| 1:
Ask yourself these 3 questions:
- Which
roles are critical to the delivery of our strategy?
- Do
we have the capability and capacity to deliver
our strategy?
- What
should we spend our people budget on? Who are
our critical resources?
2:
Ask your executive the same questions.
If they answered the same as you - great! If not,
you need to understand why. Perhaps you need to
improve your understanding of the business and
its drivers.
3:
Embed Workforce Planning into the strategic planning
process.
If you are doing Workforce Planning as a standalone
activity, this might be the year to embed it into
the wider organisational strategic planning process.
4:
Get the balance between synergy and autonomy.
Not only do different organisations workforce
plan differently, so do different organisational
units. Evaluate your own framework and process
to ensure you have a process that is "tight"
enough to allow synergy, but also "loose"
enough to enable autonomy of business units.
5:
Clearly define roles and responsibilities.
Who is accountable for what parts of your workforce
planning and do they understand their role, and
the value of the process as a whole?
6:
Look at your people reports. Which ones provide
insight, and which provide only data?
While a lot of data can be interesting, very little
of it is normally useful. Data becomes information
when it is positioned in context, and is insightful
when it relates to your organisation - and when
the executive can easily understand and interpret
it to take action.
7:
Understand your talent sources.
Develop relationships with potential talent supply
sources - universities, scientific and professional
institutions, spciali interest networks, community
groups, clubs, alumni. Providing diversified and
complementary sources of talent reduces the burden
and risk on traditional sources.
8:
Build a team of resources with workforce planning
capability.
When you are workforce planning for essential
capabilities, make sure you don't forget the capability
of workforce planning! Every exectuvive manager
and HR professional should have some workforce
planning skill (albeit at different levels), and
your organisation is at risk if only one person
is highly skilled.
9:
Market
Workforce Planning as Talent Risk Mitigation.
If you are struggling to get traction with your
executive for workforce planning, try emphasising
the risk management aspect - workforce planning
is about reducing the risk associated with your
people.
10.
Automate where possible so that Workforce Planning
effort is spent on the outputs not the inputs.
Give us a call to see our tools and software!
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