Integrated Workforce Planning is a powerful process that when properly applied will have a major impact upon the organization and the Human Resources Department alike. It is not something that should be taken lightly on a "whim and a prayer". 

Rather it is a process that requires careful thought, consideration and process mapping if it is to achieve its true potential. To this end our experience over the past fifteen years has identified the following five pre-requisites as essential elements in any effective Workforce Planning program: - 

1.         Role Clarity

The role of Workforce Planning Manager is more often than not a newly created position which is not clearly defined nor understood by either the Head of Human Resources or the appointed incumbent.

If a Position Description does exist it is sparse in detail and narrow in focus, all too often consigning the incumbent to a talent identification/development/succession planning role which in reality comprises only one small component of the total accountabilities of a true Workforce Planning Manager.

What We Recommend:

Initially, create a comprehensive Workforce Planning model/methodology that meets the specific requirements of your organization

Thereafter, create a detailed Position Description that encompasses all key facets for effective Workforce Planning as previously identified in your Workforce Planning model/methodology     

2.         HR Department Integration

The position of Workforce Planning Manager is often a solo/specialist role that operates in isolation from the mainstream Human Resources Department because limited/if any attempt is made to educate traditional HR disciplines in relation to the purpose, objectives and potential impact of quality Workforce Planning across every key aspect of contemporary Human Resources Management.

Inevitably, the incumbent Workforce Planning Manager is hamstrung in their efforts by their fellow colleagues who do not support/prioritize the major strategies  that emanate from the workforce planning process

What We Recommend:

Design and present an in-house training workshop for all key members of the HR Department that will  enhance their understanding of and commitment to Workforce Planning throughout the organization

3.       Senior Executive Traction and Engagement     

Assuming a synergy does exist within the HR Department, effective workforce planning is ultimately contingent upon the understanding and genuine commitment of the CEO/Senior Executive Team combined with Divisional/Department Managers throughout the organization.

To achieve this objective, the Head of Human Resources/Workforce Planning Manager must recognize the importance of designing/structuring/facilitating education sessions that create a compelling case for workforce planning, thereby gaining senior executive engagement and buy-in     

What We Recommend:

Designing and facilitating executive/line manager presentations (2 to 3 hours) that are principally focussed upon some or all of the following critical issues: -

Shrinking labour pool/critical risk job families within the organization

Current/future skill shortages

Workforce ageing

Baby-boomer retirements/succession planning

Workforce generational change/different expectations

Length of service/loss of knowledge

(Note: Wherever possible local data/examples should be utilized)

4.         Consultation and Collaboration

To achieve the best possible outcomes, quality Workforce Planning requires the collaborative input, evaluation, sign-off and ownership from key executives and line managers at all levels of the organization/across each designated department /operating unit. For this to occur a properly structured consultative process must be established and applied across all areas of the business

What We Recommend:

Create, implement and sustain a three-tiered Workforce Planning Committee Structure on the following basis: -

5.         Human Resources Metrics and Reporting

At its most fundamental level, Workforce Planning is a data driven process....the better/more comprehensive the information that goes in, the better the results that come out.

Within this context there is therefore an expectation/requirement that the Human Resources Department will provide quality workforce metrics/projections/forecasts in key areas including: - 

Turnover, retirement, transfers, secondments, flexible working arrangements, long term absences, recruitment, resourcing, training & internal development, demographics, gender mix, ethnicity, business/workforce growth

What We Recommend:

The HR Department recognizes and appreciates that at least 50% of the total data required for effective Workforce Planning is generated/contributed from within their own function....and that this is an inescapable fact/will contribute heavily to the overall success of the program.

The HR Department also understands that the data required for effective Workforce Planning will fuel internal demand for the development of an HR Metrics Dashboard that provides the CEO/Senior Executive Team with regular/quality management reporting principally focussed upon workforce management and performance.

In essence, if the HR Department wants to be "in the game"  it needs to actively embrace and develop quality HR Metrics as a core functional offering 

You will receive: -

• A detailed Instruction Manual (More than 70 pages in length) containing guidelines, logic, methodology and definitions for reliably forecasting and planning future workforce headcount, structure, composition and supply capability on both a short and long term basis
• A complimentary set of Excel spreadsheets including detailed instructions for use 

If you seeking to develop your in-house workforce planning capability, we can assist you in any of the following ways: - 

• Round-table discussion sessions (Informal group discussion of either a half or a full-days duration)
• In-House training workshops (Structured training programs of either 1 or 2 days duration)
• Facilitating/coaching/mentoring your workforce planning project team/steering committee 
• Reviewing and evaluating your current workforce planning strategy/program
• Re-designing and updating your current workforce planning strategy/program

Stephen Moore is a senior  Human Resources professional who has spent more than thirty years in HR Management, initially as a corporate executive in a range of blue-chip organizations and since 1995 as the Founder & Managing Director of his own consulting practice.

Stephen is passionate about HR Metrics and Workforce Planning and in his current role has built an extensive client base that incorporates private & public sector organizations throughout Australia, New Zealand, Fiji, Hong Kong, Singapore and more recently South Africa.

He is a regular speaker at major Human Resources conferences and events and has written and published HR Metrics Manuals and Toolkits in collaboration with Thomson-CPD and more recently of his own accord.

Complimenting his consulting work, Stephen has partnered with leading Human Resources institutes, employer associations, universities & public sector authorities in delivering a wide range of HR conferences, development programs & public training workshops.

Stephen is a regular visitor to the USA where he has previously bench-marked with pre-eminent organizations including Harley-Davidson, FedEx, NASA, Cisco, Aon Corporation and Marriott Hotels.