STRATEGIC WORKFORCE PLANNING IN
A large listed organisation faced a shortage of highly skilled roles that were critical to its ability to meet its business objectives. The company needed to predict the multi-year forecast of these roles and understand which interventions would help it deliver upon its long-term business strategy.
A complex analysis was undertaken of this workforce segment to examine the supply and demand of these skills within the organisation, and beyond to include the broader labour market. This provided the organisation with an ability to not only assess potential risks to its business plan, but also to enable proactive identification and implementation of strategies to overcome the exposure.
Internally, the analysis looked at factors impacting its own labour supply such as talent mobility, attrition and productivity drivers, versus the labour demanded under various strategic business scenarios. This was then evaluated against analysis of the external labour markets by looking at the talent pipeline of people the requisite skills, both in Australia and globally. The last piece in understanding the real “lay of the land” was to look at the labour demanded by competing organisations. This approach broadened the insights to include consideration of the need to satisfy labour demand whilst avoiding an unhealthy market dynamic characterised by strong upward wage pressure.
The results enabled a real understanding of the resourcing required to meet business objectives over multiple years and led to the development of a comprehensive strategic workforce plan.