Successful strategic workforce planning programs take the time to categorize roles, or job classes, in order to best focus workforce development efforts in the most needed areas. The helps identify where workforce development activities will have the most impact in meeting the department’s workforce needs.
Segmenting job classes allows a department to make better strategic decisions, design more meaningful developmental programs, and thus the right people can be in the right place at the right time. All positions in the department should be reviewed to identify their role: vision; critical; core; or non-core in order to determine the department’s hierarchical structure analysis. The position review includes a close look at how each position may be best utilized for optimal outcomes. Individual performance can then be tied to roles and mission. The four roles are defined below:
ROLE DEFINITION
Vision Roles vital for achieving strategic goals
(~10-15% of department). Future success
is compromised if these roles are not filled with extremely competent people.
Mission-critical positions.
Critical Roles related to operational excellence
(~20% of department). Essential to
Core
Noncore executing the mission and strategy of the department. Current success is
compromised if there are issues in critical roles. The majority of these positions require specialized education, training, knowledge, or experience.
Roles that keep the internal operation working smoothly (~60-70% of department). The majority of employees within the department who support and process work. Most of these positions require some specialized education, training, knowledge, or experience.
Roles that may have become obsolete because skill sets no longer align with the mission and strategy. Changes in the industry or technology may have reduced or eliminated the need for these roles.
IDENTIFIER QUESTIONS
 Which positions are crucial to the future success of the department?
 Which positions if left vacant for too long or were filled with the wrong type of person could compromise the future success of the department?
 If “X” position was left vacant, how would that affect our department’s ability to plan for the future?
 Which positions have a “make it or break it” impact on defining and meeting the department’s mission?
 Which positions would profoundly affect the department’s overall direction if they were left vacant or filled with the wrong person?
 How does each critical role contribute to executing the mission and strategy of the department?
 Which positions have a direct impact on getting today’s work done?
 Which positions could bring the department to a crawl if they were left vacant or filled with the wrong person?
 If “X” position was left vacant, how would that affect our department’s ability to meet deadlines?
 Which positions have a direct impact on maintaining the existing infrastructure?
 Which positions provide the most value if employee performance is improved?
 Which positions could better serve the department if they were assigned other tasks?
 Which positions could be left vacant with minimal impact on the department?

Vision Role - Example positions: DOT&PF Leadership Team
(Commissioner, Deputy Commissioner, Regional Directors, Division
Directors)
Critical Role – Example positions: Administrative Manager; AMHS
Dispatch; Ferry Terminal Manager; Marine Manager; Port Captain;
AMHS Vessel and Master and Chief positions; Engineer IV/V;
Engineering Geologist; Environmental Analyst; Accountant; Budget
Analyst; Internal Auditor, IT Manager, AIA Controller; Airport
Manager; Equipment Operator Foreman; Rural Airport Foreman;
Fleet Manager; M&O Manager; State Meteorologist; Transportation Planner; Chief Contracts Officer;
Procurement Specialist; Land Survey Manager; Right of Way Agent
Core Role – Example positions: Equipment Operator; Administrative staff; Engineering Assistant; Supply Techs,
Accounting Techs; Pursers, Stewards
Caption: Construction on Dalton 21 Mile hill
Credit: Stephen Henry, Alaska DOT&PF