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Strategic Workforce Planning: Plan your organization’s work and workforce for the future
Defining Terms and Reviewing Traditional Approaches to Work and Workforce Planning
- What is output, and what is outcome?
- How is work planning defined?
- What is a traditional approach to work planning: process improvement?
- How is workforce planning defined?
- The role of job descriptions and competency models in workforce planning
- What are traditional approaches to staffing and workforce planning?
A New Approach to Work Planning
- Why is there need for a new approach to work and workforce planning?
- Ways to rethink work planning based on outcomes
- Implications of work based on outcomes: It means more than a focus on process improvement
A New Approach to Workforce Planning
- Ways to rethink workforce planning
- Alternative staffing: Definition and approaches
Strategic Workforce Planning
- What lean but agile work and workforce planning means
- A model to guide lean but agile work and workforce planning
- Implications of lean but agile work and workforce planning on talent management and succession planning
- Implications of lean but agile work and workforce planning on HR
Overview of the webinar
Few businesses engage in comprehensive workforce planning, which is described as the process of analyzing and matching the proper number and quality of people to have the desired impact on consumers and the market. Conventional workforce planning was founded on economic theory, which states that demand for goods and services leads to a need for people to meet production or service delivery requirements. When the supply of present workers is compared to the demand for production or services, hiring (where the headcount is insufficient to fulfill expected production or service levels) or downsizing occurs (when the headcount is too great for existing product or service demand).
Who should attend?
- CEOs
- COOs
- Chief People Officer
- Chief Human Resource Officer
- CFOs
- HR managers
- Operating managers
Why should you attend?
However, in recent years, firms have shifted away from traditional staffing techniques that presume all (or perhaps most) employees would work full-time. To satisfy demand, they have been experimenting with different staffing techniques such as retirees, part-time workers, teleworkers, project-based consultants, obligatory overtime, and many others. Complicating matters is the realization that not all employees are equally productive. According to study, certain people may be up to 20 times more productive than the average worker in the same job category. At the same time, there is a growing interest in work planning, which is described as the process of examining potential strategies to attain work results. One technique to job planning is process improvement, which studies workflow, although there are many others. Of course, how work is done influences the number and quality of personnel required.
Faculty - Mr.William J Rothwell
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell and Associates, Inc., a full-service consulting company that specializes in succession planning. He is also a Professor of Learning and Performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. In that capacity, he heads up a top-ranked graduate program in learning and performance. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles—including 64 books. Before arriving at Penn State in 1993, he had 20 years of work experience as a Training Director in government and in business. As a consultant he has worked with over 50 multinational corporations--including Motorola, General Motors, Ford, and many others. In 2004, he earned the Graduate Faculty Teaching Award at Pennsylvania State University, a single award given to the best graduate faculty member on the 23 campuses of the Penn State system. His train-the- trainer programs have won global awards.
Credits
HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Please make note of the activity ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org
ComplianceIQ is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for [1] PDCs for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit www.shrmcertification.org.