SWP Readiness Diagnostic for HES

MINDSET

Explores the collective thinking and beliefs which exist within the organisation for developing strategic workforce planning capabilities

Dimension

The risks of not implementing SWP are clearly understood by senior executives across the enterprise

The Future of Work risks and opportunities can be clearly articulated by all senior leaders

The value impacts of SWP can be clearly articulated to senior leaders and operational management

There is proactive buy-in for the investment and re‐allocation of funding requirements to embed strategic capabilities

Senior leadership are able to influence a cohesive approach to enabling SWP

There is an openness for achieving meaningful simplification

Do you anticipate there being any resistance to following Deloitte’s recommendation?

Please use the Comments Box to provide your answer to the above. If you have additional comments you can also include them here.

All responses will be considered as an important part of the overall analysis

ARCHITECTURE

Explores the organisations approach to the design and development for implementing strategic workforce planning capabilities

Dimension

There is clarity on which aspects of organisational design, development and effectiveness will be impacted

There is alignment on which people related practices will require inspection and reconfiguration

There is clarity on what existing business practices may be impacted and require integration

There is alignment regarding which SWP practices should be leveraged and why

All barriers to implementing SWP are clearly understood (e.g. functional, financial, emotional and intangibles)

There is a willingness to shift how the organisation moves towards longer-term planning

Please refer to the Workforce Planning Maturity example below and indicate in the comments box below where you believe workforce planning maturity levels are currently within the business

If you have additional comments, you can also include them here.

All responses will be considered as an important part of the overall analysis

Planning

Explores the organisations approach to identifying clear objectives and the formulation of an approach to successfully implement sustainable strategic workforce planning capabilities

Dimension

Any existing practices which complement SWP efforts have been identified (e.g. strategic capabilities alignment, differentiated workforce segments, internal capacity and capability analysis, scenario planning techniques, gap analysis and configuration and differentiated engagement practices)

The ability to absorb new thinking and approaches for mitigating workforce supply and demand risks have been fully explored and are understood

Current state is explicitly understood and a foundation of business readiness across the enterprise has been established to ensure durability

The ‘why, what, how and who’ of building strategic workforce planning capabilities is fully understood at the executive level

A change leadership approach has been fully explored to enable the full integration of strategic workforce planning capabilities

Leadership and team rewards and recognition plans are aligned to the future implementation success of the business as a whole

What are your business improvement expectations as a result of implementing SWP?

Please use the Comments Box to provide your answer to the above. If you have additional comments, you can also include them here.

All responses will be considered as an important part of the overall analysis

EXECUTION

Explores the organisations capacity to complete the necessary tasks and responsibilities to implement and embed strategic workforce planning capabilities  

Dimension

An effective blend of internal resources has been identified to meet implementation requirements

There is clarity on what type of expertise is required to coach the organisation towards developing strong internal capabilities

There are clear roles and responsibilities for all internal resources involved in the implementation roadmap

The internal resources identified have been assessed using set of defined success characteristics

Data and system capabilities and limitations have been evaluated and are fully understood

An effective blend of metrics and analytics are in place to support the creation of value orientated insights

How confident are you that there will be enough alignment throughout the business to ensure success?

Please use the Comments Box to provide your answer to the above. If you have additional comments, you can also include them here.

All responses will be considered as an important part of the overall analysis

RELATIONSHIPS AND REPUTATION

Explores the inter-professional connections and attitudes within the organisation that are key to embedding strategic workforce planning capabilities

Dimension

A high level of confidence exists in the ability to influence others towards future-focused business outcomes

Individuals leading and participating in this change are internally recognised for possessing attributes that combine credible activism, operational expertise, cultural stewardship, paradox navigators, administrative proficiency with commercial shrewdness

Trust to deliver improved business outcomes exists to a high degree

Collaboration between senior executives for driving improved outcomes and mitigating future-focused risks exists to a high degree

Effective alignment between HR, finance and operational leaders exists for enabling future-focused outcomes

An openness to the exchange of ideas, creativity and willingness to challenge accepted wisdom is regularly evident and embraced

Do you believe that leaders and managers see the implementation of SWP as a collective responsibility?

Please use the Comments Box to provide your answer to the above. If you have additional comments, you can also include them here.

All responses will be considered as an important part of the overall analysis

INTEGRATION

Assimilation is an important aspect of enabling future-focused relevance. This dimension explores the extent to which strategic workforce planning capabilities can be incorporated within the organisation

Dimension

The value contribution of current people related practices is clearly articulated and understood at an executive level across the business

Current methodologies and tools have been evaluated and aligned to the development of strategic WFP practices

Existing and new methodologies will be mapped and connected to ensure workforce planning practices are explicitly connected to strategic outcomes (see explanatory visual below)

The value and limitations of workforce planning maturity levels is explicitly understood by all leaders