596 words, 2.2 minutes read. By Gerard Blokdyk
Workforce Planning 1 big thing: Communicate with management and operations team to ensure compliance with organization standards.
The big picture: Perform ad hoc analyses (both simple and complex) to identify and make recommendations on efficiency improvements, adjustments to planning metrics, staff movement, and workload balancing.
Why it matters: Work with department and employees when new positions are needed and when reductions in workforce are necessary due to availability of external funding.
Between the lines: Ensure you also work with business and HR leadership on critical talent lifecycle issues that your (internal) client organizations need to address, such as workforce planning, talent acquisition, development, performance, and culture.
On the flip side: Verify that your group manage personnel data in human resources information systems and financial systems; ensuring data integrity in all systems and throughout employee life cycle.
Under the hood: Warrant that your design partners with People and Culture colleagues and Informatics business partners to optimize people practices in a way that strengthens diversity and/or a feeling of inclusion/belonging; these practices include check-ins, succession planning, professional development, workforce planning, recruitment, retention planning, etc.
Top Workforce Planning Must Haves
Workforce Planning Executives tell us every quarter about their must haves.
Here are their most urgent ones:
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Top thinkers are using The Art of Service Critical Capabilities Analysis, the guide that’s helping leaders stay ahead of what’s next.
This guide will help you plan your roadmap. The Critical Capabilities and Priorities Guide enables leaders to shortlist hundreds of appropriate results, already prioritized.
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What we’re hearing: “Be certain that your staff is providing transition planning and support by establishing effective on boarding and coaching for the new CEO to ensure success based on First 100 Day planning expertise.“, Workforce Planning Analyst Senior
Meanwhile: Warrant that your organization takes part in staffing governance routines which pull together all facets of staff demand and supply, focusing both on cost optimization as well as employee acquisition/engagement/retention; and which include participation from all business and support stakeholders.
Be smart: Assure your company partners with Learning team members to identify site and system based needs to address individual and broad leadership development gaps.
How it works: Make headway so that your company is ongoing responsibilities also include long term operations capacity planning, Workforce Management tool automation development, and staffing optimization strategies.
The backdrop: Create strategies, goals, programs and process maps for all Talent Management teams, including Performance Management, Succession Planning, Workforce Planning, Organizational Design, Engagement and Diversity, Equity and Inclusion.
What to watch: Own and drive the development of talent acquisition programs that are impactful, measurable, transformative, and support the long term goals and visions of your organization.
Go deeper: Serve as a consultant across service pillars, when needed, and proactively supports a collaborative and high performing ODD team through personal consulting style and behaviors.
State of play: Liaison so that your company collaborates with CX leadership to ensure alignment of initiatives and the successful delivery of the CX strategies, including all CX functions.
The bottom line: Conduct investigations, recommend and implement corrective actions, and counsel employees and managers, guided by organization policies, internal process, industry best practices, and relevant labor laws.
What’s next: Serve as process owner for your Performance Management process, measuring effectiveness and course correcting where there are deficiencies with either quality or compliance or both.
ICYMI: Coordinate and facilitate the Field and LP Succession Planning Process and ensure quality plans are in place to address any workforce planning gaps or opportunities.
A MESSAGE FROM THE ART OF SERVICE
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