By Robert M. Emmerichs
Describes a user's consultant for individuals engaging in group making plans.
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Extra resources for An Operational Process for Workforce Planning
These three features correspond to the critical considerations described in Chapter Three (executive and line judgments, data, and modeling); however, this chapter describes them in terms of how the organization can focus the contributions of the participants to address these considerations. Assessing Strategic Intent The heart of the business case for changes to policies and practices lies in the assessment of strategic intent. This is the step practitioners of workforce planning most often praise and then neglect.
A synoptic approach, in our context, would be characterized by a comprehensive understanding of all workload and other related factors that influence the desired distribution of workforce characteristics, enabling workforce planners to model the relationships between workloads and workforces. Lacking such comprehensive knowledge, planners can make strategic improvements in their workforces through successive, incremental departures from the status quo, basing the direction and magnitude of each incremental departure on whatever subjective or objective indicators are available to them.
In either case, it is important to make the assumptions underlying the projections explicit, to test the validity of the assumptions over time and to assess the robustness of the results. 5—Deriving the Expected Future Inventory Human Resource Management Policies and Practices to Eliminate or Alleviate Gaps 4. What changes to human resource management policies and practices, resource decisions, and other actions will eliminate or alleviate gaps (overages or shortages) between the future desired distribution and the projected future inventory?
An Operational Process for Workforce Planning by Robert M. Emmerichs