Build and animate your Strategic Workforce Planning

SWP is a strategy ensuring employee skills align with key company challenges. It involves matching existing talents and deploying skills effectively, underpinned by strong technology and a practical approach.
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Objectives Strategic Workforce Planning and skills

‍From Traditional Skills Management to Strategic Workforce Planning to : a solution for HR emerging challenges

The Jobs & Skills Management has replaced the Strategic Workforce Planning Since 2017, what new prerogatives does this evolution imply for the HR function?

The Jobs & Skills Management adds 3 positive concepts in understanding trade planning for HR teams:

  • Prevention of obsolescence of skills, guarantee of employability.
  • Empowering employees to build their own career paths.
  • Transparency on the trades and skills priorities for business performance.
The 7 steps to enhance employability in the context of the Jobs & Skills Management
The 7 steps recommended to reinforce the employability of employees

We detail these different evolutions in our page"From the Strategic Workforce Planning to the Jobs & Skills Management".

Selecting the Optimal Path for Jobs & Skills Evolution

A simple and pragmatic tool to support your HR strategy cannot be decreed, it must be built with all stakeholders. Indeed, the objective of a Jobs & Skills Management approach is to be virtuous for the whole company. In this context, the preparation, the diagnosis and the negotiations are the first pivotal steps. Discover how to define the basis of your negotiations.

The main points of attention that we highlight are:

  • Ensure alignment of your job and career management solutionwith your HR culture and practices;
  • Converge annual interviews, development plans and talent reviews into a single HR management tool;
  • To offer an ergonomic and intuitive solution that mobilizes all HR stakeholders to reach a good agreement Jobs & Skills Management.

Improving talent management through workforce planning

Detecting and making HR data reliable requires the involvement of employees and managers.

What are the key activities to achieve stakeholder empowerment?

The 3 key activities are:

  • The mobilization of employees asstes calls for the consideration of each of the skills and the expression of the motivations;
  • The identification of skills offers visibility on the bridges between the different professions to increase your opportunities for internal mobility;
  • Continuous updating of your talent management platform becomes a reality through continuous enrichment of the skills of tomorrow.

The investment of the HR stakeholders is part of many challenges summarized in our page"the stakes of the Strategic Workforce Planning".

An illustration of a succesful & innovative Skills planning project with Natixis:


  • ‍Improvethe adequacy of skills and internal offers for the 2,500 French employees.

Solutions and results :

  • Detecting unrevealed skills through AI and employee engagement - 50,000 skills detected.
  • Creation of a common language to ensure consistency between skills and job offers - 85% take-up in 2 weeks.
  • Suggested the best career paths to increase internal mobility - 50% progression in 6 months.

Here's what Cristel Guillain, Head of Transformation & Talent at Natixis, has to say.

"Neobrain has enabled us to project our employees onto their career paths." Cristel Guilain - Head of HR & Transformation -Natixis?

Strengthen Skills adaptation

GPEC and skills management are closely linked as this framework ensures alignment between know-how and strategy. Operationally, this ambition is realized through the implementation of a software solution that consolidates your HR data to provide valuable insights. HR teams need guidance in implementing a sustainable skills management strategy.

What are the components of a successful Jobs & Skills Management solution?

  • Automate the creation of business repositories and skills in order to focus on the development of your talents;
  • Make the right HR decisions with a Strategic Workforce Planning tool that gives visibility on individual and collective skills gaps;
  • Establish a step-by-step approach in a methodology that combines the initiative of management on key skills and the pragmatism of managers and business experts.

Using AI to Predict and Navigate Career Changes

Artificial intelligence, made possible by the reliability of HR data, is one of the allies you need to successfully carry out your transformations. We give you access to an AI impact modeling tool for 100 professions:

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Here are the benefits of this technology for your Jobs & Skills Management :

  • Don't leave any skill to chance, detect and value each current skill to enrich your human capital;
  • Respond to business transformations with a head start: the risks of losing skills and their obsolescence are visible on a centralized dashboard.
  • Use emerging business trends and skills to suggest training, plan your resources and implement succession plans.

Our GPEC approach requires preparation, which we explain on our webpage"the 5 good practices of an efficient Jobs & Skills Management tool".

Illustration of the benefits of AI in an HRIS project with Sage :


  • ‍Disposing ofa snapshot of skills to support employees in the transformation of their jobs.


  • Integration of skills of target trades with trained artificial intelligence;
  • Identification of individual and group development needs;
  • Adapting the training policy is essential to successfully carry out the transformation of jobs.
Sage and Neobrain, the testimony of Marie-Claude Chazot
Marie-Claude Chazot's testimonial on the use of Neobrain for the Jobs & Skills Management of Sage
"Neobrain gave us the tool we were missing: a consistent platform to lay the foundation for our job and career management."

AI is part of several levers useful for building a sustainable and mobilizing Jobs & Skills Management , we develop them in the section"the tools of the gepp".

Neobrain's support skills adaptation through 3 steps:

  • To help you carry out a global HR diagnosis of your company's jobs, employment and skills ;
  • To offer you the anticipation tool that reconciles the company's performance and the employees' aspirations;
  • To bring you the collaborative solution of building the future of the 3 actors of the organization:
  1. Employees seize internal opportunities and develop skills that make sense in their professional orientation,
  2. Managers identify the best levers for supporting talent and allocate resources to strategic projects,
  3. The HR function involves all stakeholders in a strategic and measurable planning of the organization.

The Neobrain software suite provides you with the complete and intelligent foundation for the continuous transformation of your organization. Each of our modules can be implemented independently to take you one step further.

Build the Strategic Workforce Planning

Adjusting the evolution of your resources over the next 2-3 years in line with your HR strategy means :

  • Be aware of available resources and skills emerging needs before you start planning. The use of AI increases this HR agility;
  • Modeling scenarios from your HR data allows you to develop pragmatic resource planning with all stakeholders;
  • Plan and reduce the uncertainty of your skills, businesses and workforce in line with your strategic and financial objectives.

Today, it is a question of going further than what the Jobs & Skills Management tools offer and integrating the business dimension into the planning process. Discover how the SWP model works, the data that feeds it, the differences with Jobs & Skills Management, and concrete examples in our page dedicated to"Strategic workforce planning, definitions and use cases".


How to go from Strategic Workforce Planning to Jobs & Skills Management ?

GPEC acknowledges the accelerated transformation of jobs, particularly under the influence of digital and ecological changes. Therefore, it is crucial to strengthen the monitoring of emerging skills and enrich the range of opportunities for employee adaptation, such as professional development and internal mobility based on individual aspirations. This is why the integration of a unified software capable of leveraging all competency data becomes essential.

What are the ingredients to anchor Jobs & Skills Management in the company?

GPEC is inseparable from talent management policy as it encompasses key elements of fostering engagement. Prior to GPEC, the company should invest in a thoughtful process of understanding and integrating the impact of various transitions on its jobs. After GPEC, translating these elements into concrete opportunities and making them visible contributes to the successful orchestration of the process.

How to anticipate major changes in the business?

Maintaining constant monitoring of market trends and technological advancements can be done partially through industry experts, as well as through individual interviews with employees. Our experience highlights two success factors:

  1. Consolidate all this information in one place
  2. Supplement this information with external sources of data.

In this regard, Neobrain provides the level of risk of job obsolescence and emerging sector-specific skills to assist HR teams in guiding their policies.

How to involve managers in the Jobs & Skills Management process?

The company expects managers to play a role focused on the employability of their teams: GPEC is one of the pillars for ensuring that skills are aligned with the rapid changes managers observe in their daily work. We recommend involving them in defining the key competencies of the company and identifying within their teams those elements that could be good successors. Additionally, some clients encourage managers to actively participate in GPEC by rewarding talent management performance. This can include financial incentives or public recognition based on achieving the objectives outlined in the GPE

Do you still have questions?

Please feel free to contact us for more information 😃

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