By Robert M. Emmerichs
Describes a user's advisor for contributors undertaking group making plans.
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Extra resources for An Operational Process for Workforce Planning
Senge when discussing team learning (1990, Chapter 12, p. 233 ff) and more generally by Ellinor and Gerard (1998). 7Facilitated dialogue also has potential benefits beyond workforce planning. Although the diversity of viewpoints the executives, line managers, community managers, and staff principals bring to the table enriches the product of workforce planning, it raises many issues workforce planning cannot resolve, thereby developing a greater appreciation of the value of other aspects of human capital strategic planning (cultural, organizational, and behavioral components).
In addition, it has helped some organizations we have worked with develop a shared understanding and common focus among the participants regarding what the leaders want to accomplish and how they want to ac- A Process View: Four Steps to Workforce Planning 37 Other than facilitated dialogue, three features make the workforce planning process distinctly different from processes other practitioners suggest: focusing on strategic intent, estimating future desired distributions incrementally, and using inventory projection models to assist workforce planning participants in quantifying the expected impact of their recommendations.
However, although information may be available for some of the critical characteristics, current databases may not contain information related to all workforce characteristics workforce planners deem critical to accomplishing the organization’s strategic intent. For example, few organizations main______________ 6 An organization normally identifies potential changes in the environment (for example, advances in technology, a shifting political-military situation, or industrial restructuring) in its overall strategic planning process and reflects the effect in corporate and functional guidance and business unit strategic intent.
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