0 of 56 Questions completed
Questions:
You have already completed the assessment before. Hence you can not start it again.
Assessment is loading…
You must sign in or sign up to start the assessment.
You must first complete the following:
Time has elapsed
Thank you for taking the time to complete the Readiness Diagnostic Assessment. The collective feedback will be analysed and enable us to tailor the forthcoming SWP Orientation and Future of Work Sessions.
I look forward to meeting you soon.
Susan De Fazio
Explores the collective thinking and beliefs which exist within the organisation for developing strategic workforce planning capabilities
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
This response will be reviewed and graded after submission.
Explores the organisations approach to the design and development for implementing strategic workforce planning capabilities
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
This response will be reviewed and graded after submission.
Explores the organisations approach to identifying clear objectives and the formulation of an approach to successfully implement sustainable strategic workforce planning capabilities
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
This response will be reviewed and graded after submission.
Explores the organisations capacity to complete the necessary tasks and responsibilities to implement and embed strategic workforce planning capabilities
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
This response will be reviewed and graded after submission.
Explores the inter-professional connections and attitudes within the organisation that are key to embedding strategic workforce planning capabilities
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
This response will be reviewed and graded after submission.
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
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
The ability to comprehend the value contribution made by the company’s entire workforce population exists (e.g. inclusive of employees, contingent workers, freelancers, alumni, volunteers and supply chain partners)
Data relating competencies, capacity and roles can be easily extracted
Do you believe that the leadership team fully understands how SWP can mitigate risk and contribute to future 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
This response will be reviewed and graded after submission.
Explores the commitment and contribution of individual actions for achieving future-focused business outcomes
Attributes, roles and responsibilities relating to embedding strategic workforce planning capabilities have been developed
Attributes, roles and responsibilities have been implemented and are clear across the organisation
A mechanism for evaluating the collective team impact exists and will be used to evaluate success
The executive sponsor is able to understand and successfully remove road blocks
Executive owners strive to be part of the process and not only the outcomes
Executive owners fully understand the practices associated with building strategic workforce planning capabilities
Do you see yourself as being an active participant in this initiative? If so why?
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
This response will be reviewed and graded after submission.
Explores the extent to which the organisation has created a comprehensive roadmap for successfully embedding strategic workforce planning capabilities
A fit for purpose roadmap to embed strategic workforce planning capabilities has been designed based on a thorough understanding of the current state
There is an appreciation regarding the time, effort and expertise required for building internal strategic workforce planning capabilities
There is cohesion for the motivation to embed strategic workforce planning
The pace and sequencing of strategic workforce planning practices has been sufficiently explored with the leadership team
Internal capability gaps (e.g. resources, systems, methods and tools) are fully understood
A visual communication method for articulating the risks and opportunities relating to the future readiness of the business exsits for the executive team
What type of implementation barriers could there be?
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
This response will be reviewed and graded after submission.