| | DECEMBER - JANUARYMANAGEHRMAGAZINE.COM8"In one of history's great ironies, scientists today know more than their colleagues a century ago, and possess vastly more data-crunching power, but are much less confident in the prospects for perfect predictability."The above quote is taken from Tetlock and Gardner's "Superforecasting: the art of science and prediction". It is a reminder of why, despite the potential benefits, so many organisations struggle to extract value from strategic workforce planning (SWP). We live in a fast-paced world with change accelerating across economical, geopolitical, technological, and societal fronts. Yet the lessons of prior industrial revolutions would indicate that we will continue to be in a tight talent market for some time as the digital revolution and energy transition create more new and different jobs than they destroy. If done well, SWP allows businesses to identify risks and opportunities in transforming their workforce to meet their strategy and an ability to lean into change. So, how can you best get value from SWP in a fast-paced world? Scope In the context of employment models and an increasing need to use "swing" resources to manage peak workload periods, it is important to manage the total workforce (staff and contingent) deliberately and well. There are several implications. THE ART AND SCIENCE OF WORKPLACE PLANNING: LESSONS FROM SUPERFORCASTINGBy David Doe, VP, Talent Strategy and Excellence, Shell [LON: SHEL]David DoeIn MyOpinionIn MyOpinion
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