Workforce planning was one of the hottest areas within HR during the
1980s. Now it’s back on top of the hot HR issues list. Why is workforce
planning a burning HR issue again? There are four basic driving factors:
A shortage of talent.
No one wants to go through the next rapid growth cycle without having
the capability to recruit and retain the top talent they need (as
happened to many businesses in the late 90s).
Forecasting the downturn.
Few people forecasted the current downturn. No one wants to be surprised
again by that dramatic of a downturn.
Avoiding Layoffs.
When the downturn came, organizations found themselves overstaffed
with full-time employees and with no well thought-out plan to painlessly
cut excess staff.
Exploding out of the box.
Everyone knows an upturn is coming, and the best companies want to
anticipate it and be prepared to "explode out of the box"
when it does come.
Workforce planning lets organizations manage talent shortages and surpluses.
Understanding business cycles and tending to "talent pipelines"
and current talent inventories increases your ability to act, instead
of just react.
While the benefits seem obvious, workforce planning is a complex process.
The remainder of this article will introduce you to the concepts of
the process and help you answer the critical question: do you
need workforce planning?
Being prepared is better than being surprised
Workforce planning is a systematic, fully integrated organizational
process that involves proactively planning ahead to avoid talent surpluses
or shortages. It is based on the premise that a company can be staffed
more efficiently if it forecasts its talent needs as well as the actual
supply of talent that is or will be available.
If a company is more efficient, it can avoid the need for layoffs or
"panic hiring." By planning ahead, HR can provide managers
with the right number of people with the right skills, in the right
place, and at the right time. Workforce planning might be more accurately
called talent planning because it integrates the forecasting elements
of each of the HR functions that relate to talent—recruiting, retention,
redeployment, and leadership/employee development.
Key areas of workforce planning
Workforce planning activities can be categorized into three basic areas
of focus:
I. The Talent Forecast
Talent forecasting is a process for predicting upcoming changes in the
demand for and the supply of talent. Forecasts are generally broken down
into four areas:
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Estimated increases or decreases in company growth, output, and
revenue.
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Estimates of the corresponding change in talent needs that comes
from that growth. Estimates can include the number and type of employees
as well as where and when they will be needed.
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Projections of future vacancies.
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Estimates of the internal and external availability of the talent
needed to meet forecasts.
The predictions that result from the forecast have two basic purposes:
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To educate or provide a heads-up to managers and HR about what
they should expect on the talent front.
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To provide specific information on the supply of and demand for
talent across industries. In this way, specific action plans can
be developed in the next part of the talent-planning process (talent
action plans) to provide the company with an advantage over its
competitors. Action plans are generally developed in each of the
different forecasted areas, including recruitment, retention, redeployment,
contingent workforce, leadership development, and succession planning.
II. Talent Action Plans
Talent action plans outline the specific actions managers will have
to take to attract, retain, redeploy, and develop the talent a company
needs. The action plans designate responsibility and outline the specific
steps that should be taken in order to fill the talent pipeline and
maintain the talent inventory at the levels required for the firm’s
projected growth rate.
Each action plan has a set of goals, an individual who is responsible
for making sure the plan objectives are met, a budget, a timetable,
and a measurable result. Action plans can be broken down into three
general activities:
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Sourcing and recruiting an adequate supply of leaders and
key talent. Maintaining an external recruiting capability
to identify and court a supply of future leaders (and top talent
in key positions) ensures that the company’s growth and profitability
are not restricted by an inability to find and hire the right employees.
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Internal development and supply of qualified leaders and
key talent. Identifying and grooming internal talent, and
providing learning opportunities to increase the internal supply
of future leaders (and top talent in key positions) ensures that
the company’s growth and profitability are not restricted by a lack
of leadership talent.
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Forecasting the gap between talent needs and availability.
Providing talent, diversity, and leadership supply and needs forecasts
to management to be sure they are aware of, and are considering
solutions for, the gap between the company’s overall talent needs
and the identifiable supply of talent.
III. The Integration Plan
Action plans must be fully implemented if a company is going to meet
its forecasted talent needs. Unfortunately, most talent plans fail or
drop off when they come to the implementation phase. For action plans
to be effective, workforce planning and the process of being "future-focused"
must be fully integrated into every aspect of workforce management.
In addition to being seamlessly integrated into every aspect of HR,
workforce planning must become a way of thinking for managers as well.
The integration plan has many aspects, including communication, a business
case, and the identification of potential supporters and resisters.
Metrics and rewards are also used to encourage action and overcome resistance.
Major components of workforce planning
There is no standard format or formula for a workforce plan. Some workforce
plans contain many components, while others contain just a succession
plan for senior managers. There is no one-size-fits-all model. While
there are some basic components that all plans should include, there
are some supplementary components that can and will work better for
some companies than others. The following is a list of the most common
components of a workforce plan:
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Forecasting and assessment. Estimates, for example,
of the internal/external supply and demand; labor costs; company
growth rates; and company revenue.
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Succession planning. Designating, for example, the
progression plan for key positions.
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Leadership development. Designating high-potential
employees; coaching; mentoring; rotating people into different projects.
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Recruiting. Estimating needs for head count, positions,
location, timing, and more.
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Retention. Forecasting turnover rates; identifying
who is at risk and how to keep them.
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Redeployment. Deciding who is eligible for redeployment,
and from where to where.
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Contingent workforce. Designating the percentage
of employees who will be contingent, and in what positions.
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Potential retirements. Figuring out who is eligible,
when they are eligible, who will replace them, and what alternative
work arrangements are available that could prevent a retirement
problem.
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Performance management. Instituting "forced
ranking" or identifying who should be "managed out."
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Career path. Career counseling for employees to help
them move up.
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Backfills. Designating key-position backups.
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Internal placement. Developing job-posting systems
for internal employees to get a leg up on new openings.
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Environmental forecast. Forecasts of industry and
environmental trends, as well as a competitor assessment.
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Identifying job and competency needs. Doing a skills-and-interest
inventory.
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Metrics. Identifying metrics to determine the effectiveness
of workforce planning.
Do you need workforce planning?
The primary reason for doing workforce planning is economics. If done
well, workforce planning will increase productivity, cut labor costs,
and dramatically cut time-to-market because you’ll have the right number
of people with the right skills, in the right places, at the right time.
So, do you need workforce planning? A better question might
be can you compete without it? Workforce planning works because
it forces everyone to begin looking toward the future, while preventing
surprises. It requires managers to plan ahead and to consider all eventualities.
Effective workforce planning is an integrated talent-management system
that has been underused and under-appreciated.
The impact of good workforce planning
Good workforce planning has multiple impacts on a business. Some of
the most significant include:
- Eliminating surprises. Proactive talent planning limits the
stressful "trauma" that typically comes from changes in
the business cycle and gives you time to prepare so that production
or services don’t miss a beat.
- Smoothing out business cycles. By developing processes that
ramp up and down your talent inventory, you can:
- Ensure that the company can meet production goals by employing
the right number of people.
- Increase product development speed because the company has the
brightest people with the right skills to take products through
to their launch—on time.
- Ramp up rapidly on new projects.
- Identifying problems early. If you have a smoke-detector
system in place to notify managers before a talent fire gets out of
hand, it will be much easier to minimize the potential damage.
- Preventing problems. Having to fix problems is expensive
and painful. Workforce planning provides preventative solutions that:
- Lower turnover rates: Employees are continually groomed
for new opportunities.
- Lower labor cost: Rapidly reduce labor costs without the
need for large-scale layoffs of permanent employees.
- Reduced layoffs: Actively managing head count ensures that
the company won’t have a "surplus" of talent.
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Taking advantage of opportunities. When you’re constantly
fighting fires, you generally miss even seeing the opportunities,
and there is seldom enough energy left to respond to them. Efficient
workforce management will free up the organization to take advantage
of positive opportunities.
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