A few weeks ago, I began to track job cuts and layoffs announced by several organizations since the start of 2023. And last week, I shared a Fortune article that points out how many organizations announcing layoffs offer a similar reason for these cuts: “In the wake of the pandemic, we experienced growth in demand and increased our workforce to fulfill that …
Contingent workers—freelance, contract, gig, and temporary—are a vital and growing workforce segment. These workers help organizations enable the “borrow” component of their strategic workforce planning (SWP) and offer several benefits, such as flexibility and fast access to talent and resources as work demand changes. Despite these benefits, SWP processes often focus primarily on internal workers …
As several organizations conduct layoffs and job cuts, it reinforces the importance of strategic workforce planning and one tool it relies on: scenario planning (SP). SP is a practice that helps organizations envision, describe, and plan for possible but uncertain and alternative futures they may face. These scenarios are informed by factors such as economic growth, …
Many HR teams are working to shift their organizations to skills-based talent practices—where practices (e.g., workforce planning, hiring, etc.) are based primarily on skills rather than just jobs. However, research by Deloitte shows that fewer than one in five organizations have successfully adopted skills-based talent practices to a significant extent. To make meaningful progress in …
As work becomes increasingly fluid and less predictable, many HR and talent practitioners continue to find practical ways to help their firms organize and plan “work” beyond the limitations of “jobs.” Several thought leaders have provided ideas and guidance on how to make this shift. In his article, From Workforce to Work-task Planning, Dave Ulrich discusses the practice …
An organization’s ability to identify and plan for its critical roles—sometimes called pivotal roles — is an essential component of workforce planning and talent management. And while there has been a much-needed shift in expanding our view of “work” beyond the limitations of roles (e.g., skills and tasks), critical roles can still play an essential …
Strategic workforce planning (SWP) continues to be elusive for many organizations. According to a Boston Consulting Group (BCG) study of 32 HR and talent practices, SWP is among the top three practices with the most significant gaps between the importance organizations place on the capability and their ability to deliver it effectively. And while there are various …
The number of independent workers—those doing gig, contract, or freelance work—continues to grow. According to a new McKinsey article on independent workers, “36 percent of employed respondents—equivalent to 58 million Americans when extrapolated from the representative sample—identify as independent workers—a notable increase from the same survey’s estimate of 27 percent in 2016.” As the share of workers that prefer …
Many leaders recognize the critical role of strategic workforce planning (SWP) in executing organizational strategy. Yet, SWP practitioners continue to face challenges in implementing SWP in their firms. I covered a few of these challenges in my 2019 People + Strategy article on SWP, such as making SWP too complex to be practically executed. As SWP …
Strategic workforce planning (SWP) is a priority for many organizations, yet SWP practitioners often struggle to implement SWP in their firms. According to a Boston Consulting Group (BCG) study of 32 HR practices, SWP is among the top three practices with the most significant gaps between the importance organizations place on the capability and their ability to …
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