Strategic Workforce Planning Research Articles

Expected HR competencies: what do companies want from HR managers?

In order to analyze educational needs for HR managers this paper examines current expectations concerning the HR effectiveness and the difference between global and regional trends: which notions about the HR effectiveness are common among the experts. The result of the group discussion indicates the most expected areas of HR competencies perceived by HR professionals in Ukraine: strategic contribution and business know¬ledge, effective communication, personal efficacy, people-oriented beha¬vior, mastering HR processes, strategic workforce planning, organizational culture, learning and personal development. At the same time there is no expectation among HR professionals about innovation, change, technology and social media.

The 21st-century public servant: working at three boundaries of public and private

In a project on the roles and skills of the 21st-century public servant, interviews with public service workers highlighted three boundaries of public and private: relating to ethics, careers and identities. Two contingent factors shape the capacity of staff to be able to reconcile the public and private aspects of their work: the degree of fiscal austerity and the scope for reflective practice. Strategic workforce planning needs to support staff to manage the different versions of public and private.

Strategic workforce planning – a vital business activity

Purpose – The purpose of this paper is to make the case for strategic workforce planning and to outline the key steps involved. Design/methodology/approach – The paper begins with a discussion of the cost of redundancies to the economy and argues that much of this could have been reduced with better planning. It goes on to describe the key steps in workforce planning. It looks at practical ways to assess demand and replacement needs and utilise productivity ratios to convert delivery units into human resource requirements. It concludes with a discussion on the supply of resource and examples of actions that can be taken proactively to close foreseen gaps. Originality/value – This paper is based on methodologies developed by the author and applied in practice.

Building a Sustainable Organization Using Strategic Workforce Planning

Building a Sustainable Organization Using Strategic Workforce Planning

A Nurse Manager Succession Planning Model With Associated Empirical Outcomes

Perceptions of leadership and management competency after a formal nurse manager succession planning program were evaluated. A lack of strategic workforce planning and development of a leadership pipeline contributes to a predicted nurse manager shortage. To meet the anticipated needs for future leadership, evidence-based action is critical. A quasi-experimental mixed-methods, 1-group pretest/posttest research design was used. Nurses working in an acute care hospital were recruited for the study and selected using an objective evaluative process. Participant perceptions regarding their leadership and management competencies significantly increased after the leadership program. Program evaluations confirmed that participants found the program beneficial. One year after program completion, 100% of the program participants have been retained at the organization and 73% had transitioned to leadership roles. Succession planning and leadership development serve as beneficial and strategic mechanisms for identifying and developing high-potential individuals for leadership positions, contributing toward the future nursing leadership pipeline.

Strategic Workforce Planning for a Multihospital, Integrated Delivery System

Banner Health has long recognized the need to anticipate, beyond the immediate operational realities or even the annual budgeting projection exercises, the necessary workforce needs of the future. Thus, in 2011, Banner implemented a workforce planning model that included structures, processes, and tools for predicting workforce needs, with particular focus on identified critical systemwide practice areas. The model represents the incorporation of labor management tools and processes with more strategic, broad-view, long-term assessment and planning mechanisms. The sequential tying of the workforce planning lifecycle with the organization's strategy and financial planning process supports alignment of goals, objectives, and resource allocation. Collaboration among strategy, finance, human resources, and operations has provided us with the ability to identify critical position groups based on 3-year strategic priorities. By engaging leaders from across the organization, focusing on activities at facility, regional, and system levels, and building in mechanisms for accountability, we are now engaged in continuous evaluations of our delivery models, the competencies and preparations necessary for the staff to effectively function within those delivery models, and developing and implementing action plans designed to ensure adequate numbers of the staff whose competencies will be suited to the work expected of them.

Will HEE and LETBs deliver the ‘Right Nurse’?

The restructuring of the NHS in England will see the loss of strategic health authorities, with their workforce education remit being transferred to a completely new structure comprising Health Education England (HEE) and Local Education and Training Boards (LETBs). HEE will provide national oversight of strategic workforce planning and allocate the education and training budget, and will also be responsible for national schemes like junior doctor training. The LETBs will be populated by representatives of health-care providers and professionals, and will be the interface with HEE. They will be charged with ensuring high-quality outcomes from educational investment and meeting the needs of health-care delivery, patients and the public. The universities, colleges, employers and other local education providers will remain responsible for educating the health-care workforce.

Policy to workforce plans – a guide to application

PurposeThe purpose of this paper is to illustrate how the NHS Workforce Review Team's induction to workforce planning course works with attendees on how to extract workforce implications from policy documents.Design/methodology/approachThe paper provides a structure for policy assessment, and describes some key lessons learned.FindingsThe paper contends that, although the documents can seem daunting at first, they may provide an important framework for strategic workforce planning. The danger of not doing this work is that the enabling workforce decisions, such as training and development, may not be made in time for suitable implementation of policy.Practical implicationsThe paper argues that, while it is not always easy to link policy to workforce, it is definitely worth the effort.Originality/valueThe paper highlights the fact that the ability to access policy documents and apply their content to future planning is an essential tool in developing robust plans.

Stay in Front of the Talent Curve

OVERVIEW:Although executives are faced daily with making critical decisions about the number and type of talent they need to run their businesses, they often lack the complete and accurate information required to make these decisions. This makes it difficult for them to manage their talent portfolio so as to have the right people in the right place at the right time to implement the business strategies—to ensure they stay in front of the talent curve. However, companies can stay ahead of the talent curve through the implementation of strategic workforce planning. One such approach that has been used by a variety of innovation-based companies is known as Human Capital Planning©. This four-stage approach helps companies forecast future talent through talent segmentation, talent supply and demand dynamics, and “buy/build” decision making.

Facilitating and limiting factors of training available to staff of specialist CAMHS

Specialist CAMHS provide skilled assessment and interventions for children, young people and their families who have mental health disorders. The training needs of the staff who work in specialist CAMHS are not always clear or prioritised, due to the complexities and differing contexts in which specialist CAMHS are provided. The aim of this paper was to establish stakeholders' experiences of service complexities and challenges that affect training within specialist CAMHS. The project employed interviews to gain wide‐ranging consultation with key stakeholder groups. The sample consisted of 45 participants recruited from policy departments, professional bodies, higher education providers, commissioners, service managers, and practitioners. The participants identified a number of themes that limit training, and put forward solutions on how these could be facilitated in the future. Emerging themes related to leadership and the role of service managers, strategic management of training, commissioning, levels of staff training, resources, impact of training on service users, and availability of training programmes. The findings emphasise the need for the strategic workforce planning of training to meet service delivery goals. Policy, commissioning, workforce training strategies, service needs, and delivery of training should be integrated and closely linked.

Strategic Workforce Planning: Preparing Tomorrow's Workforce – Panel Discussion

Strategic Workforce Planning: Preparing Tomorrow's Workforce – Panel Discussion

On Workforce Architecture, Employment Relationships and Lifecycles: Expanding the Purview of Workforce Planning & Management

Workforce planning remains an underutilized and appreciated process in the HR armamentarium, and yet the need for strategic workforce planning and execution of workforce plans has never been greater as organizations, be they public or private, operate in more turbulent environments and confront the twin challenges of competing for key skills and talents and of containing payroll costs. Here, the causes of workforce planning inertia are examined, as are examples of promising, if not yet widely adopted, best practices. Finally, the author introduces an integrated model he has been developing that forges stronger links between workforce planning and management of the employment framework itself. The model, which is still a work in progress, is applied to the particular challenge of managing the aging workforce.