An Executive Perspective on Workforce Planning

An Executive Perspective on Workforce Planning

Robert M. Emmerichs
Cheryl Y. Marcum
Albert A. Robbert
Copyright Date: 2004
Edition: 1
Published by: RAND Corporation
Pages: 60
https://www.jstor.org/stable/10.7249/mr1684-2osd
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  • Book Info
    An Executive Perspective on Workforce Planning
    Book Description:

    Workforce planning is an activity intended to ensure that investment in human capital results in the timely capability to effectively carry out an organization's strategic intent. This report examines how corporate executives can provide guidance from the top of the organization to the business units that actually carry out the organization's activities so that the strategic is successfully realized.

    eISBN: 978-0-8330-4836-3
    Subjects: Technology, Management & Organizational Behavior, Transportation Studies

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. PREFACE
    (pp. iii-iv)
  3. Table of Contents
    (pp. v-vi)
  4. FIGURES
    (pp. vii-viii)
  5. TABLES
    (pp. ix-x)
  6. SUMMARY
    (pp. xi-xviii)
  7. ACKNOWLEDGMENTS
    (pp. xix-xx)
  8. ACRONYMS
    (pp. xxi-xxii)
  9. Chapter One INTRODUCTION
    (pp. 1-4)

    Workforce planning can be a critical strategic activity, enabling an organization to identify, develop, and sustain the workforce capabilities it needs to successfully accomplish its mission in a dynamically changing environment. This activity can lead to decisions that establish the fundamental composition of the workforce and the means to achieve that composition. Because these decisions can directly influence the organization’s ability to conduct day-to-day operations and—even more fundamentally—its ability to accomplish long-term goals, workforce planning can be an important executive responsibility for senior leaders.

    From an operational perspective, the effects of insufficient workforce planning often manifest themselves slowly....

  10. Chapter Two NEEDS AND PURPOSES
    (pp. 5-12)

    Workforce planning is an activity that supports leaders’ decisions about the workforce. It is, however, an expensive activity. Executed properly, workforce planning requires a substantial amount of senior leaders’ time, an extensive array of information, and sophisticated analytic capabilities (for example, econometric and inventory projection models). An organization should expend these resources only if the action will favorably affect the quality of workforce decisions and, ultimately, the outcomes that are important to the organization. In this chapter, we outline why we believe many organizations face workforce planning needs that justify these resource expenditures. We then outline the purposes of workforce...

  11. Chapter Three CONTEXT: ORGANIZATIONAL AND HUMAN CAPITAL STRATEGIC PLANNING
    (pp. 13-22)

    Organizational strategic planning provides the context for human capital strategic planning. Human capital strategic planning provides the context for workforce planning. Each form of planning is an executive responsibility. This chapter briefly describes these three contexts.

    Strategic planning in general—and human capital strategic planning in particular—is complicated by the size and scope of a large organization with diverse missions. At the least, such an organization exhibits corporate, functional, and business unit perspectives.¹ In addition, the focus and content of strategic planning differ among perspectives.² The interaction among the different perspectives on strategy in an organization has been investigated...

  12. Chapter Four EXECUTIVE ROLES IN WORKFORCE PLANNING
    (pp. 23-30)

    Three major executive responsibilities underpin workforce planning:

    formulating the organization’s strategic intent as the basis of workforce planning

    organizing for workforce planning (establishing the organizational roles and relationships, ensuring communications, etc.)

    eliciting the contribution of the appropriate participants to carry out workforce planning.¹

    How do these responsibilities play out?

    Because of the strategic nature of workforce planning and the reliance on data, individuals responsible for corporate planning, technology, information systems, and operations provide necessary input. However, four other groups play a critical role in actually conducting effective workforce planning: senior corporate executives, business unit executives and line managers, functional community...

  13. Chapter Five RECOMMENDATIONS
    (pp. 31-36)

    We summarize the major points of this report in the form of actions that leaders should take to ensure effective strategic workforce planning. We also offer some concluding observations regarding when leaders should actively participate in workforce planning.

    These recommendations apply to corporate executives, business unit executives and line managers, community managers, and human resource managers.

    As the sponsors and primary beneficiaries of strategic planning for the organization, leaders can tailor planning activities to meet their needs. If an organization is fundamentally changing how it wants to do business, workforce planning (and other human capital strategic planning processes) can become...

  14. REFERENCES
    (pp. 37-38)