- Jane Barrett – Vice President and Global Head of People Analytics & Digital Solutions, Ericsson
- Brian Chupp – Continuing Term Lecturer, Purdue University Krannert School of Management
- Andrew Courtois – Senior Workforce Strategy and Analytics Master
- Adam Gibson – Founder & Director, Agile Workforce Planning
- Jeffrey Green – Director, Talent Acquisition, J.D. Irving, Limited
- Bobby Guhathakurta – Manager, Resourcing & Talent Marketing Deloitte Canada
- Gemma Jones – HR Manager, Spinal Life Australia
- Pamela Kahn – Head of Workforce Strategy, Global Workforce Planning & Analytics, Ericsson
- Stephanie Keough – Budgeting, Vale Canada Ltd.
- Priyanka Khosla – People Insights and Strategic Workforce Planning Specialist, Sobeys
- Peter Louch – Founder and CEO, Vemo
- Maria Lovi – Global Talent Lead, Business for Social Responsibility
- Michael Manning – VP, Head of Talent Management Operations & Performance and Development, T. Rowe Price
- Andrew Mayo – Professor of Human Capital Management, Middlesex University
- Carlene McCubbin – Director, Organization and Leadership Advisory, Info-Tech Research Group
- Philip Mische – Executive Consultant, PRM Strategic Consulting
- Nina Nazarshoeva – Director of People Services, International Operations, Canadian Red Cross
- Martin Oest – Director and Partner, True Picture Europe Limited
- Laurie Richer – Vice President, Human Resources, EORLA
- Ed Schaffer – CFO, Hired
- Cristina Vieira – Superintendent, Workforce Planning & HR Systems, Vale Canada Ltd.
- Alyson Weeks – HR Content Consultant, CIPD
- Jackson White – Manager, Talent Management Devon Energy
- Tien Yancy – Workforce Management Research Analyst II, The California Public Employees' Retirement System
- Organizations struggle to implement workforce planning. While headcount planning is a process most organizations are comfortable with, workforce planning is a more complex undertaking that involves more stakeholders, more quantitative and qualitative data, and longer planning horizons.
- A lack of suitable data and internal expertise on designing and applying workforce planning means that many organizations apply it infrequently, improperly, or not at all.
- It is common practice to continually reassess customers, markets, and products in today’s VUCA environment, but there is often no parallel assessment of workforce composition. Leaders need to be planful and develop a strategy that positions their organization to take advantage of change rather than fall victim to it.
Impact and Result
- Start the workforce planning journey by designing the process and planning for the different stakeholders and analyses that will be involved.
- Implement a clear and straightforward workforce planning process aligned with organizational capabilities and maturity to make workforce planning achievable and attain the benefits of this strategic planning process.
This guided implementation is an eight call advisory process.
Guided Implementation #1 - Initiate workforce planning design
Call #1 - Define scope and review the current state.
Call #2 - Review the completed sections of the Workforce Planning Process Worksheet.
Guided Implementation #2 - Build the analysis toolkit
Call #1 - Plan to engage stakeholders.
Call #2 - Review the customized Workforce Planning Discussion Guide.
Guided Implementation #3 - Design the forecast framework
Call #1 - Review and determine the approval to critical roles.
Call #2 - Create the framework for supply and demand projections.
Guided Implementation #4 - Establish integration points
Call #1 - Decide how results will connect to related HR programs and processes.
Call #2 - Create a project plan and communicate to key stakeholders.
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- Title: Workforce Planning
- Number of Course Modules: 5
- Estimated Completion Time: 1.5 hours
Create a workforce planning process that is aligned with organizational needs and capabilities.
By the end of this course, learners will be able to:
- Identify the general benefits of workforce planning and the specific needs it can address within their organization.
- Describe the basic requirements that must be in place for strategic workforce planning to be successful.
- Facilitate a discussion that leads to identification of future talent demand in their organization
- Describe the different options available to fill talent gaps or surpluses and when they are most appropriate.
1 to 1.5 CPD hours per course.
McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.