Strategic Workforce Planning (by any name)

Back in 2007 I described leadership development in a speech as “ensuring we have the right people, in the right place, at the right time, and at the right cost, now and years into the future.”  When I coined the phrase, it felt like a winner– very easy to explain and understand.  I still use this description in conversation, and even in recent posts! :)

For a year or two I felt original, then found that several others must have been generating similar ideas and thoughts for years.  The U.S. Department of Interior came up with it in 2001 to describe Workforce Planning (WFP).  The County of Fairfax in Virginia presented “Strategic Workforce Planning” in 2003 – noting at the link that “planning begins with the organization’s strategic plan.”  In 2006 NOAA used the phrase in describing “workforce planning,” considered much more strategic than simply “succession planning.”  The effort was called “One NOAA,” an effort to “develop, value, and sustain a world-class workforce.”  In 2009 GFT used the phrase to describe “flexible resourcing.”

Today, Human Capital Institute, highly regarded in Human Resources circles, offers the SWP certification with this quote:  “Strategic Workforce Planning is the most sought after skill in talent management today….”
In introducing SWP, let me first assure you that this is not new ground in the world of business.  General managers test the winds to understand where a business should go in the coming years.  Marketers seek long-term contracts that include new channels and innovations to reach customers (Internet and social media, anyone?).  Professionals in finance structure capital and create hedges both to maximize value and to protect against risk – often planning a decade or more into the future.Human resources as a function is not new to SWP.  In fact, some of the world’s most successful companies are combining SWP and business continuity (a risk sub-function) into a single focus.  If you are in an organization where it seems new, it’s helpful to recognize that there is a large body of knowledge available both within human resources and across the business landscape.

As capability increases in HR organizations, it’s typical to see a progression across lines similar to these:

• No link between human resources and business need


• Recruiting awareness of hiring spikes and troughs


• Annual resource planning and talent planning


• Understanding and aligning to business strategy, providing:  multi-year resource planning; multi-level succession planning; development planning; and visibility and movement of talent across the organization

When you think about planning your workforce strategically, it's similar to planning your life strategically.  Begin with the end in mind.  Let your governing values lead your daily tasks.  Re-assess periodically (or on an ongoing basis, depending on the book/speech/guide/counselor/consultant you've recently experienced).

Want to be an SWP all-star?  Then think of the talent in your organization as an input into business outputs.   Here is a laundry list of questions to kick-start your thinking, ending with my familiar refrain:

• What is it, specifically, that our organization does?  Why do we exist, and will we exist in 5-10 years? (think mission, vision, and values)


• What are our competitors doing today, and what do we expect them to do in the future?


• What is the strategic direction of our organization, and what type of talent will it take for us to get there?  How much will that cost? (hint:  check with the finance and compensation teams)


• If we shed talent in one part of the organization, can that talent be absorbed elsewhere?


• Where are we located, and how much does each location cost?


• Do we need the best and brightest at every level in our organization?


• If something bad happens in one location, can we continue to do business? (wear your business continuity and risk hats)


• If something bad happens to our key talent, who can fill those shoes?


• Are our organization and processes defined in a way that makes us competitive in the future?


• How will we grow new talent internally and protect ourselves from the cost of external talent


• How do we keep the talent we have?  (or at least the talent we have that we want to keep)


• How do we protect and improve our brand as an employer of choice?


• How can we ensure we have the right people, in the right place, at the right time, and at the right cost - now and years into the future?

You can do this.  :)

Best,

Bryan