2. THROUGH TAKING A VIEW OF OUR FUTURE WORKFORCE REQUIREMENTS, MORE APPROACHES BECOME AVAILABLE TO US
Identify where current internal pipelines will not be sufficient, and therefore where development programmes, such as graduate programmes and apprenticeships, need to be expanded.
Develop new career paths for internal workers and influence the annual performance and career discussions by providing information to employees about future roles where a shortage has been identified.
Develop new external candidates pools by improving the value proposition and employer brand.
Move high performers in surplus areas to areas where a future shortage is expected, rather than making them redundant.
Work or organization is redesigned:
So that work can be done by workers with different qualifications and experiences.
To maximise the output of roles where a shortage of talent is expected.
Change the location of where the work is done in order to have access to the right talent.
Adjust the business strategy because talent required is not available at a price that makes sense.

3. COMPREHENSIVE INTEGRATED PEOPLE PLANNING MODEL01 02 03 04
DEMAND
SUPPLY AND GAPS
PEOPLE PRIORITIES
PEOPLE PLANS
INPUTS
Organizational Strategy
Internal Labour Market
Futureproof leadership
Priorities for:
Communication
Resourcing and Assessment
Learning and Development
Talent Pools and Succession
Rewards
Create an agile workforce
Technology Changes and Consumer Demands
External Labour Market and Rewards Practices
Sustain performance
Secure critical capabilities
Economic, Business and Regulatory Environment
Employee Research
and Value Proposition
Cultivate the EVP
Design compelling careers
OUTPUTS
Needs Assessment
Analysis of what is needed to execute the strategy re:
Strategic Capabilities
Culture
Leadership
Capacity
Skills and Competencies
Scenarios to understand implications of unknowns.
Risk Assessment Report
Analysis of what the organization currently has and opportunities, regarding:
Strategic Capabilities
Culture
Leadership
Capacity
Skills and Competencies
People Strategy
Prioritization, costing and resourcing of short-, mid- and long-term people strategies
Solutions & Ownership
Ensuring the right quality and quantity of critical and high performing talent to deliver the future business strategy

5. UNDERSTAND THE ORGANIZATION IMPERATIVES WHAT IS THE STRATEGIC INTENT?
Strategic Intent is what the organization wants to be (customers, growth, products/services, markets), and how
the organization’s leaders plan to carry out that business.
STEPS TO DETERMINE THE STRATEGIC INTENT
DESKTOP REVIEW
STAKEHOLDER INTERVIEW
FUTURE VALUE ANALYSIS
Purpose: to determine how the strategic intent will impact work, and as a consequence workforce requirements

6. UNDERSTAND THE ORGANIZATION IMPERATIVES WHAT ARE THE EXTERNAL DRIVERS OF CHANGE?
A PESTEL analysis is a useful framework to analyse and monitor the macro-environmental factors and risks that will or may have an impact on the organization and its workforce.

7. Capability Descriptor Difficulty of implementation
STRATEGIC CAPABILITIES
Organizations needs to select the few strategic capabilities that will generate the greatest value and prioritize ruthlessly. Focusing on too many capabilities at once can spread its resources too thin and accomplish nothing.
Capability Area
Capability Descriptor
Partner / Vendor Management
Strategically manage vendors, ensure best services, optimise and manage performance
Stakeholder Management (non-vendor)
Influence stakeholders to manage perceptions and opportunities, enabling ABC to better manage future
Client Engagement
Facilitate accurate and timely benefits and pension payments; Apply critical understanding of human behaviour in transition to retirement
Knowledge, IP & Insights
Retention of IP and knowledge in increasingly complex stakeholder / vendor environment; consolidation of information and insights across functional domains
Governance Framework
Establishing and monitoring direction, strategy and controls
Risk Management
Understand, manage, calibrate and monitor risks appropriately
Investment Management
Capability to manage the risk strategy and outcomes of fund investment
Resource Management
Effective management of people, operations and assets
Pricing Capabilities
Systematic and clear pricing capability based on evidence, rather than “gut-instinct”
high
Partner / Vendor Management
Knowledge, IP, Insights
Pricing Capabilities
Stakeholder Management
Difficulty of implementation
Client Engagement
Risk Mgmt
Investm. Mgmt
Resource Mgmt
Gov Framework
low
High
Relative importance to the company’s strategy

8. CAPACITY SELECTING THE CRITICAL ROLES

9. CAPACITY - DEMAND SCENARIOS WHY DO WE USE SCENARIOS IN INTEGRATED PEOPLE PLANNING?
Consider this conversation:
    
“HOW MANY ENGINEERS WILL WE NEED IN 5 YEARS TIME?”
“IT IS NOT POSSIBLE FOR ME TO PREDICT THIS. IT DEPENDS.”
HRBP, OPERATIONS DIVISION
    
VP, OPERATIONS DIVISION
    
For demand scenario development, we need to understand what it depends on.
   

10. CAPACITY - DEMAND SCENARIOS SCENARIO DEVELOPMENT
STEP 1: Identify factors that could impact the business in the future forecast period.
STEP 2: Understand and group the factors to consider the top 3 to 5 factors that will have the biggest impact on the workforce needed (numbers and skills).
STEP 3: For each major factor, define a set of outcomes.
STEP 4: Identify and record any assumptions that underpin all of the scenarios.
STEP 5: Validate results from workshop with key managers and ensure that factors are grouped together in a logical manner.

11. CAPACITY - DEMAND SCENARIOS SCENARIO DEVELOPMENT EXAMPLE – PROFESSIONAL SERVICES ORGANIZATION
SCENARIO 1: LOW CHANGE
SCENARIO 2: HIGH CHANGE
Revenue growth
1% annual revenue growth
6% annual revenue growth
Client type
90% corporate/ 10% individual
50% corporate/ 50% individuals
Products and solution mix
85% annuity revenue/ 15% project revenue
50% annuity revenue/ 50% project revenue
Automation and technology
No adoption of new technologies
Adoption of new technologies allowing for automation of administration tasks
Assumptions
No major regulatory changes will occur that will change the types of products and services that can be offered.
No major mergers and acquisitions will occur by the organization.

12. CAPACITY EXAMPLE OUTPUTS: DEMAND FORECASTING
WIDGETCO PEOPLE PLAN – DEMAND FORECASTING LIVERPOOL OPERATIONS

13. Skills and Competencies EXAMPLE OUTPUT
Competency
Future Importance
Desired Proficiency
Product Commercialisation 5
Influences and Communicates/Collaborates with Other Groups
People Management and Development
Client Focus
Operational Management
Sales Skills 4
Drives Results
Innovation/Creativity 3
Business and Financial Acumen
Technical Skills/Depth of Expertise Within Field
Inclusive Orientation
Learning Agility 2
Strategic Consulting -
Sets Strategy and Transforms into Results
Local Market Awareness and Presence
Knows the Competition

14. Strategic Capability Areas Opportunities and Challenges
Strategic Capabilities Template for self assessment
Strategic Capability Areas
Importance
Current Strengths
Required Strengths
Opportunities and Challenges
Partner / Vendor Management
Stakeholder Management (non-vendor)
Client Engagement
Knowledge, IP & Insights
Governance Framework
Risk Management
Investment Management
Resource Management
Pricing Capabilities
Strengths: Outstanding (far better than competition) = 5; Good (at least as good as competition)= 3; Not proficient = 1 14

16. CAPABILITY FORECASTING EXAMPLE OUTPUT
Competency
Future Importance
Current Proficiency
Desired Proficiency
GAP
Change Magnitude
Product Commercialisation 5 2 3 15
Influences and Communicates/Collaborates with Other Groups
People Management and Development
Client Focus
Operational Management 10
Sales Skills 4 8
Drives Results
Innovation/Creativity 1 6
Business and Financial Acumen
Technical Skills/Depth of Expertise Within Field
Inclusive Orientation
Learning Agility -1 -2
Strategic Consulting -
Sets Strategy and Transforms into Results
Local Market Awareness and Presence
Knows the Competition

17. THE NATURE OF THE GAP WILL INFORM POTENTIAL SOLUTIONS
Capability gaps:
Identify the options for building capability from within.
Identify the options to buy or borrow the capability. What is the most feasible and cost effective option?
Leadership and culture gaps:
Identify skills and capabilities gaps in the current leadership and consider how the gap can be closed (training, development, movement)
Identify skills and capabilities gaps in the leadership pipeline and consider how the gap can be closed (review succession criteria, strengthen buy strategy, development, movement)
Demand is more than internal or external supply:
Is it feasible to plug the gap through creative sourcing, or will alternative approaches need to be found?
Variable gap between scenarios:
Cover the base and understand the triggers for the higher-demand scenario and the organization’s ability to ramp up.
Variable gap over time:
Cover the minimum and look for ways to resolve the short-term need for more employees.
Surplus supply of employees:
Consider the possibility of redeploying employees to other roles.
If there is no solution?
Consider whether the business strategy needs to change.

18. PEOPLE PRIORITIES
Do we need to tap into a broader talent ecoystem to get quick and better access to particular skills and capabilities?
Are there contract/external agency/consulting expertise that could be utilized?
Where can we build in flexibility through a borrow strategy?
What type of leadership is required to deliver this strategy?
What development of the succession pool is needed to create the leaders of the future?
Is our culture driving the right behavior?
CREATE AN AGILE WORKFORCE
SUSTAIN PERFORMANCE
SECURE CRITICAL CAPABILITIES
CULTIVATE THE EVP
DESIGN COMPELLING CAREERS
FUTURE PROOF LEADERSHIP
Is the talent/timeframe available for developing needed capabilities?
How can changes in talent flows/ velocity impact future supply?
How can geographic and other mobility moves impact future supply?
Are there work processes that should be re-engineered to minimize critical gaps?
Could key roles be redesigned to better fit available talent?
How do we best motivate our employees to maximize productivity and key business outputs (customer satisfaction)
To what extent should we fill our needs through hiring on the external labour market? What is the availability of required talent in select markets?
Are there benefits of building rather than buying key talent?
Can gaps be addressed through retention strategies?
What is the mix of reward and non- reward benefits that will attract, motivate and retain talent segments?
How does this differ by different talent segments?