Workforce Planning: Building the Right Talent for Today and Tomorrow

 

Since the inception of the HR discipline, one of its most critical responsibilities has been staffing the organization—identifying human capital needs and ensuring the availability of qualified individuals to meet those needs. Workforce planning strengthens this role by ensuring that an organization’s current and future requirements for knowledge, skills, abilities, and other characteristics—collectively referred to as competencies—are consistently met.

At its core, workforce planning enables organizations to move from reactive hiring to proactive, strategic talent management.

Competency Connection: Applying Business Acumen and Consultation

Effective workforce planning requires HR professionals to apply strong business acumen—the ability to understand organizational strategy, anticipate change, and prepare actionable workforce solutions.

Consider the case of an HR practitioner working in a steel fabrication plant. When she learns that the organization may introduce a new product, she recognizes that the current workforce is already operating at full capacity. Rather than waiting for a resource constraint to occur, she proactively assesses the experience, training, and leadership potential of existing employees and evaluates their readiness to support new product activities.

At the same time, she explores external solutions and identifies a local temporary staffing agency capable of providing skilled workers to either backfill existing roles or support the new initiative directly. She also calculates the costs associated with additional staffing, training, and development.

Applying the consultation competency, the HR practitioner presents a comprehensive workforce plan to the plant manager—aligned with the expansion strategy and supported by financial and operational data. This enables leadership to make informed business decisions with confidence.

Workforce Planning: Aligning People Strategy with Business Growth

From the very beginning of the HR profession, one of its core responsibilities has been staffing the organization—understanding human capital needs and ensuring the availability of qualified people to meet those needs. Workforce planning sits at the heart of this responsibility. It ensures that an organization has the right people, with the right skills and capabilities, at the right time to achieve both current and future business goals.

Through effective workforce planning, organizations can meet their evolving requirements for knowledge, skills, abilities, and other critical characteristics—collectively known as competencies. When done well, workforce planning becomes a strategic advantage rather than a reactive exercise.

The Competency Connection: Business Acumen in Action

In workforce management, HR professionals rely heavily on business acumen—the ability to understand organizational strategy, anticipate change, and translate business needs into people solutions.

Closing the Performance Gap: How Organizations Build Skills, Systems, and Culture

Performance Gap Analysis

Improving performance across an organization often means taking a close look at what people need to succeed—whether that’s better skills, the right technology, streamlined processes, or a culture that supports the work.

Gaps in Required Knowledge and Skills

A skill gap analysis compares what the organization needs now (or soon) with the skills described in current job roles. When gaps appear, they can often be addressed through targeted training, coaching, mentoring, or by simply updating outdated job descriptions.

For example, an OED initiative might reveal that the organization needs stronger supervisory and managerial talent. In that case, HR may identify high-potential employees and help them build the capabilities required—through hands-on experience, leadership training, or development in areas like communication and relationship management.

Key Activities and Tasks

1. Identify the talent the organization needs. What is essential to meet the overall objectives?

• Make sure job descriptions accurately reflect current and future work requirements. Create new descriptions for roles expected to emerge.

• Clarify performance standards and define how they’ll be measured.

Skills and Characteristics of a Truly Global HR Professional

 

Operating in a global environment requires more than just HR expertise—it demands a specific set of skills, a strategic mindset, and the ability to adapt across cultures, legal systems, and markets. Exhibit 26 outlines the essential competencies that define a globally effective HR leader.

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Key Global HR Skills

Skill Area	What It Involves
Strategic Thinking Across the Enterprise	Understand how the organization creates value as a whole. Contribute meaningfully to strategic discussions and shape a global HR vision that aligns with the company’s broader objectives.
Harnessing Globalization for Organizational Gain	Stay informed about international developments—both risks and opportunities. Continuously monitor global and local trends to anticipate shifts in workforce needs, technologies, or skills.
Building a Global Workplace Culture	Foster a work environment that supports cultural awareness, inclusive communication, and shared learning. Provide platforms for teams to collaborate across time zones and borders.
Strengthening the Global Talent Pipeline	Secure a steady flow of globally capable talent. Monitor talent trends—especially in emerging markets—and ensure your hiring, development, and succession planning align with global needs. Strengthen your employer brand to appeal across regions.
Leveraging HR Technology Across Borders	Use digital systems to streamline HR functions and align them with the organization’s IT framework. Customize tools to reflect differences in local data protection laws, tech infrastructure, and user behavior across cultures.
Measuring Impact with Purposeful Metrics	Establish a disciplined approach to measurement. Develop metrics that track progress toward strategic goals and demonstrate the value HR brings to the organization.
Managing Risk with Effective Policies	Implement systems to protect the company’s physical, intellectual, and intangible assets—such as its reputation and relationships. Monitor and audit for compliance issues, whether financial (e.g., corporate governance violations), ethical (e.g., environmental concerns), or HR-related (e.g., employment law

Common Communication Channels: Benefits and Limitations

 

Selecting the appropriate communication medium is essential for delivering messages effectively. Each method has its own strengths and limitations, which should be considered based on the context, purpose, and audience.

Channel	Advantages	Limitations
In-person or small group	· Enables immediate two-way interaction, both verbal and nonverbal · Ideal for handling complex, emotional, or sensitive topics (e.g., conflict resolution, negotiations)	· Time-consuming · Requires strong listening and interpersonal skills · Risk of miscommunication through body language
Phone call	· Allows for real-time dialogue and clarification · More personal than written communication	· No visual feedback cues · Requires focused listening · Competes with distractions
Voice mail	· Convenient for leaving brief messages or updates · Saves time compared to live calls	· No confirmation of receipt or understanding · One-way communication only
Video conferencing	· Reduces travel and cost · Facilitates remote participation and real-time collaboration · Useful for team meetings, training, and presentations	· Risk of technical problems (e.g., poor connection) · Lacks full in-person interaction cues · May lead to fatigue if overused
Email	· Efficient for sharing detailed information · Supports group communication · Provides a written record	· Tone can be misinterpreted · Limited immediate feedback · Easily overlooked or lost in clutter
Instant messaging / Chat	· Quick exchange of short, direct messages · Useful for urgent updates or brief conversations	· Limits depth of communication · Can be disruptive or misread as informal or invasive
Social media	· Reaches broad or targeted audiences quickly · Effective for campaigns, updates, or feedback collection (e.g., polls)	· May not reach internal or older audiences effectively · Needs careful vetting due to public visibility
Formal written reports	· Presents comprehensive information · Encourages thoughtful review and response · Acts as official documentation	· Time-intensive to prepare · Must meet internal standards or formats · Feedback may be delayed
Oral presentations	· Allows live feedback and interaction · Can use multimedia and visuals to enhance impact	· Requires speaker preparation and confidence · Supporting materials take time and effort to prepare
Town hall sessions	· Increases leadership transparency · Strengthens employee engagement and shared values · Encourages open communication across levels	· Requires careful logistical planning · Participation may be limited by group size or comfort level

Additional Communication Planning Considerations

How to identify the Stakeholders for a Professional Network

 

Identifying Key Stakeholders for a Professional Network

An effective HR professional’s network must include a variety of important stakeholders, both within and outside the organization. These stakeholders play a critical role in shaping HR activities and determining the success of its initiatives.

The stakeholder theory suggests that organizations exist within a dynamic ecosystem of groups that influence—and are influenced by—the organization’s actions. Each group shares in the value created by the organization, and organizational goals are often shaped by the priorities of these different entities.

Each stakeholder group evaluates value differently. By understanding this diversity in perspective, HR professionals can better measure what success looks like, communicate effectively across audiences, and manage expectations strategically.

This concept was first introduced in the 1980s by R. Edward Freeman as an alternative to the traditional shareholder-centric model. While the shareholder theory focuses on maximizing profits for business owners, the stakeholder perspective acknowledges that an organization creates various forms of value—social, environmental, and economic—across its different relationships.

The Stakeholder Model

Organization Stakeholders:

• Investors

• Government agencies

• Industry associations

• Local communities

• Political organizations

• Vendors and suppliers

• Customers

• Employees

Each stakeholder group places value on different elements, depending on its interests and role.

Stakeholders in HR

HR’s stakeholders are wide-ranging and diverse:

• External stakeholders include customers, investors, and donors. Customers evaluate value based on quality, convenience, and innovation. Investors may focus on financial performance or long-term sustainability. Donors—especially in the nonprofit sector—care about the efficient use of contributions. HR supports these outcomes by recruiting the right talent, building service capacity, and managing executive compensation appropriately.

The Importance of Networking and Establishing a Professional Network

 Why Networking Matters

Networking refers to the practice of cultivating relationships through the exchange of ideas, knowledge, and resources. Think of it as building a personal database of connections that could offer insight, support, or access when needed. Even if you don’t require help immediately, having a solid network allows you to reach out to the right individuals when challenges arise. They may provide expertise, alternative viewpoints, experience, influence, or connections to others who can help.

Your network can be made up of both internal and external contacts:

• Internal contacts are individuals within your own organization—such as colleagues in HR, finance, or operations—who collaborate with you or share aligned goals. These stakeholders can also be champions for your initiatives.

• External contacts include those outside your workplace—such as vendors, nonprofit partners, or peers in other companies and professional associations (like SHRM). These contacts can offer broader industry perspectives and resources.

Creating and Expanding a Professional Network

Building your network should begin early—ideally, as soon as you start your career or transition into a new role or organization. Relationships take time to form, so it’s best to build them before a need arises.

Professional networks may span both internal and external contacts, across different professions, departments, or industries. They may exist through in-person interactions or virtual platforms. Local chapter meetings and interdepartmental events are excellent opportunities to broaden your network. Even casual spaces like break rooms can lead to meaningful professional relationships. Digital networking platforms continue to evolve, offering various features for connection, collaboration, and knowledge-sharing.

A strong network delivers a variety of benefits:

• Peers in HR can keep you informed on trends and developments in the profession. For example, they might share recent articles, research, or tools relevant to your work.