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"There is only wealth in men", wrote Jean Boudin. The human resources manager in a company is well aware of this. He or she has the heavy task of ensuring the well-being of employees and guaranteeing good results for the company. This, in a context where he expects internal or external mobility of employees. Fortunately, the Gestion Prévisionnelle des Emplois et skills, is a way for HRM to succeed in its mission. In this article we are going to present you 3 indispensable instruments of a Strategic Workforce Planning successful HRM.

The Strategic Workforce Planning what is it?

The Strategic Workforce Planning is an anticipatory and participative administration of a company's human resources. It is as useful to employers as it is to employees, since it promotes both the achievement of company objectives and the professional success of employees. The Strategic Workforce Planning takes into account the company's ambitions and the employees' aspirations. This makes it possible to anticipate human resources needs and to support the evolution of employees.

What are the 3 instruments of a Strategic Workforce Planning mastered?

The three essential tools are the annual assessment interview for its ability to diagnose the levels of skills and wishes for development, the reference system of skills in order to frame the nomenclature on which to base the future of the company and, finally, the training plan on an individual and collective level.

Let's detail these 3 levers:

The repository of skills

The company is evolving towardsan organization centered around skills. The notions of position and role with fixed responsibilities no longer reflect the reality experienced by the company's actors. It is therefore necessary to focus on the tasks and the internal skills that enable them to be carried out. The library of these qualifications that can be mobilized for each job makes visible, on a cartography, 5 essential data:

  1. Current skill levels.
  2. The benchmarks required for each trade.
  3. External and emerging assets to be disseminated within the organization.
  4. The skills of employees to develop these assets.
  5. Faculties at risk of desertion or "skills at risk".

To learn more about the structured library of skills we invite you to consult our page"All about the repositories of skills".

The annual appraisal interview (AEA)

Here, it is a question of having an annual interview with each employee of the company who has at least two years of seniority. The objective is to analyze the state of mind of the latter. The objective is to analyze the employee's state of mind in order to motivate him or her and give him or her a sense of purpose. This interview can be conducted either by the head of the company in person or a supervisor or simply by the human resources manager of the company. It is a convivial moment where the person in charge of the interview must listen to the employee in order to determine if he/she is fulfilled in his/her current position, to get acquainted with his/her professional project, to evaluate his/her need for training. The goal of this whole process is to give the employee a new impetus to give the best of himself.

Today, we recommend moving away from a static, one-time evaluation approach to a more regular follow-up:"Continuous feedback to complement the annual interview".

Training opportunities

Training is a result of the two previous tools. We have shown that Strategic Workforce Planning is a participative tool that allows the company to achieve performance over time. The Strategic Workforce Planning and its tools are designed to reveal the internal assets that can be mobilized. The gaps identified between the required levels and the levels reached are the source of the rise in skills and individualized training plans. We group together these different training opportunities in this visual:

The different training modalities within the Strategic Workforce Planning
The different training modalities within a process Strategic Workforce Planning

The HR development opportunities have changed significantly, here is a page that outlines all of these opportunities for advancement skills.

Conclude on the essential tools of the Strategic Workforce Planning

The Gestion prévisionnelle des emplois et skills is a necessity for any human resources manager who is concerned about achieving the objectives of his company and the happiness of the workers. It is implemented in a climate of trust between the managers and the employees.

Three proven tools now make it possible to install a Strategic Workforce Planning in any company: the job description, followed by the annual interview with each employee, which leads to training plans.

Discover also our article to know everything about the Management of skills.

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