Workforce planning – a HR issue or a job for the CEO?
Workforce planning is not a static event in history. It is an ongoing process that must constantly respond to the tweaking of strategic levers.
The CEO and HR manager must definitely be at the same table when designing workforce planning. HR must be in the loop with the overall strategic direction of the organisation.
The financial and economic outlook must be factored in to HR plans. The timing and nature of recruitment will depend on the forward looking financial landscape.
The CEO, in explaining the strategic direction is effectively giving HR the brief on the required skill set for the workforce.
HR must factor in the vision for the future with the realities of the present. All aspects of the existing workforce must be considered. Are there any imminent retirements or secondments likely?
As part of workforce planning, HR must also allow for unexpected attrition. What are the career aspirations of existing staff? Who is likely to seek employment elsewhere and who presents as leadership and development material?
Such workforce planning and analysis also feeds into succession planning. Future leadership candidates are extremely valuable. Once identified, they must be retained and groomed by HR and the senior executive team.
Structured job rotations with different work experience are an important aspect of succession planning. Developmental activities, mentoring, and further learning help ensure a breadth of experience and diversity of skill.
Job description and design becomes a strategic document. Detailing specific competencies gives HR and the workforce a clear picture of the skills, values, knowledge and attitude required to achieve organisational goals.
Well planned and designed roles enhance the recruitment process. Candidates with the right fit are immediately identifiable.
A high level strategic view of workforce planning allows for more meaningful performance appraisals. Training and development needs are identified and employees grow with well tuned feedback. Technological advancements have made web based learning and training more cost effective and widely accessible.
Strategic workforce planning is more critical than ever with the current skills shortage. HR must have the Chief Executive’s perspective for the long term management of this issue.
By recognising where the organisation’s skill bottle necks will occur, HR can proactively respond with attraction, retention and training initiatives. With their professional experience, HR specialists can build scenarios and undertake risk assessment for management.
Workforce planning and assessment will continue to grow in relevance over coming years. Talented employees are prized assets in the current economic climate. They must be guarded from predatory competitors who hold no compunction about the ethics of poaching.
HR’s role in this vital function cannot be performed in isolation. The process must be integrated across all departments and in perfect harmony with the strategic vision of the CEO. HR is the front line gatekeeper in what is increasingly becoming a long term war for talent.
