and specialized applications that are being supported and delineate the specialized support requirements associated with each. The number and location of users who are involved in running these applications (as discussed above in the context of size and architecture) also affects support needs. Finally, the sophistication of the environment pla