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| Acknowledgements | |
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| Preface | |
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| Sound research is our strength | |
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| Workforce planning new strategic tool | |
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| Introduction | |
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| Why this approach is unique | |
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| What other companies are doing | |
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| Caution-actions that could undermine your program | |
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| How you can use this in your company | |
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| What is in this handbook? | |
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| Who can benefit from this handbook? | |
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| How to use this handbook | |
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| Making the Business Case | |
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| Workforce Planning: Why Now? | |
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| Our research brings focus | |
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| Reasons for workforce planning | |
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| Global Workforce Trends | |
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| Four undeniable truths | |
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| What the labor pool will look like | |
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| Trends are important indicators | |
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| Global strategic challenges | |
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| Our research brings focus | |
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| Checklist for your organization | |
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| Creating the Road Map | |
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| Strategic Workforce Planning Defined | |
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| Why workforce planning has become popular | |
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| Competition and complexity | |
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| The future requires a better plan | |
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| Program Design | |
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| Questions to consider | |
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| A comprehensive program is necessary | |
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| Design challenges | |
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| Caution-actions that could undermine your program | |
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| Recommendations for your program | |
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| Adaptations to existing programs | |
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| Steps for your taskforce | |
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| Checklist for your organization | |
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| Moving From Reaction to Prediction | |
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| The Work | |
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| Why this module is important | |
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| Define the future worker | |
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| How you can use this in your company | |
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| What other companies are doing | |
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| Overview of the process | |
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| Your ideal organization | |
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| Steps for your taskforce | |
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| Strategic segmentation | |
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| Future organizational structure | |
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| Checklist for your organization | |
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| Setting the Standard Today | |
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| Bench Strength | |
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| Why this module is important | |
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| What other companies are doing. | |
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| Define your key positions | |
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| Competency based bench strength | |
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| How you can use this in your company | |
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| Overview of the process | |
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| Steps for your taskforce | |
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| Replacement policy | |
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| Current organizational structure | |
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| Strategic segmentation | |
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| Checklist for your organization | |
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| Sustaining the Program | |
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| Competencies | |
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| Why competencies are important | |
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| What is the future of competencies? | |
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| Caution-actions that could undermine your program | |
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| Competency modeling explored | |
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| Our competency model | |
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| What other companies are doing | |
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| Improve predictive values | |
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| Steps for your taskforce | |
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| Talent Acquisition | |
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| Why talent acquisition is important to workforce planning | |
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| Focus on results | |
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| What other companies are doing | |
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| What we have found | |
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| Improve your talent acquisition protocol | |
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| Model for a proactive program | |
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| Candidate flow options | |
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| Proportions for a sustainable talent acquisition process | |
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| Our research brings focus | |
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| Checklist for your organization | |
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| Metrics | |
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| Reliable measures will make the difference | |
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| What are you doing intentionally? | |
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| What other companies are doing | |
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| Four basic approaches | |
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| Steps for your taskforce | |
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| How you can use this in your company | |
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| Plug in these findings | |
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| Checklist for your organization | |
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| Designing Your 90 Day Action Plan | |
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| Incremental Steps | |
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| Co-creation improves proper design | |
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| The First 30 Days | |
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| Keep the faith | |
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| Process overview | |
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| The Next 30 Days | |
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| The seeds, roots, branches and fruit | |
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| Process overview | |
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| The Last 30 Days | |
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| Unbundle the modules | |
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| Process overview | |
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| Don't stop here | |
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| Closing Arguments | |
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| The definition | |
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| The research | |
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| The evidence | |
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| The program | |
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| 30-60-90 day action plan | |
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| Appendix-Tools, techniques and forms | |
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| Notes | |
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| Bibliography | |
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| Index | |