1. Strategic Workforce Planning Chris MacRae
May 2012

2. Problem: The business does not have a clear, consistent, rigorous approach to understanding and building the future mix of talent required to deliver its strategy.
Impact: This can cause costly, reactionary measures to be taken to close urgent, unforeseen, business-critical talent gaps.
In extreme cases, failure to proactively identify and address future talent gaps creates significant risk in our ability to deliver critical business priorities.
Solution: a forecasting and planning process that focuses and aligns talent management activities to ensure that an organisation has the right people, with the right capability, in the right place at the right time and at the right price to execute its business strategy 2

3. Identify Strategic Talent Needs Develop a Workforce Plan
Approach
Identify Strategic Talent Needs
Assess Supply Risks
Develop a Workforce Plan
Identify the most critical talent needs required to execute an organisation’s strategy.
Conduct an internal and external talent assessment to surface key risks to strategy execution.
Develop a Workforce Plan to close current and potential future talent gaps. 3

4. Identify Strategic Talent Needs
Identify the most critical talent needs required to execute an organization's strategy.
What are the most important organisation and talent areas of focus required to deliver our business strategy?
How should we prioritise our investment in organisation capabilities to deliver our strategy?
Which roles are most critical to delivering our strategy?
T1 - Strategic Discussion Guide
T2 - Identifying & Prioritising Capability Gaps
T3 - Assessing Role Impact
What are the critical requirements for a Key Role?
Key Role Success Profile
Role Purpose
Results & Accountabilities
Differential Functional / Technical Competencies
Differential Leadership and Interpersonal Behaviors
Ideal Experiences
T4 - Developing Role Success Profiles 4

5. R 1 - Current Workforce Assessment
Assess Supply Risks
R 3 – Scenario Planning
Adds future focus for areas identified in the Environmental Scan as potential high impact with uncertain outcomes
Increased Rigour
Demand
(What competencies/qualities are needed in the workforce?)
Supply
(How can we match talent to demand?)
External
ROW - Rest of World
What factors, events, trends are occurring or might occur in the world that may affect the Workforce?
Labour Market
What is the external supply of needed skills for critical roles / to achieve our strategy?
Internal
Organisation
How do the organization’s strategy and strategic initiatives impact internal demand for workforce capability?
Employees
What are workforce issues that impact the execution of strategy?
R 2 – Environmental Scan
Internal and external sources
Adds rigor to internal perspectives
R 1 - Current Workforce Assessment
Asks “To what extent can the current workforce deliver on strategic talent needs?”
Relatively “quick and dirty”
Uses internal sources (e.g., managers of individuals in key roles, etc.)
Can be conducted as a survey or interviews
Uses internal data 5

6. Develop a Workforce Plan
P1 - Strategic Workforce Plan
What are the gaps in talent we need to deliver the business strategy now / in the future? What can we do to close these gaps?
What can we do from a systems perspective to improve the performance of all individuals in this key role?
P2 - Factors that Impact Demand for Talent
P 3 - Considerations for Filling Current and Future Gaps in Talent (aka Build vs. Buy)
P 4 - Common Factors that Impact Workforce Performance 6