Quite simply workforce planning has not delivered enough for the top team and its popularity has risen and fallen several times over the years, rather like playing a game of snakes and ladders. It was on top of its first ladder when large organisations planned for the number of staff they needed to rise imperiously up the hierarchy, over 40 years ago. The emphasis was almost entirely on the supply of labour. Demand was taken as given, or at the most, it was to change only slightly, which was easy to plan. This serene world was shattered by a much more turbulent, global economy. Having “planning” in your job title was like a voluntary redundancy application for many.

Why do we need strategic workforce planning?

Quite simply workforce planning has not delivered enough for the top team and its popularity has risen and fallen several times over the years, rather like playing a game of snakes and ladders. It was on top of its first ladder when large organisations planned for the number of staff they needed to rise imperiously up the hierarchy, over 40 years ago. The emphasis was almost entirely on the supply of labour. Demand was taken as given, or at the most, it was to change only slightly, which was easy to plan. This serene world was shattered by a much more turbulent, global economy. Having “planning” in your job title was like a voluntary redundancy application for many.

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