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In an increasingly competitive environment, it is important for the organization to evolve faster than its market so that it can maintain its position. But these changes cannot be made without a clear and precise roadmap that defines the objectives to be reached in the medium and long term, the Strategic Workforce PlanningThis is called the "Gestion Prévisionnelle de l'Emploi et des skills". It is a tool that allows the management team, the various business managers and the HRD to carry out all the reforms that are undertaken while maintaining good communication and cohesion within the company. Would you like to implement it in your organization?

Here is a checklist to help you choose your solution Strategic Workforce Planning : Does the solution you are evaluating contain all of these modules?

The essential aspects of the approach Strategic Workforce Planning

The Strategic Workforce Planning is a tool issued by the HR function of the company, its main objective is the preventive management of employment. As a Human Resources Director, it allows you to anticipate the strategic planning of your resources, to evaluate the various existing skills and to define those that will be necessary in the future. It is a decision-making tool that also includes elements related to training, mobility and recruitment.

All the tools to compare the solutions that will be proposed to you by the software editors are available on our"Tools and Guides" page.

‍What arethe main components to evaluate when choosing your Strategic Workforce Planning solution?

The components to be evaluated are:

  • The repository and its mapping of skills
  • Interviews to evaluate skills
  • The professional interviews contained in the platform
  • Upgrading mechanisms skill, in support of the action plan

Component Strategic Workforce Planning #1: the repository of skills

The reference system of skills is a tool Strategic Workforce Planning which presents a complete description of managerial responsibilities, technical responsibilities of jobs in terms of skills of knowledge and know-how. This document represents a strategic link between the objectives set by the company's leaders and the skills employees. Managers can use it to analyze their team's capabilities and define any training needs. As for the employees, they use it to situate themselves in relation to their career and the different possibilities of evolution that are offered to them.

We will also outline a framework you can adopt to optimize your investments.

Component Strategic Workforce Planning #2: Evaluation interviews

When they are carried out with a view to the Strategic Workforce PlanningWhen carried out in the context of the career development process, appraisal interviews enable the employee's current level of skill to be assessed in order to compare it with the expectations of the position he or she holds. Generally, they are organized once a year and allow to reach objective conclusions on the possibilities of evolution of each position (or of the people who currently occupy them) and on the possible needs of training. They will also allow you to evaluate the company's remuneration policy and to be more objective when making decisions regarding requests for increases. You will have more elements to judge the merit of each employee.

We will also outline a framework you can adopt to optimize your investments.

Component Strategic Workforce Planning #3: professional interviews

The professional interviews allow you to discuss with each employee about his or her career path and the different perspectives related to his or her career. They are clearly different from appraisal interviews and should be conducted in a more relaxed atmosphere to allow the employee to open up. You will discuss with him/her several questions related to his/her internal mobility, the evolution of his/her position, possible promotion opportunities, etc. You could also suggest some training courses that will enable him/her to realize his/her projects. The objective is to ensure their well-being at work and to increase their pride in belonging to the company.

Professional interviews must take place every 2 years. They set a direction that the Strategic Workforce Planning reinforces. We dedicate a page to professional interviews.

Component Strategic Workforce Planning #4: the devices of ascent in skills

The training plan is established according to the different needs that have been previously detected. The Strategic Workforce Planning allows you to establish an exhaustive list of people and positions for which the company will have to invest in training to develop their skills or to facilitate their reconversion. We detail the objectives, skills developed and modalities of ascent in skills in our graph below (experience sharing, tutoring, micro-learning, webinars, etc...). For the managers, it will be a question of equipping them to improve and individualize the training practices according to the skills for which they are responsible.

the different ways of increasing skills, their objectives.
The different modalities for the rise in skills

See also our article: How to negotiate an agreement Strategic Workforce Planning ?