Editor's Note: Take a look at our featured best practice, Employee Engagement: Staff Suggestion System (211-slide PowerPoint presentation). Employee engagement is a cornerstone of workplace success, encapsulating the depth of involvement and enthusiasm exhibited by employees in their roles and within their organizations. Those fortunate enough to foster high levels of employee engagement often reap the rewards of increased [read more]
BU-driven Organizational Workforce Planning
Also, if you are interested in becoming an expert on Human Resource Management (HRM), take a look at Flevy's Human Resource Management (HRM) Frameworks offering here. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can you stay ahead of the curve. Full details here.
* * * *
HR leaders excel at Workforce Planning at the business unit level, but face obstacles when it comes to effectively integrating their insights. By understanding the complexities of how business unit input is incorporated into the creation and implementation of workforce plans, HR leaders can gain the ability to steer a unified and effective organization-wide Workforce Planning Strategy.
To enable an efficient deployment of employees across business units while addressing urgent talent demand and supply mismatches with agility, we should follow the holistic organizational-wide workforce plans which can be achieved by incorporating 6-phase BU-driven Workforce Planning, as captured in the PowerPoint slide.
HR leaders should identify the necessary steps and activities at the business unit level and utilize this information to inform organization-level plans that this presentation will discuss in detail.
To better understand how an organization-level workforce plan can be conducted with inputs from BU-level Workforce Planning, a closer look at the activities involved in each step of the process is necessary.
Activities involved in Workforce Planning can be broadly categorized as:
- Design, where activities focus on the strategic aspects of planning the organization’s workforce. It involves activities that help determine the structure, composition, and capabilities of the workforce.
- Execution, which involves the operational activities required to implement the workforce strategies and plans developed during the design phase. These activities focus on managing the workforce on a day-to-day basis.
- Prepare for Strategic Workforce Planning
- Understand the Business Strategy
- Diagnose Strategy Execution Risks
- Develop Risk Mitigation Plan
- Prepare Workforce Plan Execution
- Monitor & Manage Workforce Plan
The initial 4 steps focus on designing activities that involve stakeholders from both the business unit and organization levels. While the final 2 steps revolve around execution activities primarily conducted at the BU level, but with collaboration across the organization.
Let’s dive deeper into the first 2 phases of BU-driven Organizational Workforce Planning which includes gathering and analysis of data, conducting of assessments, and setting objectives to inform the development of workforce strategies and plans.
Prepare the Strategic Workforce Planning
Each BU’s workforce, future business demands, industry, and labor market data must be collected and analyzed. This phase requires strategic objectives to match organizational goals and priorities. Analyzing and developing goals prepares for long-term workforce strategies and plans.
Understand the Business Strategy
In phase two, HR must evaluate internal and external labor markets. HR must assess external and internal labor markets to understand talent supply and demand, coordinate workforce goals, and make recruitment, retention, and development decisions. Labor markets analysis can help to identify workforce strategy risks.
Interested in learning more about Workforce Planning? You can download an editable PowerPoint on BU-driven Organizational Workforce Planning here on the Flevy documents marketplace.
Do You Find Value in This Framework?
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.
For even more best practices available on Flevy, have a look at our top 100 lists:
Want to Achieve Excellence in Human Resource Management (HRM)?
Gain the knowledge and develop the expertise to become an expert in Human Resource Management (HRM). Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Click here for full details.
The purpose of Human Resources (HR) is to ensure our organization achieves success through our people. Without the right people in place—at all levels of the organization—we will never be able to execute our Strategy effectively.
This begs the question: Does your organization view HR as a support function or a strategic one? Research shows leading organizations leverage HR as a strategic function, one that both supports and drives the organization's Strategy. In fact, having strong HRM capabilities is a source of Competitive Advantage.
This has never been more true than right now in the Digital Age, as organizations must compete for specialized talent to drive forward their Digital Transformation Strategies. Beyond just hiring and selection, HR also plays the critical role in retaining talent—by keeping people engaged, motivated, and happy.
Readers of This Article Are Interested in These Resources
179-slide PowerPoint presentation
About Mark BridgesMark Bridges is a Senior Director of Strategy at Flevy. Flevy is your go-to resource for best practices in business management, covering management topics from Strategic Planning to Operational Excellence to Digital Transformation (view full list here). Learn how the Fortune 100 and global consulting firms do it. Improve the growth and efficiency of your organization by leveraging Flevy's library of best practice methodologies and templates. Prior to Flevy, Mark worked as an Associate at McKinsey & Co. and holds an MBA from the Booth School of Business at the University of Chicago. You can connect with Mark on LinkedIn here.
Aligning workforce planning with business objectives, BU-driven Organizational Workforce Planning BU-driven workforce planning, BU-driven talent management, business model, business model innovation, Business Strategy, Business Transformation, Business unit-driven planning, change, Change Management, Implementing BU-driven workforce strategies, innovation, leadership, operational excellence, organizational change, organizational culture, Organizational workforce planning, performance management, Strategic workforce planning, Workforce planning and resource allocation, Workforce planning and succession planning, Workforce planning best practices, Workforce planning in agile organizations, Workforce planning methodologies, Workforce planning models, Workforce planning strategies, Workforce planning tools and techniques
Top 10 Recommended Documents on Employee Management