We define SWP as the sum of actions taken to acquire, retain, develop, motivate and deploy human capital in the service of an organisation’s mission.
Ours is an asset based, whole of workforce approach (including the contingent workforce) over the employment life cycle. It is much more than a suite of HR policies, and ad hoc HR initiatives such as talent management, succession planning and workforce planning (supply and demand, forecasting).
Furthermore, our emphasis is on the “here and now” (i.e., the legacy workforce) as much as forecasting – getting the workforce strategy and management foundation right.
What’s Different About Our SWP Approach?
- We put the “strategy” factor back into Strategic Workforce Planning in illuminating how the workforce contributes to strategic success.
- We challenge some traditional or conventional thinking with several of those models having reached or surpassed their “use by date”.
- We focus on value creation in so far as understanding the key drivers of value, which roles create value and how – understanding the line of site to value.
- We introduce a skills’ based workforce segmentation model – the key to treating the workforce assets as a portfolio that can be managed (see later).
- We emphasise the importance of understanding the true characteristics of roles and their differentiation including critical roles, “make” versus “buy” roles.
- We focus on aligning roles/talent with value creation and intelligent investment in people.
- We base our work on global thought leaders and latest research (e.g., Boudreau, Huselid, Guest, Lepak and Snell).
- We contend that many organisations are delusional about their SWP claims – and we have the research to prove it!
To download any of our free whitepapers, go to our whitepapers page.
Our Research: The Workforce Strategy Audit Survey (WSAS)
We have developed the Workforce Strategy Audit Survey (WSAS) which is a 64 item survey comprising nine key sections.
The WSAS measures the state of development of an organisation’s workforce strategy and people management practices.
We have benchmark data from over 100 organisations including 40 from the UK (mainly national and global firms) and 60 from Australia.
This research confirms that many organisations are only at a rudimentary stage of SWP and as such, are unlikely to be maximising the ROI on their people.