Brief theory of talent planning
“The process of workforce planning is to establish an organization`s people requirements so that plans can be made to satisfy them” (Michael Armstrong and Stephen Taylor, 2020, P. 289).
A strong talent planning means analyzing the positions needed, number of position needed, job description and skills, taken into consideration the base that we started from – results of the analyze deployed on the labour market, employment laws, working-rate ratio trend, etc.,?all aligned with business strategy. According to a CIPD Factsheet, there are two ways of planning: “hard” workforce planning – using numbers as metrics and “soft” workforce planning – using a strategy. (CIPD Factsheet, 2020). Same factsheet reveals the essential steps of an efficient workforce planning:
So, we can conclude that an efficient workforce planning requires a deep knowledge about your organization structure and needs, about managers expectations and needs, about industry and market and its trends, skills needed, about business strategy and predictability. In order to deploy a workforce planning, it is essential to analyze the current needs and future strategy and to use the right tools for a clear image: organizational benchmarking, workforce strategy maps, scenario planning, role fit, etc.).
HR can start the planning by gathering internal information: discussions with senior management and line-managers (about planning, expectation, skills, needs, etc.) and exploit the data collected (turnover rate, expenses, patterns, trends within the company). All these intern data can be mixed with external data tools, such as: labour market data (workforce on the market, labour laws, demographic trends, etc.). Scenario planning shows us different predictabilities and its results. This tool helps us to predict better a few directions where the planning could turn and its implication (so it forewarns us) (Pwc, 2020, P. 92). For example, I use this scenario planning to predict salary increases based on career path. This way, I can predict what salary increases could pass my budget and how to divided to remain within budget.
Organisational benchmarking is always a good idea as any kind of benchmarking offer another perspective and a wider view of the market. In my experience, I use it as it shows me how others do it, in terms of organizing, processes and procedures, strategy.
In case of downsizing, the workforce planning should be considered based on this change, as well as the business strategy. Before starting this process it is vital to start by communicating it as clear and transparent as it can, first to the managers (and make sure they are on board and emphasize with the change) and after with employees. It is very important to communicate with them all changes and make the transition as transparent as it can be.
The talent planning should start by having in mind this business strategy and objective, with a carefully analyze over the internal resources. Because downsizing comes with tightening the budget, the human value should be respected and used at its maximum potential. Here we can apply a few instruments:
-??????A succession plan
-??????A flexible job in terms of responsibilities
-??????Career path
So, for the employees remaining in the organization, we should highlight a strong planning, with objective of offering them stability, insurance and comfort during this change in the organisation. The succession plan is a process designed to develop potential talents into managers, within company. According to CIPD, the succession cycle includes the following steps: identifying business needs and strategy, identifying essential positions, analyze the potential problems, gaps, contour capabilities, select potential candidates, provide training, analyze the progress done by candidates. (Pwc, 2020, P. 100). I would choose this process in times of downsizing and not only because it is important to keep employees motivated, with a view over their career possibilities, to make them feel important and valuable. These reasons would keep them remaining in the organization, in times of “business as usual" or increasing and in tough times.
A career path plan would be useful because it offers a clear view of employees` career and offers stability. A career plan is defined by CIPD as “planning and shaping the progression or movement of individuals within an organisation by aligning employee preferences, talent and potential with organisational resourcing needs both now and in the future” (Pwc, 2020, P. 115). The career plan should be clear, transparent and fair, and include: a clear plan of career development and its criteria. This kind of planning is important as it develops and invests in your employees, HR is involved as it can be integrated with performance review process – gives a wide overview over the progress, offers a future perspective over the career, but also HR talent planning, internal branding (Pwc, 2020, P. 120).
For recruitment planning, both tools would help by encouraging recruitment and joining the company (specially, because in Romania not a lot of companies offer such programs), even in process of downsizing. Also, these are key tools into keeping under control the turnover rate, keeping valuable people and minimize resignation, for both in times of downsize and “business as usual”. Another good useful tool is developing people for more positions, so their responsibilities can be flexible. This would help minimize costs and enrich people with more skills.
As per recruitment methods, the most used, in my experience, are internal: promotions, referral program, contractors becoming permanent employees and external: headhunting, job platforms, social media.
The selection method could be categorized as being based on a fit in the organization or a fit in the job. (Pwc, 2020, P. 54). In my experience, the selection method should concentrate a balance between these two. I would recommend a shortage of the interview steps, for a more effective process.
???????????“Gap analysis is a tool to work out the size, and sometimes the shape, of the strategic tasks to be undertaken in order to move from its current state to a desired, future state.” (Pwc, 2020, P. 91). In another words, gap analysis is a useful tool to go in depth of your resources and future needs and strategic plan. Some measures, in order to minimize the gaps, could be: investing in people by developing their skills for different tasks, selection methods would be focus on online and on business strategy, recruitment process would be focused on internal resources and a shorter process.
???????????As stated before, the base of a workforce planning is analyzing and deploying good job descriptions. Releasing efficient job descriptions presume a teamwork for both HR and line-managers. A job description is the business card of a position that includes information about requirements and skills needed, responsibilities and offer. HR`s role is to match technical requirements and background experience with personality, soft skills, experience. Also, HR comes with recommendations regarding requirements (sometimes managers come with high expectations regarding seniority), assessment (in terms of length, level, etc.), recruitment process, etc.???????????
In conclusion, talent planning process is an essential process for any business strategy, in normal business times or in times of downsizing. An efficient workforce planning requires a very deep knowledge about your organization structure and needs, about managers expectations and requirements, about industry and market and its trends, skills needed and gaps, about business strategy and predictability. To do that, there are a lot of tools that could be useful, such as: organizational benchmarking, workforce strategy map, scenario planning.
Good luck!
Aida
Business Growth Advisor to C-Suite | Sales and Marketing Management | Growth Hacker
2 年Loved this article! Thanks for sharing!