The digital revolution continues to make its way into the HR field, with an increase in equipment from 18 to 39% between 2018 and 2022. The various technologies are both the origin and the means to drive business transformations.
Job and career planning (Strategic Workforce Planning) aims to adapt jobs skills and workforce, to the company's requirements. These requirements stem, on the one hand, from the company's strategy and, on the other, from changes in its economic, social, legal and technological environment. Therefore, Strategic Workforce Planning must accompany the transformation of the business and take into account the impact of digital technology... it is a question of survival for companies! How to anticipate the transformation of the Strategic Workforce Planning ?
Here is a three-step action plan:
Anticipate the transformation of professions with the rise in skills
The digital transformation is moving at rocket speed... Much faster than the arrival of candidates on the market who are well versed in the new professions that result from it. The solution? Upskilling and reskilling, or the art of boosting the professional development and evolution of employees. Each human being has 21 days to change his or her habits. This comes from the research on the notion of"Temporal Development Zone" for which we have built an article.
Indeed, to face the transformation of jobs, to manage to fill all the new jobs, including those more and more specialized in digital, represents a new challenge for the Strategic Workforce Planning. Recruiters are taking this challenge head-on, particularly with the use of reskilling, a technique that consists of choosing a candidate by putting his or her motivation and interpersonal skills ahead of his or her skills and know-how.
In order to compensate for the shortage in certain professions that are at the limit of skills, the company takes up a challenge that consists of counting on an "atypical" candidate (external or internal). What do we mean by this term? A candidate whose technical level is not - at first sight - in line with the position to be filled, but who is endowed with softskills that allow us to bet on his/her adaptability. The recruit is then trained free of charge before taking up the position, and the gamble may well pay off... provided that the time required to carry out the "winning reskilling" is allowed!
Promote the personalization of the accompaniment of the Strategic Workforce Planning
The one size fits all approach to HR is now a thing of the past. The technique of searching for candidates from a pool of standardized candidates is reaching its limits as jobs are changing! If we can't continue to create "candidate boxes" that fit perfectly with "job boxes", the Strategic Workforce Planning 4.0 is turning to iterations. One of its tools is adaptive learning, which allows all types of candidates to position themselves on a job, even if they don't "fit the mold. Gone are the stereotypical career paths of top schools and experience in the same field...
A more chaotic career or a self-taught person, for example, who has trained through moocs, can be very appealing in an interview and demonstrate exceptional cognitive qualities once in the job. These candidates, who are distinguished by their adaptability and their appetite for the "anti-routine", often take on unlikely challenges. Their passionate spirit is a real source of motivation when faced with new challenges, and their dynamism is a driving force for the entire team.
Measure the success of your Strategic Workforce Planning based on precise indicators
How to measure the success of the system Strategic Workforce Planning ?
Here are the 2 types of indicators to measure the success of your device Strategic Workforce Planning :
- Indicators Strategic Workforce Planning quantitative have the objectives set during the diagnosis been achieved: what is the number of HR processes that include the work of the Strategic Workforce Planning ? What is the frequency of updating of the jobs...?
- Indicators Strategic Workforce Planning Qualitative : What is the degree of ownership of stakeholders? What about managers? Training managers? The employees themselves?
We have developed a list of indicators for you:"The 5 important indicators of your reporting".
It should be noted that this Strategic Workforce Planning 4.0 is undeniably intelligent. Indeed, it takes up the challenge of combining traditional methods and tools (personalized skills assessments, individual interviews, job descriptions, etc.), while integrating the most innovative tools, such as HRIS, algorithms, and other dynamic repositories that can streamline work and automate tasks with less added value!