【正文】 oyee readiness considerations ? Operations professional training considerations ? Balancing training with support requirements ? Environmental considerations ? Employee safety 10 Workforce Management The following figure shows a process flow for workforce management. StartCrafting an OperationsOrganizationEndWorkforce PerformanceConsiderationsConsiderations forExternal ResourcesMaintaining a Readyand Reliable WorkforceEnvironmentalConsiderationsEmployee Safety Figure 1. Workforce management process flow diagram Crafting an Operations Organization This next section discusses various issues related to building the production operations anization and describes the methods for determining staffing requirements, training and retention, and external staffing options. Determining Staffing Requirements Determining operations staffing needs is wholly contingent upon the size, IT architecture, specialized application support needs, and sophistication of the anization. Operations Organization Makeup Considerations It is important to understand the staffing requirements, based upon the overall size and architectural distribution of the anization. Smaller, more centralized panies are able to allocate fewer human resources to provide the operational and customeroriented services necessary to meet the agreed service level agreements (SLAs), whereas larger, more distributed anizations must out of necessity provide more resources to meet their agreements. Service Management Function 11 With respect to size and architectural considerations, it is difficult to be solidly prescriptive regarding quoting actual numbers of resources because there are critical factors within each of these areas that dictate how large the operations workforce must be. These are described below. (However, this is not a prehensive list。 an anization might have additional circumstances that affect the size of the workforce required to execute and deliver its agreements.) ? Number of users in the anization. The sheer number of users in an anization to some extent determines how many operations staff will be needed in order to provide timely and accurate support. “To some extent” is mentioned here because the types of users (defined by the specific function the users perform) help dictate how many “support personnel per user” are required in order to meet their service needs. Users engaged in heavy office automation tasks or who interact directly with customers place greater support demands on the support staff. Conversely, kiosk users and data entry users require far less direct support. For example, kiosks, such as automated teller machines, do not require much in the way of user support because their users rarely call for assistance while standing at the machines. Likewise, data entry users rarely call for support due to the more repetitive nature of their function。 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 polic