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Implementing Strategic Workforce Planning - Research Report
The Conference Board, June 2009, Pages: 63
This report highlights the implementation process for Strategic Workforce Planning, from simply connecting business strategy and HR strategy to becoming an input to business strategy that informs executive decision making.
Focus of the report:
The analyst focused on common challenges companies face when initiating strategic workforce planning (SWP). Some member companies were just getting started in SWP, while others had completed pilot projects or conducted an initial cycle company-wide. A few had established SWP as a recurring process that systematically integrated strategic business planning and HR strategy. Based on the working group’s most pressing concerns, the research addresses three questions:
1 How do we make a compelling business case for SWP?
2 How can we implement SWP in a way that engages, rather than turns off, business leaders?
3 How should we integrate SWP with business planning, succession planning, and other elements of the talent management strategy?
To answer these questions, The analyst conducted preliminary interviews with 10 employers that successfully implemented SWP and selected four to become full-length case studies: Canada Post, IBM, Starbucks, and the Australia mining industry. As the case studies demonstrate, SWP’s basic elements remain constant across a variety of countries and industries: forecast demand, forecast supply, assess the gaps or gluts, and create a plan to address them.
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