By Robert M. Emmerichs
Describes a user's consultant for individuals engaging in team making plans.
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Extra resources for An Operational Process for Workforce Planning
Such information is relevant to workforce planning when addressing the first thematic question. 4—Deriving the Current Inventory tain data on each employee’s competencies or skills, characteristics that may become critical in the future for particular organizations. Question 2 highlights the data needed to make informed human capital decisions and, if the data are not currently available, can stimulate efforts to gather it. A Structural View: Themes and a Blueprint for Workforce Planning 17 The Projected Future Inventory 3.
The inventory projection model affords a forum for this discussion. We have shown the importance of executive and line participation, data, and modeling—both in answering the four thematic questions and in focusing the contributions of the participants in workforce planning. In the next chapter, we present recommendations for enhancing those key success factors. Chapter Five KEY SUCCESS FACTORS IN WORKFORCE PLANNING As described in Chapter Three, three key factors lead to successful workforce planning: active executive and line participation, accurate and relevant data, and sophisticated workload and inventory projection models.
For example, few organizations main______________ 6 An organization normally identifies potential changes in the environment (for example, advances in technology, a shifting political-military situation, or industrial restructuring) in its overall strategic planning process and reflects the effect in corporate and functional guidance and business unit strategic intent. Such changes could influence the future desired distribution of critical workforce characteristics. Such information is relevant to workforce planning when addressing the first thematic question.
An Operational Process for Workforce Planning by Robert M. Emmerichs