Strategic Workforce Forecasting & Planning Workshop

Recruitment Workshop
Strategic
Workforce Forecasting & Planning
(in a VUCA world)
1-day workshop Part 2
Alexander Crépin AC@Recruitmentcoach.nl
Alexander Crépin
recruitment strategist, coach & trainer
freelance, interim recruiting & management

Strategic
(in a VUCA world)
1-day workshop
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Strategic
(in a VUCA world)
If you don’t have time!
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Strategic
(in a VUCA world)
1-day workshop
Part 1

SAAA Corporate Recruitment Model
4 phases
Attract AppointAssessStrategize

SAAA Corporate Recruitment Model
Strategize
Talent
Acquisition
Attract
Employer
Branding
Forecasting
Planning
Hiring
Appoint
On-
boarding
Selecting
Assess
Engaging
Talent
Pooling

Understanding WFP
1. What is WFP
2. Why WFP
3. When WFP
4. Who in WFP
5. How WFP
Workforce Forecasting & Planning for Recruiters

Understanding WFP
1. What is WFP
2. Why WFP
3. When WFP
4. Who in WFP
5.How WFP

How ? Process 7 steps matter most:
1. Gather
2. Analyse
3. Assess
4. Anticipate
5. Act(ion)
6. Audit
7. Adapt (action) & Adjust (plan)
to ensure providing the right structure, skills, and supply of qualified staff

Strategic
(in a VUCA world)
1-day workshop
Part 2

How ? Step 3: Assess implications
Assess current, future & forecasted
workforce profiles
Comparing quantitatively (jobs / roles FTE’s)
and/or qualitatively (levels, competencies, skills)
Diagnose outcomes

How ? Assess implications
Main questions to be answered:
• what WF needed (demand) ?
• what & who is available (supply) ?
• what challenges making WF supply
ready to meet future WF demand ?

How ? Assess implications
• Identify changes, gaps, risks, challenges &
opportunities
• Identify critical workforce issues, key (risk)
areas of need/action for stakeholders
• Prioritise ‘issues’ to be addressed
• Get shared mindset about priorities

How ? Assess forecasted roles
Identifying changes in roles:
• Roles remaining almost unchanged
• Enhanced roles requiring training of current
staff in additional new skills
• New roles requiring quality, type & level of
staff not (yet) present (in required numbers)
• New roles not requiring qualified staff
• Obsolete or declining current roles

How ? Assessment results
Source: BCG

How ? Gaps: inadequate staff supply
Short fall:
‒ not enough quantity of staff and/or
‒ not enough (yet) qualified staff
Mismatch:
• Inadequate supply for unchanged roles
• Inadequate supply for partly changing roles
• Inadequate supply for new roles
Surplus:
• roles becoming obsolete or declining
• employees too low quality /level /potential

How ?
Current supply
Future supply Forecast demand
Assess Gaps / Surpluses
Anticipate in WF Plan
Tactics begin!WFP implementation
(Talent) Market
development
exploration & scans

How ? Step 4 Anticipation
How to bridge/close
any quantitative & qualitative gaps between:
• workforce needed to drive business forward in
future &
• present workforce (development)

How ? Anticipation
Gap implications
• How to close gap between current & future
• How to deal with surpluses & shortfalls
• Solutions for short & (near) future
• HR strategy development & adjustment
• Business direction & pace adjustment
Action plan to close the Gap

How ? Gap closing options
• Buy Recruit
• Borrow Hire Contingency staff
• Build Develop & Train
• Bind Retain
• Restructure Redesign org. structure
• Transform Innovate, use tech
• Review Strategy / business model

How ? Gap closing HR options
• Re-deploy employees
• Recruit right quantity & quality new talent
• Retain key people
• Develop & train, employability & capacity
• Define workforce employment categories
• Engage a network of quality flex-workers
• Reduce & outplace “redundant” employees
• Develop out- & insourcing partnerships
• Organisation (re) design, talent allocation

HR Plans taking into consideration:
• Recruiting specialised talent in tight labour market
• Multi-generational recruitment, retention strategies
• Need for staff with expertise of other sectors
• Increase & develop the qualifications of staff
• Development for new skills & knowledge
• Retaining corporate knowledge
• Identifying, engaging & retaining key performers
• Building & managing a diversified workforce
• Stakeholder management, EoC reputation

How ? Gap Closing Matrix example
WFP GAP Analysis
Shows:
Recruiting
Hiring
Selection
Perf.
Mngmnt.
Training &
Dvlpmnt.
Retention
Replace
&
Succession
Competencies not
matching demand
Recruit
the right
Select
right
Core
Comp.
Clear?
Trainable
?
Train?
Not
Matching
No future
High Turnover
Realistic
promises
Selecting
right
Is Perf.
Feedback
OK?
Key employees
retiring soon
How hire
key
players?
How
select key
players?
Etc.
Performance not
competitive
Hiring
Quality
Selecting
Quality
New ways of
working coming
Align
recruiting
Align
Selection
Methods

INTEGRATED WFP
Performance
Management
RecruitmentOrganization
Development Succession Planning
Compensation & Ben Development &
Training
Business Strategy Development & Review
Systems, Tools, Methods, Expertise, Data
Scalability & Flexibility
Why? What? When? Who? How?
Career & Mobility HR Outplacement Diversity
Human Resources Strategy & Management

How ? Anticipate realistically
HR options should makes sense
• Complementing corporate culture,maturity of
business model & management
• Aligned to business needs/objectives
• Not too demanding
• Realistic, achievable
• Agile, flexible

WFP Forecasting Report (1)
Example WFP Analysis Report content:
• Executive Summary
• Process description
• Graphs, charts & tables of important employee
demographics, segments, etc.
• Key WF characteristics, projections, findings & trends
• Core competency, skill, know how overview
• Organisation shape, structure, size & strategy
• Market intelligence, talent landscape overview

WFP Forecasting Report (2)
Example WFP Forecast Report content
• Various scenario’s
• Projected workforce requirements
• Future workforce shape & structure (numbers, levels
& types, design etc.)
• Targeted (diversity) demographics
• Added, removed & to develop positions/roles
• Skills/competencies/knowledge needed
• Identified risks & assessed impact

WFP Plan(ning) Report (1)
• Overall Workforce plan
Key factors in developing strategies & initiatives to mitigate
the workforce risks & opportunities.
• Workforce plan, operational (12-18 months)
Identifying actionable strategies to address a specific
workforce issues for short to medium term
• Workforce plan, strategic ( 3+ years)
Seeking to address high-level, strategic issues that will affect
availability of the required workforce

WFP Plan(ning) Report (2)
Example WFP Planning Report content:
• Executive summary
• Risks, challenges & opportunities identified in forecast
• Proposed strategies, solutions & plans + rationale
• An outline of proposed strategies, solutions & plans
• Scenarios review & implications for planning
• Cost & benefits of proposed pathway
• Relationship to other policies, programs & processes
• Implementation plan & timeframes, communication plans
& performance indicators / milestones

Questions before the break
1. ……….
2. …………
3. …………...
4. ……………….
5. ………………….

Your questions ?

How ? Step 5 Action
Implementing the HR WFP Roadmap
• SMART Goals
• Timelines
• Actionable steps
• Programs, projects & action
• Addressing interdependencies
• KPI’s, milestones
• Monitoring, review & updating options
• Alternate routes

How ? Action enablers
• Stakeholder buy-in for implementation
• Implementation skills & competencies
• Ensuring budget
• Setting priorities
• Providing time frame – time horizon
• Defining milestones & KPI´s
• Ensuring role clarity & responsibilities
• Real time monitoring & reporting options
• Where planning ends, tactics begin!

How ? Action
May require
• Additional investment in training
• Communication/insight about findings & conclusions
• Diplomacy as well as pushing forward
• Options free-up time for implementing
• External implementation support
• Change management
.

How ? Step 6 Audit implementation
• Assessing accuracy forecasts & plans
• Monitoring impact plans, milestones & KPI´s
• Monitoring implementation remains on track
• Checking commitment& confidence for plans
• Analysing & discussing findings
• Reporting & presenting

How ? Audit
Sources for auditing WFP implementation:
• Management meetings
• Employee & customer surveys
• Focus groups
• Reviews of functional progress reports
• Reviews of lessons learned
• Organisation performance assessments, KPI’s
• Management monitoring / reporting system

How ? Step 7 Adapt & Adjust
WFP exists in the real world
The ideal world doesn’t exist
Dealing with today’s dynamic realities
WFP Action Plan = Living Document
Evolving Roadmap

How ? a VUCA world
Today’s business environment =
• Volatile = increasing pace or rate of change
• Uncertain = lack of predictability of future
• Complex = many interconnected parts /variables
• Ambiguous = lack of clarity meaning of trends & events
Volatile, uncertain, complex and ambiguous are closely interconnected items,
and should be seen in close relation to each other

How ? in a VUCA world
VUCA world no longer about
• sequential (strategic) management
• 5 year plans
• business as usual
• standard operating procedures
• life time employment
• best practices on past experiences
• handful executive taking strategic decisions
• employees complying & carrying out orders
• Etc.

How ? WFP in a VUCA world
VUCA quite challenging:
• more unknown & difficult to understand
• uncertainty not leading to decision paralyses
• moving at continued pace & catching up
• changing business climate: be dynamic & adapt
• growing number of dimensions to navigate
• a world full of dilemmas
• strategies becoming more & more fluid

In real world, developments won’t always be as
smooth as expected
• Priorities may change
• Strategy may head off in a different direction
• Decisions not always rationally, fact/evidence‐based
• Managers get distracted by short‐term events

WFP VUCA dilemmas
• Can you plan anything in a VUCA world?
• Does WFP make sense when pretty unlikely that
the future will appear in projected manner?
• What practical value do forecasts have?
• How much time & effort in view of uncertainties?
• Which time horizons realistic & still add value?
• Balancing short-term shocks & long-term needs

VUCA isn’t something to be solved
• It simply is!
• Master the art of adapting in time or …
• Moving from a rail road (fixed path) model to
sail boat model (responsive to winds of change)

How ? Winning in VUCA world
WFP not easy in VUCA world but
increasingly seen as a
key to success

WFP success factor in VUCA world:
• in-depth knowledge of current workforce
capability
• smart workforce KPI set & eco-system to
monitor developments
• being as prepared as possible for a competitive
world

WFP more strategic view on workforce
• sense & understand implications of market dynamics
• Insight in Talent Management problems VUCA creates
• respond (better & faster) to changing conditions!
• allocate resources more (cost) effectively
• develop workforce scalability options
• how to invest in employability development

WFP is a GPS, not a roadmap!
Offering (strategic) guidance
Thinking directionally to deal more accurately with turbulence without falling
into chaotic & ad hoc execution
Professional WFP mechanisms to identify &
respond to changing conditions, insights &
strategies

VUCA to counter VUCA:
• Vision
• Understanding
• Clarity
• Agility & Adaptability
Adaptive performance management structure & culture
Focus on direction, insight, transparency, agility/ adaptability,
and in developing plans with “just-in-time” type solutions,

How ? Agility in VUCA world
WFP agile process
Times of “old school” static WFP are over!
• Step-by-step process, incremental & iterative
• Learning by doing
• Collaborative, active stakeholder cooperation
• Open mindset, willingness to adapt
• Adapt & adjust when new insights available,
ensuring stakeholder involvement

NB. WFP Who ?
WFP cooperative & collaborative effort
HR, business leadership & key professionals
at all levels

How ? Collaboration in VUCA world
Collaboration key dealing with Uncertainty
& Ambiguity
• Diverse sets of people
• Diverse insights, expertise & experience
• Perceiving challenges from different angles
• Synthesising opinions, ideas, visions to make best
possible, future ready decisions
• More engagement/commitment for execution

Collaboration key dealing with Volatility
In volatile times, relations become paramount
• Connections
• Communicating with/by stakeholders

Collaboration key dealing with Complexity
• Organization system with (social) networks
• Engaging network to understand what works,
what not & why not
• Better insight to forecast & plan better
• Process transparency WFP collaboration not
becoming too complex itself

How ? WFP Human Capital Way
Human Capital (HC) - agile - strategy
Profiling workforce in competencies
Competency performance expectations will evolve
with in- & external changing requirements
Not necessary to replace reference framework to
adapt to changing circumstances

HC as fundament for business success
• Talent = Starting point = Differentiator
• Strengths of workforce fundament for strategy
• Building business on qualities & ambitions of
workforce

1. Assess core qualities/ competencies of workforce
2. Determine competitive advantage (opportunities)
3. Assess career expectations & growth potential of
critical & core staff
4. Develop business plans on workforce strengths
5. Plan & use WF as driver of competitive advantage
6. Put plan into effect, ensure internal commitment
7. See what works, adapt & adjust as needed

How ? in a VUCA world: Agility
Building an Agile workforce
Impossible to predict the future …..
• so ensure having the right people
• demonstrating agility to deal with different
scenarios or situations (a crisis, a recovery, a building
situation, a green field, a ………. )
• ready for whatever comes in the future

How ? VUCA Competencies
• Vision & envisioning, looking forward, big-picture view
• Curiosity & Courage
• Action driven
• Situational awareness, context scanning
• Discernment, distinguishing essential & marginal
• Resilience, willing & capable to adapt to turbulence
• Learning, continuously, life long
‒ learning agility by experience & experimentation & apply in new
‒ Learning speed, mastering new multiple skills very rapidly
‒ Questioning, critical thinking, respect & tolerance
• Cooperating, interacting

How ? Continuous, up-to-date insight
Workforce Intelligence
• understanding workforce dynamics
• real time monitoring for progressive
insight
• rolling forecast = adjusting, fine tuning
on basis of latest insight
Moving from transactional, short term driven operations, to data driven, pro-
active, more strategic execution of HR & Business strategy

How ? Successful organizations agile
For truly agile businesses their business
journey doesn’t stop
Business development, anticipating &
adjusting to changing circumstances is
perpetual & part of their being

How ? Adjusting in VUCA world
Staying realistic & valid
Preventing chaos & more uncertainty & ensure trust in WFP by:
• Investing in optimizing data (monitoring) eco-system
• Real time (self) monitoring options
• Updating options as new data become available
• Periodically review methodology & assumptions
• Mechanisms for regular re-evaluation & adjustment

How ? Adjusting in VUCA world
Staying realistic & valid by
• Mechanisms for regular stakeholder feedback
• Having a continuous dialogue between key players
‒ Expectations regarding future still valid?
‒ Expectations about future opportunities still valid?
‒ Other assumptions underlying planning still valid?
‒ If not, what to do?

How ? Checking in VUCA world
Staying realistic & valid by Data monitoring
& insight especially in areas of uncertainty

How ? VUCA (from recruiting point of view)
• Data Driven Hiring, fact based, to better
manage expectations
• Transparency, ensuring trustworthy candidate
experience
• Specialism to understand market challenges &
act pro-actively, cost effective
• Internet is the most up-to-date data base /
talent pool

How ? Adjust forecasts & plans
• WFP in modern context is ongoing process
• WFP collaborative, learning journey
• Progressing insights to adjust regularly and
align activities at periodic frequencies
• Sharing insights & adjustments are essential
for trust in and commitment for WFP process
AND
• Timely adjustments improve business results!

Time for a short break

How ? WFP Model ingredients
• Process
• Data eco-system
• Method(s)
• Technology & Systems
• Resources, Communication & Training

How ? Methods characteristics
• Keep WFP as simple as possible
• Ensure corporate wide consistency
• Ensure alignment to business planning
• Prevent WFP becoming “black box” exercise
• Analysis not becoming “analysis paralysis”
• Understanding & trust in WFP methods
crucial for management buy-in

How ? Methods examples
• Basic
Basic Gap Analysis, (demand vs supply) + Plan to address gap
• Workforce analytics
Mining current & historical HR data
Analyzing relationship HR & Business Data
• Forecasting & scenario modelling
Using internal & external data, input for
Multiple what-if scenario’s for strategic decision making
• Segmentation
Identifying & analyzing specific segments to craft strategies for critical segments

• Workforce approach:
Analyze current number & type of jobs + project headcount needed to fill at a
specific moment in the future
• Workload approach:
Analyze & anticipate amount & type of work at moment in future, + project
number people & skills needed to do that
• Competency approach:
Identify organization’s & functional core competencies. This assumes workforce &
workload are already to be defined.

Quantitative approach
Statistical & mathematical methods to determine the
future workforce requirements like:
• Indexation - forecasts determined in relation to 1 or more fixed organisational indices
• Trend analysis - forecasts based on the study of past workforce development
• Ratio Analysis – determining future demand based on ratios between assumed casual
factors & needed number of workers
Complex & rather expensive for smaller organisations

Qualitative approach
(Self) inquiry methods to determine future workforce
requirements like:
• Delphi Technique - problem solving & expert consultation methods
• Managerial judgement - managers (self) assessment of WF requirements, using HR
data on retirements, promotions, new technologies etc.
• Nominal Group Technique - using group processes to compare predictions on
staffing needs for the future

How ? Methods - Scenarios
Decisions today have effect in future, but
in what sort of world is uncertain?
• Some areas relatively easy to understand &
model, such as demographics
• Many uncertainties, harder to forecast areas,
indeterminables, like impact of tech, fads & fashions, resulting in
assumptions

How ?Scenarios
Method for dealing with rapid change,
uncertainty & inherent unpredictability
Exploring how future might look like
given assumptions, trends, policies & legislation & other
information that affects future developments

How ?Scenarios
Describe imaginative, possible, plausible,
probable & challenging ways the future
might unfold
• Scenarios not predictions of uncertain future
• Starting from perspective of present situation
• Images of possible futures
• Guidance for action to be considered, developed &
implemented as circumstances change

How ?Scenarios
• Direction for uncertain future
• Awareness about possible changes, both
opportunities & threats
• Identify signals, trends & `Drivers of Change`
• Identify probable elements & critical uncertain
aspects
• “what if” is pivotal question

How ?Scenarios
• Possible - “might” happen (future knowledge)
• Plausible - “could” happen (current knowledge)
• Probable - “likely to” happen (current trends)
• Preferable - “want to” happen (value judgements)

How ?Scenario characteristics
• Provocative & challenging futures
• Sufficiently detailed to paint rich picture of
future (while very unlikely, could plausibly happen)
• Qualitative & explorative
• Easy to understand, but not simplistic
• Outcomes make sense to stakeholders

How ?Scenarios
Remember: WFP cooperative & collaborative process
Most of value of scenario’s comes from
•opportunity for discussing
future, potential opportunities & challenges.
Collaboratively discussing future development options creates a shared
understanding & helps to focus. Involvement in developing insight makes
execution/implementation less complex

How ?Scenarios what if ….
Scenario’s, which 3 most likely to happen?
What if …. ( + alternatives to challenge current paradigms)
• Business as usual
• Business growth / decline rate of …..
• Business model change
• Business new business / new markets
• Business stepping out markets
• Business technology impact + / - / =
• Economy, growing, stagnant, shrinking etc.

How ?Scenarios what if …..
What if …. ( + alternatives to challenge current paradigms)
• Workforce remains unchanged?
• Workforce declines with ….. %
• Workforce grows with …. %
• Workforce transforms (exit+new) about …. %
• Workforce diversity has to change to …. %
• Workforce will be partly outsourced?
• Etc.

How ?Scenarios Process
• Explore trends & what if …. options
• Analyse & discuss findings
• Produce 7-9 initial mini-scenarios
• Reduce to 2-3 scenarios
• Draft “final” scenarios
• Identify WFP implications

How ?Scenario development
Source: Ross Dawson

How ?Scenarios Example
From the perspective of the present:
• Scenario 1 Low / Moderate Change
• Scenario 2 High but Evolutionary Change
• Scenario 3 High & Accelerated Change

How ?Scenarios Example
From the perspective of the best, desirable :
• Scenario 1 Best case
• Scenario 2 Worst case
• Scenario 3 Most likely case

How ? Methods Keep it Simple
Simplification of WFP
• Covering total workforce is very complex &
time consuming
• Setting priorities, focus on important roles
• Starting with identifying for future business
critical jobs/roles
• Getting in-depth understanding of critical, key
& core roles across organisation

How ? Workforce Segmentation
Examples segment attrition business risk:
• highly technical & specialized
• unique with rare or company specific skills
• long lead time to develop skills / expertise
• excellent strategic client relationships
• roles making largest contribution to business
• corporate culture, DNA key players
• tight labour market professions (scarcity)
How calculate cost of turnover for various roles?

How ? Workforce Segmentation
Break down workforce into roles / jobs
Key roles
Specialists
Do roles Core roles
Critical roles
Impact on business value
Difficultytoreplaceroles

How ? Segmentation challenge
Identify, understand & rate
• characteristics of roles, their variation
• core competencies & unique skills
• respective importance to successful business
execution, business impact
• attrition risk & replacement effort
Reflecting this in HR strategies, policies & practice!!

How ? Segmentation Contingent staff
Global trend: Building Agile workforce
permanent & contingent workers
growing part Contingent Workforce (CoW)

How ? Segmentation Contingent staff
Contingent Workforce (CoW) individual
workers not being “regular”, full-time employees
• Part-time
• Temporary
• Seasonal workers
• Freelancers
• Independent consultants & contractors
• Interns
• Etc.

How ? Contingent Workforce
CoW growing importance
• Changing workforce, changing career paths
• Demand for part-time arrangements
• Life-time employment disappearing
• Shorter business cycles
• Structural scarcity on STEM labour market

How ? Contingent Workforce
CoW consequences / impact
• Rapidly changing makeup of workforce & how
companies trying to fill positions / roles
• Hiring temporary, project contractors
• Increasingly highly skilled IT (STEM) contractors
• Contingent workers blending with permanent staff
• Growing & multifaceted “light”-industrial worker class
• Outsourcing of CoW supply to external specialists

How ? Total Workforce
Total workforce strategy challenge (1)
Determining right (flex) mix of
• Permanent workforce (Employees)
• Contingent workforce (CoW)
!

How fit traditional full-timers in more
flexible workforce strategies?
Developing innovative staffing models with more creative,
flexible, but sustainable work arrangements

Making WFP NOT too complex
• Going step-by-step
• First things first
• Creating insight & strategic, total CoW overview
NB. segmentation was to make WFP simpler!

Mindset:
CoW = strategic choice
CoW no longer cheap / easy / flexible alternative
for permanent workers, added in ad-hoc fashion

Total (integrated) Workforce strategy
• clear worker segments
• in depth insight to determine appropriate
balance for permanent & contingent staff
• developing a appropriate company culture for
both permanent & contingency staff (A-B citizens)
• supporting integrated policies, processes &
programs for an agile workforce

How ? Segmentation challenge
From Recruitment point of view
• understanding unique dynamics, motivations
& needs of target segments
• dedicated/ targeted approaches in job branding,
employer branding, sourcing, talent pooling, assessment, onboarding
• recruitment personas development
• updating & developing EoC ambitions & EVP
• pro-active targeted sourcing
Reflecting in Recruiting strategies, policies & practice!!

How ? WFP Technology & Systems
Data eco-system:
• Data mining
• Data consolidation
• Data modelling
• Data collection / questionnaires / surveys
• Data dashboard

Self-serve
Analysis
Predictive
Analysis
Monitoring
Dashboards
Reporting
Level 1:
Reactive
Level 2:
Standardized
Level 3:
Focused
Level 4:
Strategic
Data
Stakeholders
Maturity
Data & Analytic
Capabilities
Core HRMS
Data
Performance
Data
Comp & Ben All Talent
Data
Business DataRecruiting
Data
ExecutivesHR Business Managers People Mngrs
ICT Data
Specialists
Fin & Bus.
Analysts
How ? WFP Data eco-system

Complexities of the many variables prevent
development of “the perfect” technology
• Starting with spreadsheets
• HR management systems offering options
• Special HR analytics solutions
• Integrated corporate solutions
• Big Data offering more advanced technologies

• Increasing attention for HRtech
• Cloud computing & data base alignement
• Big Data offering more advanced technologies
• More options to quick analyse different
scenario´s
• Automate process easily store data &
retrieved, thereby simplifying the process

How ? WFP Model ingredients
• Process
• Data eco-system
• Method(s)
• Technology & Systems
• Resources, Communication &
Training

How ? WFP Competent Resources
WFP execution requires blend of
competencies, skills & experience
Training before joining the process
Additional consulting, guiding, support should be availble

How ? WFP Competencies
• Highly numerical and analytical
• Understanding of analytical methods & models
• Vision & Helicopter view
• Business acumen
• Planning & organising
• Pragmatic, result driven
• Adaptability
• Organisational & cultural sensitivity
• Collaborative, team oriented
• Communication verbally & in writing
• Listening, advising & influencing

How ? WFP Training
Training for
• Stakeholders, basic & advanced
• Professionals on WFP special skills

How ? WFP Communication
To ensure cooperation & collaboration
• Share purpose of workforce planning
• Determine & share the timeframe
• Inform about available resources
• Inform about roles & responsibilities
• Share & explain results & WFP progress

How ? WFP Communication
WFP Telling a story
• Don’t get lost in data
• Match data with an engaging narrative
• Focus, business impact & major outcomes
• Offer clear, concise management summary
• Ensuring stakeholders understand and can
reproduce it, tell WFP story themselves

How ? WFP Resources
• Studies & public data sources
• Internet
• Market research services providers
• In-house HR system(s)
• Marketing department
• Business Partners & Suppliers

How ? WFP Resources
Software tools
• Excel
• HR-management systems
• (HR) analytics solutions
• WFP applications
• Planning & scheduling applications

How ? WFP Resources
Software tools examples
• Workforceinsight / anaplan
• Oracle (Hyperion)
• SAP SuccessFactors Workforce Planning
• Optforce
• Visier
• Vemo-workforce

How ? WFP Resources
Books, publications
• WFP Strategic Planning for HR, First Edition
by Julie Bulmash, Nita Chhinzer, Elizabeth Speers
• Lean but Agile: Rethink Workforce Planning and Gain a True
Competitive Edge by William J. Rothwell, Jim Graber, Neil McCormick
• Positioned: Strategic Workforce Planning That Gets the Right
Person in the Right Job by Dan L. Ward, Rob Tripp, Bill Maki
• A lot Australian, Canadian, US & UK public services pdf. Guides

How ? WFP Resources
Webinars, youtube
• The Executive's Guide to Strategic Workforce Planning
https://www.youtube.com/watch?v=N7nEM1TShFw
• Talent Gap Analysis - Workforce Planning's Reality Check
https://www.youtube.com/watch?v=eJ7XQ4xkFGg
• Hub 2014 Operations Track: Strategic Workforce Planning
https://www.youtube.com/watch?v=3ev1Xwgqhy4

How ? WFP Resources
Professional Networks
• Society of Workforce Planning Professionals (SWPP)
• Linkedin groups like https://www.linkedin.com/grps/Workforce-
Planning-Tools-4245718/about?

1. What WFP ?
Pathway to shape the workforce,
ensuring that it will be quantitatively
& qualitatively as ready as possible
for the (near) future
to deliver the defined business objectives for sustainable success

1. What WFP ?
• business process / HR tool
• Identification, analysis, forecasting &
planning
• workforce requirements
• (near) future size, type & quality
• to execute business strategy & achieve
defined objectives

2. Why WFP ?
To be Ready for future
• Know yourself
• Where you are going to
• What it needs to get there in time
Adapt before having to change!!

3. When WFP ?
In a dynamic, VUCA world, WFP is
continuous, consistent & agile process
with build-in mechanisms ensuring being up-to-date
getting best possible business alignment and
stakeholder trust & engagement

3. When WFP ?
Scope of WFP:
Build & maintain a longer term context
within both long- & short term workforce
decisions can be made as optimal as possible

4. WFP Who ?
WFP is done in cooperation / partnership
between HR, business leadership & key
professionals at all levels
Collaborative effort with clarity about roles &
contribution to be delivered across the organisation

5. How WFP ?
• 7-GA steps
• Evolving & learning journey
• Data driven
• Using methods, systems & tools

5. How ? 7-GA steps
1. Gather
2. Analyse
3. Assess
4. Anticipate
5. Act(ion)
6. Audit
7. Adapt (action) & Adjust (plan)

How ?A Process
1. Analyse present workforce configuration &
projected future business workforce needs
2. Asses implications, quantitative & qualitative
3. Anticipate changes, gaps, risks & challenges by
developing strategies, solutions & plans
4. Act & implement plans, provide resources
5. Audit & monitor progress
6. Adapt & Adjust plan & process/model (progression insight)

Recap:
• WFP is a business process, not exclusive HR!
• Prevent process is too complex, too time consuming
• Strategic WFP not overnight, but rather step by step
• Cooperative & collaborative process
• Enterprise wide imbedded (accountability)
• Data Driven
• Learning (by doing) & improving is key
• Projections are not exact future predictions!
• Ongoing, work-in-progress (responsive not reactive)
• Tell WFP story to be remembered by stakeholders

Questions before we finish
1. ……….
2. …………
3. …………...
4. ……………….
5. ………………….

WFP success
Start now
• make team & stakeholders capable & get buy-in
• to develop a workforce
• as ready as possible
• for achieving future business objectives!

OK or not?

Success!

Thank You
Thank you

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Strategic Workforce Forecasting & Planning Workshop

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