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Emerging workforce planning focuses on the future with a refined level of detail, moving the analysis from roles and critical segments to specific skills that aggregate into organizational capabilities. It helps identify not only where the skill sets reside (regardless of organizational home or function), but how many people have them and at what level of competence. It further incorporates non-employees into the assessment of capabilities, creating a database of contractors, consultants, and temporary project workers that can be called on as needs arise that cannot be satisfied by the regular employee population.
Elements of the "future of work" are incorporated into this level of planning, with long-term trends captured and projected onto the existing workforce for advanced preparation for the impact of adopting new technologies and workforce location and relationship concepts. Further, it engages advanced analytics to leverage more robust analyses using advanced relationship and predictive modeling of headcount and skill losses leading to more robust workforce plans.
Planning at this level brings a vastly enhanced ability to view where major gaps in human capabilities lie - looking beyond the individual to understand the true level of key skills that will be used to achieve the most ambitious corporate aspirations and objectives. That awareness helps to emphasize the distribution of talent where it is needed most to meet corporate production goals and creates a focus by the entire organization on building skills that can result in advancing careers and retaining the most critical talent.
It brings attention to a new, broader view of the workforce that leverages both internal and external resources. It can be used to model more efficient employment options, such as the mix of employees and contractors, full-time vs. part-time employees, etc. This is especially powerful in light of the focus on critical workforce segments and "future of work" concepts that are driving many leading companies towards new structures, workforce ecosystems, and advanced technology adoption.
Bringing workforce planning into a skills-based level requires identifying the skills required by key positions, their availability in the workforce, as well as the future needs and corresponding gaps.
Adding labor produced by contingent workers, consultants, contractors, freelancers, and "gig" workers into the planning process to bring a fuller view of available talent to fill talent gaps.
Considering forthcoming changes in future work methods ("what" is done), the makeup of the worker population ("who does the work"), and the location of the workplace ("where the work is done").
Leveraging advanced analytics to establish the future-based likelihood of headcount gains and losses in a multi-faceted approach to emerging workforce planning, applying forward-looking techniques.