GCRI · آیندهٔ کار و مهارت‌ها
برنامه‌ریزی نیروی کار نهادی
Hospitals, schools, utilities and public administrations must anticipate how many staff with which skills they will need, as demand, technology and demographics change. Shortages in critical services can become crises when shocks hit. This page sets out how workforce planning works, how supply and demand for skills are forecast and monitored, and what evidence serves the institutions and governments that plan their workforce.
Institutional workforce planning on the record.
Institutional workforce planning: how the risk develops.
Public and private sector capacity. The dossier below sets out how the risk develops, what is measured, where the data come from, how it is modelled and who decides.
Training takes years
Doctors, nurses, engineers and teachers take years to train, so shortages cannot be fixed quickly and planning must look ahead.
Retirement waves create gaps
Ageing workforces in public services face waves of retirement that drain experience faster than recruits can replace it.
Migration moves skills
Health and other professionals migrate to higher-paying countries, relieving shortages there and creating them in origin countries.
Shortages cascade in crises
In emergencies, understaffed services lose capacity first, and burnout among remaining staff can drive further departures.
کنسول مهارت و مواجهه.
The screen a team would use to follow this subject: its measures, states and decisions. Names are examples and values are illustrative.
کنسول مهارت و مواجهه
Institutional workforce planning · Labour market A · Year 2
مشاغل بر پایهٔ مواجهه
| پشتیبانی اداری | 51,451 | 0.7 | جانشین | عملیات داده |
| اپراتورهای ماشین | 28,183 | 0.7 | ترکیبی | نگهداری ربات |
| مراقبان | 52,511 | 0.1 | مکمل | ارتقای مهارت |
| تحلیلگران | 24,349 | 0.3 | مکمل | ارتقای مهارت |
جاهای خالی بر پایهٔ مهارت
مسیر بازمهارت‌آموزی
- ارزیابینمایهٔ مهارت
- تطبیقنقش هدف
- آموزش11 هفته
- مکانکارفرما
- پیگیری6 ماه
Institutions in every domain need workforce plans.
Findings are designed for the مجموعهٔ ریسک و تاب‌آوری نظام‌های کشوری. Workforce data use ISCO-08; plans are decided by institutions.
- Workforce plans institutions publish.
- Knowledge transfer evaluations.
How institutional workforce planning is modelled, measured and tested.
مدل، مفروضات، داده‌ها و عدم قطعیت آن، به شکلی که دانشمند یا مهندس بررسی می‌کند. ساختارها از روش‌های منتشرشده پیروی می‌کنند. مقادیر ترسیم‌شده تبیینی‌اند، نه یافته.
مدل سامانه
The couplings between the systems in institutional workforce planning: signs of influence, a reinforcing and a balancing loop, and cross-links where stress jumps.
What is measured, and how well.
Each indicator carries its unit, its cadence, the kind of source behind it and the evidence label a value would carry. No values are shown: a programme supplies them under its own authority.
| Indicator | Unit | دورهٔ تکرار | Source type | برچسب |
|---|---|---|---|---|
| Vacancy rate in critical occupations | percent of posts | quarterly | Employer and sector records | گزارش‌شده |
| Workforce age profile | share aged fifty-five and over | annual | Workforce registers | آمارهای منتشرشده |
| Training places versus projected need | ratio | annual | Planning projections | پیش‌بینی |
| Staff turnover | percent per year | annual | Human resources records | مشاهده‌شده |
| Foreign-trained professionals | percent of workforce | annual | Professional registers | آمارهای منتشرشده |
| Health worker density | per ten thousand population | annual | National Health Workforce Accounts | آمارهای منتشرشده |
Where the evidence comes from.
Named public datasets and institutional records, each with its licence class. Sources by agreement are used only under their terms and never republished.
| منبع | What it gives | Licence class |
|---|---|---|
| WHO National Health Workforce Accounts | Health workforce stock and flows | Open, WHO terms of use |
| WHO Global Code of Practice on the International Recruitment of Health Personnel reporting | Ethical recruitment and migration data | Public, WHO terms of use |
| Cedefop skills forecasts | Skills supply and demand projections in Europe | Public, EU terms |
| Public service workforce statistics | Size, age and turnover of public workforces | Public records, licence per government |
| UNESCO data on teachers | Teacher numbers and qualifications | Open, CC BY-SA 3.0 IGO |
Who decides, and what the evidence serves.
Future of Work and Skills prepares evidence. The decisions below are taken by the authorities named, under their own rules, and never by the platform.
| چه کسی تصمیم می‌گیرد | The question | Evidence this page serves |
|---|---|---|
| Health, education and public service ministries | How many professionals to train and recruit | Projections; turnover analyses |
| Institutions and employers | How to retain staff and plan succession | Turnover and age evidence |
| Governments in origin and destination countries | How to manage professional migration ethically | Migration evidence |
Outputs this topic produces
- Workforce supply and demand projections with ranges
- Retirement and turnover risk analyses
- Migration flow analyses for critical professions
- Evidence notes for workforce strategies
What workforce planners ask.
- What skills will the organisation or sector need in five and ten years?
- How many people with those skills exist, and how many will retire or leave?
- Where are shortages most likely to disrupt critical services?
- How can capacity be built, through training, recruitment, redesign or technology?
Why shortages persist.
Training skilled workers takes years, so supply responds slowly to demand. Ageing workforces in sectors such as health, utilities and public administration create waves of retirement. Public sector pay structures may not compete for scarce skills such as digital, engineering and data roles. Critical national missions, such as an energy transition or a disaster recovery programme, can require skills faster than سامانه‌ها can produce them.
Planning often fails because it extrapolates past trends, works in sector silos and is not linked to education provision or funding decisions.
Tools for planning capacity.
- 01
Supply and demand modelling
Projecting workforce stock and needs under scenarios, using اقتصاد و اقتصاد توسعه. Projections are sensitive to assumptions about technology and policy.
- 02
Competency mapping
Defining the competencies roles require and assessing the current workforce against them.
- 03
Scenario planning
Testing workforce plans against different futures, using econometrics and expert judgement. Scenarios are not forecasts.
- 04
Capacity audits
Reviewing critical roles, single points of failure and succession.
How it is studied, and what the methods cannot say.
- 01اقتصادسنجیDisplacement effects with linked data · Training programme evaluation · Workforce projectionsApplied here
- 02علوم اجتماعی و رفتاریJob quality surveys · Social dialogue studies · Learner experience researchApplied here
- 03اقتصاد و اقتصاد توسعهTask-based analysis of technology · Labour market institutions · Just transition economicsApplied here
- 04هوش مصنوعی و یادگیری ماشینSkills extraction from job postings · Job matching in employment servicesApplied here
Where this page’s references lead.
نهادها و اسنادی که این صفحه بر پایهٔ آن‌ها خوانده می‌شود. وضعیت و ویراست‌ها تغییر می‌کنند؛ هر پیوند به نهاد صادرکننده می‌رود.
پرسش و پاسخ.
What is workforce planning?
Why do health worker shortages persist?
What is the WHO Global Code on recruitment?
Why do workforce plans often miss?
Can technology fill skill shortages?
Does the platform produce workforce plans for organisations?
How does an ageing workforce affect planning?
What is a single point of failure in a workforce?
شواهد را از همین صفحه ارسال کنید.
گزارش‌ها is the Consortium’s quarterly publication. What you know about this subject can become evidence, a case or a correction in the next edition, credited to you and published under CC BY 4.0 where it is your own work.
- ایمیلدرگاه GW-GCRIاز همین صفحه ارسال کنیدشواهد، یک اصلاحیه، یک مورد، یک روش، یک داوری، یک ترجمه یا ورودی نمایه. با برچسب این صفحه میرسد تا ویراستار مسئول آن را دریافت کند.
- Zenodoسپردهٔ بازآن را واگذار کنید و به جامعه ارائه دهیدسابقهٔ خود را با شناسهٔ ORCID خود در Zenodo منتشر کنید و سپس آن را در همانجا به جامعهٔ Reports ارسال کنید. گزینشگران آن را داوری می‌کنند؛ DOI از آنِ شما میماند.
- گزارش‌هاGCRIهمهٔ راههای مشارکت را ببینیدانواع مشارکت، نحوهٔ بررسی هر یک، اعتباری که دریافت میکنید، مجوز و آنچه هرگز پذیرفته نمیشود.
هرگز داده شخصی، جزئیات حساس زیرساخت یا چیزی را که حق اشتراکش را ندارید نفرستید. هر مشارکت پیش از استفاده داوری می‌شود؛ ارسال آن حق مؤلفی یا ویرایشی نمی‌دهد و حمایت مالی هرگز یافته‌ای را نمی‌خرد.
یک روش، یک مجموعه‌داده یا یک پرسش بیاورید.
اطلاعات و درخواست‌ها امروز باز است. هر درخواست یک شمارهٔ پیگیری می‌گیرد و گام بعدی را مشخص می‌کند؛ درخواست‌های عضویت، پرداخت‌ها، تخصیص رایانش و ثبت‌نام‌ها تنها زمانی باز می‌شوند که تیم، شرایط و ظرفیت داوری آن‌ها فراهم باشد.
اسناد حقوقی.
نقشه‌ها، داده‌ها و ارقام این سایت برای زمینه و اطلاعات عمومی نشان داده می‌شوند. توصیه، پیش‌بینی یا هشدار نیستند؛ حدود این اطلاعات در سلب مسئولیت‌ها و اعلامیه‌های داده بیان شده است.