Rethinking Workforce Planning in Times of Uncertainty - Webinar

The phrase “getting the right people, in the right place, with the right skills, at the right time, and at the right cost” is synonymous with the most common type of long-term forecasting: strategic workforce planning.

The methodology, in which HR and their business partners forecast - in time horizons ranging from 3-10 years - the demand for, and supply of, labor has been deployed extremely successfully in sectors ranging from oil & gas to government and healthcare.

Unquestionably, the global pandemic and humanitarian crisis we are experiencing are challenging our conventional wisdom about the world of work. 2021 will be marked by a new normal - virtual work becoming the rule, confounding gaps between high unemployment and a scarcity of qualified talent, decreased job-switching, and heightened awareness of bias and employment discrimination.

Why you should Attend

Strategic workforce planning is not going away. In fact, it has become more important than ever.

This year will be marked by a new normal - virtual work becoming the rule, confounding gaps between high unemployment and a scarcity of qualified talent, decreased job-switching, and heightened awareness of bias and employment discrimination.

HR leaders need to reconsider and refocus their workforce planning efforts and supplement these structural processes with niche opportunities that offer a fresh perspective on workforce demand and take advantage of micro-and macro-economic trends to bolster workforce supply.

Areas Covered in the Session

This webinar will review five ways in which HR leaders can rethink workforce planning in uncertain conditions:

• Delivering an Exceptional Experience to Customers.
• 80% of CEOs said that their organizations deliver an excellent customer experience; however, only 8% of customers say they actually received one. It’s an experience gap that targeted workforce planning can address.
• Building High-Performing Teams…and Their Deputies.
• How can organizations reduce the randomness of team formation and also provide opportunities to upskill the “back-ups”?
• Changing the Organizational DNA.
• The first step is to clearly articulate the current DNA - are you an organization known for resilience and structure, or one that encourages risk and just-in-time pivots? - and what characteristics will encompass the new DNA.
• Engaging Soft Skills and Passions.
• Rarely covered in workforce planning is that which focuses on nourishing soft skills - empathy, critical thinking, creativity, curiosity, flexibility, emotional intelligence, and decision-making. These are considered the foundation upon which to build technical skills which, in combination with soft skills, improve the likelihood of lifelong employability, not just current job security.
• Borrowing, Not Buying.
• In the short term, borrowing employees undoubtedly improves operational efficiency via the reallocation of resources to areas of highest need. Long-term, this provides a fascinating use case for firms engaged in the same value chain - in a consumer products chain, for example, sharing employees between the sources, producers, distributors, and retailers).