Strategic Workforce Planning is the process that organizations use to scope out and optimize internal and external talent to gain competitive advantage. Workforce Planning is an excellent method to forecast upcoming retirements, talent shortages, and reorganizations of key critical roles within the company. Managers and leaders often have a difficult time getting started with workforce planning due to a lack of knowledge and expertise. HCMI can help you get gain the necessary knowledge to take your company to the next level with workforce planning through our 2-day training session.
10 Key Workforce Planning Questions
- What can be done today to optimize tomorrow’ workforce?
- Is Workforce productivity improving? If so how much? How do we stack up vs. peers?
- Where does our best talent come from? Do we build, buy, or rent this talent?
- What size and cost of workforce is needed for the strategic plan? What can we afford?
- What are the strategic critical roles (game winners) vs. operational critical roles (keep us
- in the game)?
- What is our 1 – 5 year retirement risk? What is the impact of lost skills/experience?
- What is our turnover, new hire, time-to-full-productivity supply chain? Can we improve it?
- What strategic or critical skills do we need tomorrow that we do not have enough of?
- Can we predict turnover, engagement and performance? What is our risk vs. opportunity?
- What is our bench strength? What percent of workforce has a defined career path?
Download the Workforce Planning Training Brochure
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2013 Training Calendar
| Training Course | Date | Location |
|---|---|---|
| Workforce Planning – Register | January 29 and 30 | Pasadena, CA |
Training Details
Key Questions Answered in this Training
- How much of the workforce will retire in the next 3 – 5 years?
- Do we have a leading indicator of employee turnover? What is the percentage of employees at risk?
- Are leaders effectively managing our human capital? Is there a correlation between manager effectiveness and workforce engagement, performance and retention?
- Is there a link between employee performance and total pay/rewards? If so, do we know the optimal pay for performance mix?
- What percentage of the workforce moves internally each year?
- What percent of the workforce has a defined career path?
Training Targets Professionals in the Following Functions:
- Training and Development
- Talent Management
- Organizational Development
- Workforce Planning
- Workforce Analytics
- Finance
- Strategic Planning
- Human Resource Information System
Training Agenda
Introduction
Section 1: The Business Case for Workforce Planning: What is it, Why is it important?
- What is workforce planning?
- Why is workforce planning important, what issues does it address?
- Workforce planning versus strategic planning and budgeting
- The business case for workforce planning
- Skills needed to perform workforce planning
- Workforce planning as a core competency or Center of Excellence (COE)
Section 2: Workforce Planning Framework and Analytic Model
- The impact on productivity, costs and performance
- Building tools to manage the largest business cost: The Workforce
- Linking business strategy to workforce strategy
- Organizational partners for workforce planning
- Workforce planning methods and process
- Requirements for workforce planning: Data, tools and people
- Best Practices: The Center of Excellence (COE) in action
- Overcoming challenges and obstacles that cause failure
Section 3: Workforce Scenario Forecasting and Modeling
- Fundamentals of scenario forecasting and modeling
- High level scenario forecasting
- Case Study: Vision of the future workforce
- Quantitative versus qualitative forecasting methods
- In-depth scenario forecasting
- Case Study: Workforce job design
- Finding and using the right metrics: Key performance indicators (KPIs)
- Digital organization chart: Calculate and model certain key metrics
- Hands on Exercise: Scenario forecasting and modeling
- Advanced workforce analysis calculator: Workforce ROI Calculator
Section 4: Workforce Demand Forecasting (micro and macro)
- About workforce demand forecasting
- Demand forecasting methods, processes and tools
- Data and metric requirements
- Linking workforce demand to key business outcomes
- Forecasting talent and skills needed in the future
- Micro demand forecasting: Critical job families
- Critical skills versus critical jobs and critical people
- Tools for success in forecasting job roles and families
- Recruiting Prediction Model
- Hands on Exercise: Demand forecasting critical job families
- Macro demand forecasting: Business unit and enterprise level
- Asking the right questions: Triangulating on reality with multiple forecasting tools
Section 5: Workforce Supply Forecasting: Internal and External)
- About workforce supply forecasting
- Data and metric requirements
- Internal supply forecasting: Job family, business unit and enterprise supply
- Assessing internal talent: Using historical data to identify trends
- Tools for forecasting internal supply
- Increases to workforce supply: Hiring, contingent labor, training and mobility
- Decreases to workforce supply: Turnover, retirement, mobility, restructuring
- Retirement Prediction Model
- Hands on Exercise: Forecasting internal supply
- External supply forecasting: Market, geographic and systemic supply
- External talent market analysis: Calculating your talent market share
- Using external data sources to spot trends, issues and opportunities
- Talent arbitrage: Buy low sell high (geography, cost, education and productivity)
- Hands on Exercise: Forecasting external supply
Section 6: The Workforce Demand vs. Supply Gap
- Understanding demand (workforce needs) versus supply (workforce available)
- Overcoming missing or incomplete data
- Hands on Exercise: Calculating the demand vs. supply gap
- Linking workforce planning to strategic and operational planning (budget)
- Career paths, calculating the ROI and long term cost
- Quantification of workforce planning business impact and financial ROI
- Projecting future workforce costs, savings and their impact
- Optimizing total cost of the workforce
- Case Study: Controlling total cost of workforce: General Products Corp
Section 7: Developing the Workforce Planning Strategy
- Addressing the gap
- Linking workforce planning with analytics to find root causes
- Putting key performance indicators (KPIs) to work
- Workforce impact levers, policies, practices and tools to change the workforce
- Recipes for success: Building a workforce planning strategy and plan
- Building accountability: KPIs and manager workforce accountability
Section 8: Implementing Workforce Planning
- Using workforce planning to drive the business
- Communicating the strategy, telling a story with data and visuals
- Case Study: Workforce planning and the aging workforce: Health link healthcare
- Change management and communication: Working with HR, Finance, IT and top management
- Getting top management support and linking to top business priorities
- Case Study: Workforce planning success story
