itself. If workforce planning is done after creation of strategy then it is difficult to align it and
HR ends up doing catching up with business with little time for planning. The strategies are
implemented by people.
The things that we consider are Vision, Mission, Business plan, key markets which will be
serviced, product lines which will be launched, status of current talent and availability of talent.
SWP is a cross-functional task. How do you deal with accountability issues?
First and foremost, any HR professional in the upper echelons needs to realise that simply by
the virtue of heading the HR function, the final accountability lies with him/her. The HR
function will have to co-own business responsibilities and all the functions involved need to
agree and accept that SWP is not just HR’s but every function’s responsibility.
HR has to partner with the line managers, involve them in the process right from beginning.
It involves sensitizing them about the importance of SWP (and for that matter any HR process) and how it will help them be successful. If the message of WIIFM (What Is In It For Me)
is successfully sent and received, then half the battle is won.
What does the top management expect from a workforce plan?
The expectation is very simple. The plan should deliver and on time !!!.
What are the key obstacles to SW planning?
Lack of understanding of business, ground realities, lack of planning, poor execution are the
key obstacles.
According to you, how can technology contribute to SWP?
Technology in my opinion acts like an enabler. Be it cloud based analytics, use of mobiles,
tablets, apps. It helps facilitate real time communication amongst HR and management and
employees, analytics in terms of work force planning, market analysis, analysis of manpower,
real time monitoring of the execution of the plan, deployment of manpower.
Any message to budding HR managers?
HR is going to be the future. Time for HR has come to take its rightful position on the board.
A caveat, however, is that this place has to be earned. This can only happen when HR broaden its purview from narrow functional silo and starts leading from the front.
To be successful, one has to understand the business and its levers. HR cannot be run from
the ivory towers. Spend as much time as possible with your customers, understand how the
business works and carpe diem.
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October 2014 |CONSILIUM