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Full Description
Industrial-organizational psychologists increasingly advise organizations on talent planning, executive succession, workplace design, and better ways to ensure the future supply of talent: a suite of practice areas that comprise strategic workforce planning (SWP). This volume provides an overview of SWP, covering best practices across organization types, geographies, and methodologies, and addressing new directions in the field. Contributors share case examples and experience-based insights, spanning the evolution of SWP, best practices for analytics and consulting, maturity models, how SWP can be practiced in large companies inside and outside the United States, in high- and low-growth environments, and when to organize around planning for future tasks vs planning for future roles. As well as discussing changes in the workforce and workplace due to global disruptions like the COVID-19 pandemic and the impact of quickly evolving technologies, this book re-examines what SWP is and can be, how it is conducted, and what impact it can have on individual organizations and beyond.
Contents
Foreword
Introduction: Strategic Workforce Planning: Embracing Best Practices while Reimagining our Potential
Marc Sokol and Beverly Tarulli
Chapter 1: Strategic Workforce Planning: How Can Our Legacy Frame the Future?
Dan L. Ward
Chapter 2: A Practitioner's Guide to Maturing Strategic Workforce Planning in Your Organization
Tanya Moore
Chapter 3: Practitioners' Perspectives on Operationalizing Strategic Workforce Planning: Data, Analytics and Beyond
Sheri L. Feinzig
Chapter 4: Strategic Workforce Planning in the U.S. Federal Government
Laura Knowles and Samantha Adrignola
Chapter 5: The History of the Workforce at Saudi Aramco: Opportunities for I/O Psychology
Christian Hobson and Paul van Katwyk
Chapter 6: Agile Workforce Planning
Adam Gibson and Nicola Oldroyd
Chapter 7: Strategic Workforce Planning for Growth: Strategies and Technology for Multispeed Growth
James D. Eyring, Andrew P. Newmark, and Sunil Setlur
Chapter 8: Enabling Strategic Workforce Planning Through Skills, Artificial Intelligence, and Internal Talent Marketplace
Brian Heger
Chapter 9: Strategic Work-Task Planning
David Creelman, Alexis Fink, and David Ulrich
Chapter 10: The Job as Work Role and Profession: It's More Than Skills
Andrea Fischbach and Benjamin Schneider
Chapter 11: Beyond the Theory: Adaptive Workforce Planning Approaches that Are Business-Led
Adam McKinnon and Kanella Salapatas
Chapter 12: The X-Factor in Strategic Workforce Planning: For CEOs, Context Is King
David Reimer and Adam Bryant
Chapter 13: Scenario Planning: The Secret Sauce to Making Strategic Workforce Planning Agile
Edie Goldberg
Chapter 14: Moving Mountains: Stamina and Resistance in Just Workforce Planning
Juliet R. Aiken and Tori Glascock
Chapter 15: Zero Hour for Jobs: How One Company Helped Others Adapt Their SWP When Covid Roiled the Planet, and Learned to Adapt Itself
Michael Nicholas Bazigos
Chapter 16: Teaching Strategic Workforce Planning: Hit the Ground Running
Steve Weingarden, Nikita Arun, Juliet R. Aiken
Conclusion: A Call to Action for Rethinking Workforce Planning
Beverly Tarulli and Marc Sokol
