Workforce Planning 2012
Combine a stronger Labor Market with a large percentage of workers planning to seek new jobs in 2012, and you risk the potential for large gaps in your workforce and increased hiring activity.
In workforce planning, an organization conducts a systematic assessment of workforce content and composition issues and determines what actions must be taken to respond to future needs. The actions to be taken may depend on external factors (e.g. skill availability) as well as internal factors (e.g. age of the workforce). These factors may determine whether future skill needs will be met by recruiting, by training, or by outsourcing the work.
Workforce planning involves working through four issues:
In business/HR alignment and planning, processes and functions are found that might need to be outsourced to accommodate strategic positioning scenarios. As a result of the more detailed staffing assessment and a review of critical skills availability, additional outsourcing needs may surface.
A skill that is critical, in short supply, and needed only periodically is a prime target for outsourcing. If such needs can be handled through contingent staff, for example, by using retirees, the organization will, of course, be ahead. However, many high demand, low supply, leading edge skill needs may have to be met through outsourcing to specialized contractors.
Whatever the reason for outsourcing, a key HR issue is helping to select the outside sources that can supply the needed numbers of people and skills, and their track record with other organizations. Since there are financial and other considerations, selection of outside sources should be a team process. Contact THRD: http://www.thrd.com/staffingservices.html
In workforce planning, an organization conducts a systematic assessment of workforce content and composition issues and determines what actions must be taken to respond to future needs. The actions to be taken may depend on external factors (e.g. skill availability) as well as internal factors (e.g. age of the workforce). These factors may determine whether future skill needs will be met by recruiting, by training, or by outsourcing the work.
Workforce planning involves working through four issues:
- The composition and content of the workforce that will be required to strategically position the organization to deal with its possible futures and business objectives.
- The gaps that exist between the future "model" organization(s) and the existing organization, including any special skills required by possible futures.
- The recruiting and training plans for permanent and contingent staff that must be put in place to deal with those gaps.
- The determination of the outside sources that will be able to meet the skill needs for functions or processes that are to be outsourced.
In business/HR alignment and planning, processes and functions are found that might need to be outsourced to accommodate strategic positioning scenarios. As a result of the more detailed staffing assessment and a review of critical skills availability, additional outsourcing needs may surface.
A skill that is critical, in short supply, and needed only periodically is a prime target for outsourcing. If such needs can be handled through contingent staff, for example, by using retirees, the organization will, of course, be ahead. However, many high demand, low supply, leading edge skill needs may have to be met through outsourcing to specialized contractors.
Whatever the reason for outsourcing, a key HR issue is helping to select the outside sources that can supply the needed numbers of people and skills, and their track record with other organizations. Since there are financial and other considerations, selection of outside sources should be a team process. Contact THRD: http://www.thrd.com/staffingservices.html
posted by Dynamics Online Inc. at
4:33 PM
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