Robert M. Emmerichs's An Operational Process for Workforce Planning PDF
By Robert M. Emmerichs
Describes a user's consultant for members engaging in group making plans.
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Extra info for An Operational Process for Workforce Planning
CRITICAL CONSIDERATIONS Our blueprint highlights the critical role of three considerations often overlooked by organizations conducting workforce planning: executive and line judgments, data, and modeling. We discuss each in turn. Executive and Line Judgments Workforce planning is, at its best, a participative activity. Broad participation enhances the quality of the results of workforce planning and generates a coalition of support for implementing those results. It is particularly important (and an area in which many efforts fall short) that the activity capitalize on executive and line participation.
For example, executives understand and usually talk about strategic intent in a language nearly devoid of human capital implications; line managers appropriately are narrowly focused on their ability to meet near-term objectives; community managers and human resource managers often have only a cursory understanding of how they can help the organization succeed. Facilitated dialogue is a method for carrying on a conversation during which all participants learn, understand, appreciate, and build upon the others’ perspectives.
Some of the relationships the model simulates are simple and straightforward (for example, each year individuals who remain gain an additional year of service); others are complex, to better reflect reality (for example, loss rates may increase as time-to-promotion to the next grade lengthens). In addition, explicitly incorporating the estimated effects of recently implemented or planned human resource management policies and practices in the model provides a better estimate to inform human capital decisions.
An Operational Process for Workforce Planning by Robert M. Emmerichs