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Talent Education: Strategic Workforce Planning |
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A 2-Day Workshop for HR & Line Managers
The term Workforce Planning has been around for years and has been used to signify many different things. But true Strategic Workforce Planning builds upon quantitative activities such as headcount planning and workforce analytics and uses that data as part of a qualitative decision framework that can inform and transform organisational strategy.
Figure 1: Levels of Workforce Planning
Recent surveys suggest that well over half of today's organisations are "planning to plan." That is, they know they want to begin a Workforce Planning process but don't know where to begin or what the expected outcome should be. The SWP programme offers a structured programme that provides a synthesis of best practices and research along with a model to guide step by step workforce planning activities.
Onsite Workshops
Onsite workshops have a mandatory business case practicum, wherein learners select a real-world workforce planning challenge in their own company, then develop a business case analysis and implementation plan to successfully address it. With HCI Africa faculty advisors assisting throughout the process, practicums are a powerful way for teams to quickly move the needle on your company's most pressing strategy, operating or leadership issues.
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Module/Key Topic
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Extract/Partial Listing of Content
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| Strategic Workforce Planning Background and Context |
Pace of change
Latest research
Workforce planning evolution
Operational versus strategic workforce planning |
| Workforce Planning in Action (case examples) |
Assessment of workforce planning readiness/maturity
Valero Energy Company |
| Business Strategy |
Strategy first
Competitive differentiation map
Examples of strategic statements
Strategic alignment
What to do if you do not know the strategy |
| Differentiated Segments |
Four stages of workforce differentiation
Segmenting roles
A spectrum of roles
Examples of critical roles
Competencies for critical roles
Pivotal roles |
| Internal Environmental Scan |
Succession planning
The vitality matrix of performance and potential
The paradox of promotion
The manager as talent leader |
| Integrated Talent Management |
Quantitative and qualitative information
Environmental scan quadrants
Internal supply: Profile and trend data
External supply
Internal demand
External demand
Risk assignment to environmental factors |
| Current State |
Marketing segmentation
Current state workforce supply groups
Workforce data
Examples of current state data |
| Futuring |
Possible futures
Futuring techniques
Limits of forecasting
The no change future state
Scenario planning
Examples of a scenario matrix |
| Gap Analysis |
Futuring techniques
Limits of forecasting
The no change future state
Scenario planning; examples of a scenario matrix
Steps in building scenarios
The targeted future state |
| Action Planning |
Solutions to close gaps
6 Bs for skill acquisition and development
Work design; Rewards and recognition
Development; Acquisition
Manage and Lead; Retention |
Contact Lyne Lombard on
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
or on 011 609 1971 for a quote for in-company educational needs.
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