Workforce planning self assessment

Q.1 Collaboration: How efficient and effective is it to collaborate with other teams within the organization when it comes to workforce planning?

Communication between teams is unstructured and ad-hoc

Communication channels are informally established and leveraged on an ad-hoc basis

Communication and coordination is established but still reactive in nature

Communication is frequent, organized, and effective – formal communication is established but still reactionary in nature

Teams are aligned, and communication is clear across formalized channels with a seamless workflow

Q2. Data and reporting: How available, structured, and reliable is planning data and reporting within your organization?

Data is unstructured, requires extensive auditing, is missing key planning fields, and is inaccessible by many groups across the organization

Data is structured but still requires extensive auditing, contains a few key planning fields, and is siloed causing delays in access required information

Data is structured and well maintained, is enriched with supplementary data for people & roles, and is managed and accessible upon request

Data is well structured and actively managed with little auditing required, contains all supplementary data for planning, and is accessible timely and on demand

Best practices for data architecture and maintenance are in place, data contains rich planning information, teams have on-demand access to required central data sources

Q3. Process & Governance: How clearly defined and enforceable are the process and governance frameworks within your organization for deliver end-to-end workforce planning?

No process is in place, individuals’ responsibilities are undefined, varying planning performed between teams across the organization, all done on are reactionary basis

There is fragmented process with minimal governance and oversight, key roles are defined while supporting roles are still unclear, varying process still exist between teams

A process is in place with some governance frameworks adopted to provide guardrails, end-to-end responsibilities are outlined, there is a limited ability to handle off-cycle requests

A clear end-to-end process with enhanced oversight is in place, responsibilities and processes are developed and understood, there is enhanced ability to handle off-cycle requests

There are formal processes defined for the entire organization with enhanced governance and oversight, responsibilities are clear for each role/ individual in the WFP process

Q4. Technology: How well are the various technology resources integrated and capable to deliver workforce planning within the organization?

Disparate systems exist between HCM, payroll, and finance with no integration – over reliance on offline methods such as excel due to lack of technical integration

Disparate systems exist but there are processes to merger and reconcile data, teams still opt for online methods for ease to conduct planning process

Processes are in place to leverage different platforms at specific points in planning process, parts of the process are still conducted offline for convenience

A single technology supports plan modelling leveraging data from different platforms for each part of the planning process

Planning is performed directly in dedicated systems with workflows to accommodate all users across all levels of technical aptitude. Information cascades seamlessly to all platforms

Q5. Execution Capability: How skilled is the organization in executing the end-to-end workforce planning process through subject matter expertise?

Underdeveloped / underinvested planning capability results in challenges executing the process

Peaks and troughs in planning capability result in frequent bottlenecks in execution

Some bottlenecks in process execution due to uneven skill levels and gaps between responsibilities outlines and the capability of roles involved

Capability to execute is high but there may be some gaps in outlined responsibilities and capability of all roles involved while skill expertise is high

Expert planning capabilities in executing the process due to significant investment

Q6. Agility: How quickly can teams respond to ongoing changes in the organization by performing diagnostics and conducting re-plans?

Inability to diagnose deviations vs plans and difficulty in accommodating for changes in plan execution

Limited ability to diagnose deviations vs. plans quickly and slow to respond do changes in plan execution

Processes in place to diagnose deviations against plans on a regular basis, response times vary to repivot plans based on changes required

Ability to diagnose deviations against plans on demand, recalibrating plans occurs quickly but there may be bottlenecks in the process

Ability to proactively predict deviations between plan and implementation, quick to diagnose, recalibrate, and replan as needed