Strategic Workforce planning allows companies to develop integrated plans to build the capabilities required for future success.We do this through a robust five stage process. The scoping phase requires a deep dive into the key drivers of the firms’ strategy and builds hypothesis for key talent implications, critical roles and capabilities needed to achieve it. In the analysis phase we utilize advanced talent analytics to review workforce composition, talent drivers such as: pay, retention and promotions, project future workforce requirements based on business growths projections and provide as well, an analysis of the external talent market. The quantitative analysis is enriched through in depth qualitative reviews and interviews of senior stakeholders to develop a robust diagnosis of current and future workforce needs. In the analysis phase we gather valuable insights that uncover potential talent gaps as well as issues in the existing talent infrastructure of the company, these insights allow us to move to the ideation phase where concreate actions plans are developed to address gaps and capability issues. The plans are detailed and integrated, as for each action six talent levers are reviewed: acquisition, development, leadership capability, functional expertise, organizational setting and rewards. The next phase is prioritization, as resources and time are constraints to manage, we do this through a risk/impact matrix that allows the firm to focus on the actions that will have the highest payout for the success of the business. After the actions are prioritized they are laid out in three-year plans with detailed activities by quarter, to allow for proper tracking and resource allocation. The plans are signed off by senior manager to move then to the execution phase

1. Strategic Workforce Planning

2. Framework
Strategic Workforce planning allows companies to develop integrated plans to build the capabilities required for future success.
We do this through a robust five stage process.
The scoping phase requires a deep dive into the key drivers of the firms’ strategy and builds hypothesis for key talent implications, critical
roles and capabilities needed to achieve it.
In the analysis phase we utilize advanced talent analytics to review workforce composition, talent drivers such as: pay, retention and
promotions, project future workforce requirements based on business growths projections and provide as well, an analysis of the external
talent market.
The quantitative analysis is enriched through in depth qualitative reviews and interviews of senior stakeholders to develop a robust
diagnosis of current and future workforce needs.
In the analysis phase we gather valuable insights that uncover potential talent gaps as well as issues in the existing talent infrastructure of
the company, these insights allow us to move to the ideation phase where concreate actions plans are developed to address gaps and
capability issues.
The plans are detailed and integrated, as for each action six talent levers are reviewed: acquisition, development, leadership capability,
functional expertise, organizational setting and rewards.
The next phase is prioritization, as resources and time are constraints to manage, we do this through a risk/impact matrix that allows the
firm to focus on the actions that will have the highest payout for the success of the business.
After the actions are prioritized they are laid out in three-year plans with detailed activities by quarter, to allow for proper tracking and
resource allocation. The plans are signed off by senior manager to move then to the execution phase.
2

3. A Five Step process
Sign-off &
Execute
Scope
1
Annalyze
Present, Future,
Internal and
External Scenarios
Ideate
Options, Choices &
Strategy, Resources
Prioritize
Risk and Impact
Analysis
2 53 4
Project Management

4. With Robust tools in each step
Scope Annalyze Ideate Prioritize
Sign-off &
Execute
Review SMC
Framework
Review Case
Studies
Revisit Project
Charter, etc.
Understand
talent needs
Provide insights
based on data
Prioritize
critical gaps
Create possible
solutions
Compare and
contrast options
Create an
action plan
Step-back
Validate in
future scenarios
Ensure it works
in the market
Identify tracking
measures
Secure AOP
funding
Develop leadership
presentation
January September
Phase0

5. Scope
Review Strategy and
Identify must-win battles
Define initial talent
Implications of strategy
Identify Critical
Jobs / Capabilities
5

6. Annalize
6
• Understand the
talent we have
• Assess the external
landscape
• Forecast the talent
we will have and
will need
• Leverage analytics
to understand why things
are happening

7. Ideate
7
• From Insights to Actions
• Design detailed solutions with
clear deliverables

8. Prioritize
8
• Prioritize critical gaps according to Impact/Risk matrix

9. FunctionFunctionFunctionFunction
 Annual training calendars developed to address 14 key capabilities across all functions
 ~20 face-to-face courses available for key functions supported by additional Corporate University
offerings
Capabilities
Critical Roles
Identifyand
Assess
 Implementing “Talent Academies “ to accelerate development, engage, and proactively manage
the careers of local talent
 Continue sponsorship and support of Top Talent via Talent Committee
 Rethinking career paths and driving efficiency
 Launching differentiated Total Rewards approach for critical cohorts as defined by SWP
Functional Training
Identify, Develop Critical
Talent
Org Design evolution
Reward Critical Talent
 Common leadership gaps based on assessment findings
 Face-to-face programs for top, middle, line management
 Training to accelerate our HiPos and build robust succession program
Leadership Programs
DeliverablestoBuildCapability
Sign-off and Execute
Buying talent  Building pro-active market maps for all critical roles
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2
3
4
5
6

10. Detailed Action Plans