By Robert M. Emmerichs
Describes a user's consultant for individuals accomplishing crew making plans.
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Additional resources for An Operational Process for Workforce Planning
A variety of frameworks can be brought to bear to help an organization think through the link between strategic intent and the workforce characteristics needed to carry it out. We believe that participants’ focus on desired organizational outcomes can bring strategic intent explicitly into the workforce planning process. The focus on desired outcomes instills value in two important ways. First, it brings the customer’s perspective to the fore. Although this perspective is often included in the development of a strategic plan, it less often influences human capital decisions.
The number and magnitude of changes needed to close the gap depend on their effect on aggregate rates as manifested through individual policies and practices. Using the inventory projection model to project the estimated effect of rec- 44 An Operational Process for Workforce Planning ommended policies and practices gives participants the opportunity to make their intuition explicit. In effect, the assumptions about effects largely drive the selection of policies and practices, and participants should make their assumptions explicit and argue about them when evaluating which policy or practice is more desirable.
Assuredly, in relatively simple workforce planning activities planners can make these estimates without using a model. As an activity grows in complexity, however, such estimates generally will not be possible. As with data, a prudent approach is to start with a relatively simple model and add complexity as it is needed. ) as well. The organization changes policies and practices to influence the characteristics of the future 26 An Operational Process for Workforce Planning workforce. But exactly what effect will each change bring about, and what effect will the changes have in combination?
An Operational Process for Workforce Planning by Robert M. Emmerichs