Strategic Workforce Planning: Talent Shortage a Board-Level Matter

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<p><strong>San Francisco &mdash; Sept. 20</strong><br />Businesses projecting shortfalls from retirement and attrition increasingly are realizing workforce planning is a board-level concern. </p><p>It&rsquo;s critical to understand the differences between strategic and operational planning, according to Aruspex, a provider of strategic workforce planning software and consulting services.<br /><br />Aruspex maintains organizations looking three to five years into the future need strategic planning, as opposed to operational, or tactical, planning. </p><p>Its new CAPTure software addresses this board-level concern and is aimed at C-level executives, corporate strategists and HR executives who realize the need for a more strategic, business-driven view in workforce planning. <br />&ldquo;Strategic workforce planning ensures that people planning aligns with the organization&rsquo;s business strategy,&rdquo; said Tess Walton, Aruspex co-founder. &ldquo;Our workforce is not homogenous rather than attempting to mathematically predict a certain future and oversimplifying the real world, it creates agility and prepares the organization for any event.&rdquo;<br /><br />Aruspex views strategic planning as a holistic framework that guides a company to assess and analyze the impact of both internal and external trends on the workforce, exploring alternate futures and highlighting actions. </p><p>The goal is to define and create a preferred future workforce who can deliver an organization&#39;s strategy, looking three to five years into the future.<br /><br />Aruspex&rsquo;s CAPTure technology enables companies to analyze internal and external demographic trends, identify future scenarios and workforce gaps and guide human resources professionals to action. </p><p>On the other hand, operational workforce planning aligns with a business plan and generally forms a basis for operating decisions that address short-term needs and daily operations. </p><p>Driven by forecasting and internal data, such plans project 12 months into the future and revolve around hiring and training needs.<br /><br />&ldquo;A commonly seen example of operational planning is the quarterly staffing plan, usually aimed at calculating how many people you need to hire based on &lsquo;business as usual,&rsquo; or known events in the coming months,” said Stacy Chapman, Aruspex co-founder. “Operational workforce planning should only be done in the context of a strategic workforce plan, similar to how a strategic plan influences business plan priorities and risks.</p><p>&ldquo;A true strategic planning approach should include qualitative and quantitative aspects and incorporate data and events from the &lsquo;real world&rsquo; outside the organization. The key is to focus on the most valuable details, avoid information overload and have an action plan with deadlines.&rdquo;<br /><br />Aruspex&rsquo;s approach with its CAPTure program automatically allocates demographic trends, internal HR trends, business strategies or other factors which match a select scenario. </p><p>&ldquo;Action Planning&rdquo; is managed by recommending programs and solutions that offer the best match to the organization&rsquo;s needs. As circumstances change, users can evaluate new possibilities and fine-tune plans.</p>

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