Strategic Recruiting 3: Workforce Planning

 Workforce planning can seem so complicated that it never gets done. Visionary systems suggest that a combination of scenario planning and deep skills assessment can lead to a decision-making framework. I favor the back of the envelope school of thinking. That is, some level of planning is far superior to none at all.

When you have a department (or company) focused on the accomplishment of a single, repetitive task (even if it varies in the way that customer support tends to) there are sound, repeatable tools for workforce sizing that can and should be broadly applied. The techniques are so easy and powerful that precision can be measured in fractional percentage points of accuracy. A spreadsheet, attrition rates, forecast growth curves and a few variables will turn out excellent products in these cases. The Society of Workforce Planning Professionals (www.swpp.org) is a good source of tools.

In more sophisticated settings, organizational dynamics and political issues complicate the problem. Ultimately, good workforce planning is an iterative (and ongoing) process. Bottoms-up estimating will always be modified by top-down concerns. Workforce Planning is, after all, a planning conversation. Learning to engage the organization in the give and take of planning is at the heart of successful implementation.

 John Sumser. - .Permalink. - .Today's Bugler . - .Send To a Friend

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