Strategic Workforce Planning What tools should be used?

What tools should be used for Strategic Workforce Planning ? Dynamic evaluation of skills, planning: the essentials.
Which tools should be used for a successful Strategic Workforce Planning approach?
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The Gestion Prévisionnelle des Emplois et des skills is an essential tool for the prosperity of the company.

Consisting of multiple human resources management systems, it has become crucial in a constantly changing professional world. The Strategic Workforce Planning allows to evaluate and especially to anticipate the possible economic, sociological and organizational changes in order to optimize the planning of the company's strategy.

To help you, we answer the question"What tools should I use to carry out the Strategic Workforce Planning ?

The tools to choose are divided according to the life cycle of your approach: from the preliminary analysis to its orchestration and monitoring, including the crucial implementation phase.

The analysis tools prior to the Strategic Workforce Planning

Before embarking on the process, the project team must establish the situation, taking stock of the company's workforce from the point of view of their skills. Some essential information at this stage: the distribution of the workforce by age, qualification, gender, status and level of training.

What are the tools of the preliminary analysis of the Strategic Workforce Planning ?

The job description

The job description includes the main activities, responsibilities and interactions with the rest of the company's businesses. As we will see later, among the skills necessary for the successful completion of his or her mission, the employee undoubtedly has skills available for other jobs.

The organization chart

The organization chart provides a visualization of the workforce according to the different Business Units. You can also see, for example, the distribution of skills in the major business lines as well as the proximity between departments. Difficult to update, the organization chart can be fed from the "HR Core" of an HR solution.

The repository of skills

The library of skills, divided according to their categories, importance and expected levels for each benchmark job or profession in the organization. This repository is fed by exchanges between the business experts, the HR team and ideally involves the employees. The hybrid model of collecting all of the company's assets is the most suitable: it allows for the feedback of skills from the interested parties while benefiting from a framework initiated by the management.

The mapping of skills

The reference system is a guide that feeds a "mapping" whose protagonists are the employees and the managers. Indeed, the latter will continuously evaluate their skills in order to reveal the skills that can be mobilized and the skills that are in need of improvement. The HR teams will thus have the tools to analyze the main areas mastered and the know-how at risk in order to make rational decisions.

Here are our additional resources on these analysis tools:

The tools for implementing the Strategic Workforce Planning

Exchanges with partners take place between the diagnosis and the implementation of the process. This iterative procedure goes down to the accompaniment of each individual. The tools for implementing the Strategic Workforce Planning There are four tools for implementing the agreement, in parallel with the conclusion of the agreement Strategic Workforce Planning :

The method agreement

Even if it is optional, the aim of the method agreement is to align the terms and conditions of the negotiations: the frequency, the content of the subjects addressed, the terms and conditions for monitoring the commitments, etc. Its objective is to establish a framework so that each party concerned can benefit from the decisions and action plans resulting from the discussions.

The annual evaluation interview

During this meeting, managers and employees determine the strengths and areas for improvement with regard to the performance and acquisition objectives of skills. A good practice would be to have this information already agreed upon thanks to the continuous feedback between these 2 actors. The data of skills mastered and in development will enrich the cartography and will be at the origin of the individual and collective development plans.

The professional interview

The professional interview is mandatory and takes place every two years. Its purpose is to manage opportunities for internal career development. The manager and the employee prepare for the future, a delicate exercise that requires the manager to have a clear view of possible mobility and priority jobs within the company, in order to provide sound advice.

The Development Plan

The company's objective of employability for its employees is reflected in the development of its skills. The current empowerment of employees with regard to their professional career path contributes to the fact that they themselves propose training courses; the range of content and the richness of supports have never been so important, so the HR development manager has a lot of work to do in selecting the courses proposed.

For an in-depth understanding, here are our resources:

The tools for monitoring the Strategic Workforce Planning

All of the actions taken and optimized tools lead to an improvement in employability and the adaptation of the company to its market: let's follow these developments with the appropriate tools.

HR indicators

A reporting based on indicators will validate the relevance of the actions and their communication to the partners. Let's go back to the objectives of the approach Strategic Workforce Planning Is it a necessity linked to a transformation of a branch of the organization, to identify the emerging skills in order to improve training investments? We recommend several simple indicators to be defined according to the objective of your Strategic Workforce Planning :

  • Which indicators should be considered in the context of age management? Choose 2 indicators: the evolution of skills at risk, the number of employees in reskilling situation
  • What indicators should be chosen to evaluate the quality of the career offer? Highlight the evolution of the number of positions filled internally versus the number of external hires.

The governance of skills

The rapid evolution of the skills required by teams leads to the creation of a team in charge of updating the skills in the repository. The recommendations of this team, made up of business experts, a business sponsor, etc., are the guarantee of the good adequacy of the approach Strategic Workforce Planning.

Here are the articles that allow you to go further on these subjects:

The Strategic Workforce Planning has become Job and Career Management, we explain the evolutions : Jobs & Skills Management the new modalities.

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