6. Aligned with organization’s strategic plans
Future-focused, adopting a strategic, medium to long-
term approach
Pro-active, sensitive and responsive to (internal and
external) environmental change and trends
Organized, well coordinated and systematic approach
Collaborative and partnering effort (HRM has co-opted
business partners to the process)
DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR EFFECTIVE SWP
7. Integrated (bundled) with other HR processes e.g. Succession
Planning and Recruitment
Generates meaningful business intelligence which informs
business planning and supports strategic decision-making
Integrated both scientific (HRM metrics and analytics) and
artistic (planning) principles
Continuously monitored, reviewed, evaluated and adapted
Yields a positive ROI, with tangible/demonstrable outcomes and
impact – creates sustainable HCM competitive advantages
DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR EFFECTIVE SWP
8. Although 92% of companies have some level of workforce
planning, only 21% take a strategic, long-term approach to
addressing the talent demand, talent supply and the actions
necessary to close the gap between the two.
Although best-practice companies align workforce planning as
an integral part of their business and financial planning, 67% of
companies at every level still conduct workforce planning on an
“as-needed” basis.
Only 25% of workforce plans are effective at helping business
leaders forecast revenue and operating budgets.
Only 27% of workforce planning processes are conducted by
recruiting and staffing departments . The majority of workforce
planning processes are owned by individual business leaders –
so they are disjointed from recruiting and even HR.
RESEARCH-BASED (BERSIN) REALITY
CHECK
10. According to Bersin & Associates:
Only 11% of organizations have currently
reached Level 3 of Maturity.
Only 10% have reached Level 4.
LEVELS OF SWP MATURITY -
RESEARCH
11. “Strategic workforce planning helps organizations understand the talent
required to deliver their strategy – without it, the costs are significant.” (Hay
Group UK)
“A talented and aligned workforce is crucial for bringing strategy to life and
ensuring an organization delivers on its objectives” (Hay Group UK)
“Bringing together the right information with the right people will
dramatically improve a company’s ability to develop and act on strategic
business opportunities” (Bill Gates)
“CEO’s expect the Human Resources function to play a much more active role
in enabling business strategies.” (Deloitte, 2013)
“A company’s employees are its greatest asset and your people are your
product .” (Richard Branson)
THE STRATEGIC IMPERATIVE OF
WORKFORCE PLANNING
16. "Futuring is the field of using a systematic process for thinking
about, picturing possible outcomes, and planning for the future.
Futurists are people who actively view the present world as a
window on possible future outcomes. They watch trends and
try to envision what might happen.“ (Kirkwood, 2011)
Futuring is a broader concept than the forecasting traditionally
done in Workforce Planning and enables organizations to look at
the future in four different ways (Cillie-Schmidt, 2013):
The possible future - what could happen
The plausible future - what could realistically happen
The probable future - what is likely to happen
The preferred future - what we want to happen
FUTURING
17. Forecasting should consider the past and the present
requirements as well as future organizational directions
Number of employees
Type of employees
Skills requirements of these employees
Consider and assess the challenges and constraints
FORECASTING HR DEMAND
18. Assess the current HR capacity of the organization by means of
the Skill inventories method
The knowledge, skills and abilities of your current staff need to be
identified
Employee experience, education and special skills
Certificates or additional training should also be included
A forecast of the supply of employees projected to join the
organization from outside sources
HRM indicators, metrics and indices e.g. turnover rates
MEASURING CURRENT SUPPLY
23. Objective: Magnetically attracting the “Cream of the
Crop”
Objective: Facilitating an optimal Person-
Environment (P-E) fit
Strategy: Developing, articulating and advocating of
a compelling Employee Value Proposition (EVP)
Strategy: Employer Branding – (re) positioning as an
“Employer of Choice”
STRATEGIC TALENT ATTRACTING
24. A resourcing strategy is concerned with shaping what an organization has
to offer to people to join and stay in the organization. (Armstrong, 2011)
EVP is a statement of what an organization will provide for people that
they will value - why the total work experience at their organization is
superior to that at other organizations.
The EVP is an employee-centered approach that is aligned to existing,
integrated workforce planning strategies because it has been informed by
existing employees and the external target audience.
Key Selling Points (KSP): Host of financial and non-financial benefits
Non-financial benefits:
The attractiveness of the organization
Responsibility – corporate conduct, ethics and CSR/CSI
Respect – diversity and inclusiveness
Work-life balance
Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION
(EVP)
27. “At Campbell Arnott’s, we are committed to attracting a diverse group
of talented employees and providing all our team members with
development opportunities and a culture in which they can flourish.”
CONTEMPORARY EXAMPLE:
CAMPBELL ARNOTT’S
28. Unique Selling Points (USP) - Employer brand that is
unique and special
Creation of a Brand image of the organization for
prospective employees
Influenced by the reputation of the organization
Creating an Employer Branding strategy
EMPLOYER BRANDING
29. Analyze what ideal (preferred) applicants need and want
Establish how far core values of the organization support the
creation of an attractive brand and ensure these are inculcated
into organizational value system
Define the features of the employer brand on the basis of
examination and review of each of the areas that affect the
perception of people e.g. quality of management
Benchmark the approaches of top performing companies as a
means of improvement
Pragmatic approach: be honest and realistic
CREATING AN EMPLOYER BRANDING
STRATEGY