Exam Preparation
SWPStrategic Workforce Planning – Certification Program
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English
Advanced
FACE 2 FACE
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Course Overview
In an economy driven by innovation and constant change, strategic workforce planning cannot be wholly delegated to HR. Disruptive change is likely to first impact the organization at the divisional or unit level, and operating leaders must be able to respond with local workforce planning to execute effectively. As a result, strategic workforce planning is now an important competency for all business leaders.
Strategic Workforce Planning Certification Program prepares high-potential and high-performing HR and business leaders to identify critical roles and competencies, develop organizational agility and align workforce planning with integrated human capital and business strategy.
Course participants will receive the official SWP Toolkit, which contains dozens of practical job aids that reinforce principles learned in order to save time and simplify execution. The kit includes tools for environmental scanning, assessing current state, risk mitigation, talent segmentation, cascading competencies and more.
Strategic Workforce Planning Certification Program prepares high-potential and high-performing HR and business leaders to identify critical roles and competencies, develop organizational agility and align workforce planning with integrated human capital and business strategy.
Course participants will receive the official SWP Toolkit, which contains dozens of practical job aids that reinforce principles learned in order to save time and simplify execution. The kit includes tools for environmental scanning, assessing current state, risk mitigation, talent segmentation, cascading competencies and more.
Key Takeaways
1
Identify and execute against specific workforce, management and leadership gaps.
2
Adapt to global and local labor trends.
3
Imagine and prepare for multiple economic, market or competitive scenarios.
4
Skills required to integrate quantitative measures such as headcount planning and workforce analytics into a qualitative decision framework that can inform and transform organizational strategy.
5
Keen understanding of workforce planning methodology, bolstered by in-depth case studies from organizations like GE, Google and Procter & Gamble.
Human Capital Institute
Human Capital Institute provides solutions that advance the practice of human capital and strategic talent management. We are a global clearinghouse and catalyst for new ideas and next practices, and a resource for the most progressive organizations and executives in the world, with over 20,000 participants trained through our education programs. HCI courses use the most current insights, perspectives, and original research to create a highly adaptive, interactive, and collaborative learning experience that incorporates: » Intense focus on building strategic perspective and enabling better decision-making. » Guided action planning to ensure on-the-job utilization and produce measurable results. » A blended, learner-centered approach to maximize engagement and outcomes. » An extensive library of learning resources and comprehensive toolkits for deeper learning and application.
Course Outline
Day 1
Talent Management Context
→ Talent management aligned with strategy
→ Talent management by the numbers
→ Agenda
→ Introduction
→ Talent management by the numbers
→ Agenda
→ Introduction
Strategic Workforce Planning: Background and Context
→ Workforce Planning Evolution Operational versus Strategic Workforce Planning
→ HCI’s Perspective on Strategic Workforce Planning
→ The HCI Strategic Workforce
→ Planning Model
→ HCI’s Perspective on Strategic Workforce Planning
→ The HCI Strategic Workforce
→ Planning Model
Workforce Planning in Action
→ The Hallmarks of Successful SWP Efforts
→ Strategic Workforce Planning as Risk Mitigation
→ Case Studies:
• VF Corporation
• NASA
• NCR
→ Self Assessment of workforce planning maturity
→ Strategic Workforce Planning as Risk Mitigation
→ Case Studies:
• VF Corporation
• NASA
• NCR
→ Self Assessment of workforce planning maturity
Business Strategy
→ Strategy first
→ Competitive differentiation map Examples of strategic statements Strategic alignment
→ Strategy references
→ Competitive differentiation map Examples of strategic statements Strategic alignment
→ Strategy references
Differentiated Segments
→ Four stages of workforce differentiation Segmenting roles
→ A spectrum of roles Examples of critical roles
→ Competencies for critical roles
→ Activity: Case Study
→ A spectrum of roles Examples of critical roles
→ Competencies for critical roles
→ Activity: Case Study
Environmental Scan
→ Quantitative and qualitative information
→ Environmental scan quadrants Internal supply: Profile and trend data
→ External supply Internal demand External demand Risk assignment to environmental factors
→ Activity: Case Study
→ Environmental scan quadrants Internal supply: Profile and trend data
→ External supply Internal demand External demand Risk assignment to environmental factors
→ Activity: Case Study
The Data Requirements of Strategic Workforce Planning
→ Marketing segmentation Current state workforce supply groups
→ Workforce data
→ Activity: Conducting Current State Analysis
→ Workforce data
→ Activity: Conducting Current State Analysis
Current State Analysis
→ The data requirements of Strategic Workforce Planning Using and evaluating talent information
→ Case Study examples:
• GE
• Proctor & Gamble
Husqvarna
→ Case Study examples:
• GE
• Proctor & Gamble
Husqvarna
Day 1 Summary
→ Summary Tomorrow’s agenda
Day 2
Introduction
→ Recap day 1
→ Preview day 2
→ Activity: Preparation activity
→ Preview day 2
→ Activity: Preparation activity
Futuring
→ Possible futures Futuring techniques Limits of forecasting
→ The no change future state Scenario planning
→ Examples of a scenario matrix Scenario modeling in practice
→ The targeted future state
→ The no change future state Scenario planning
→ Examples of a scenario matrix Scenario modeling in practice
→ The targeted future state
Gap Analysis
→ Examples of gap dimensions Gaining consensus on critical gaps
→ The SWP toolkit gap template
→ The SWP toolkit gap template
Action Planning
→ Solutions to close gaps
→ 6 Bs for skill acquisition and development
→ Work design
→ Rewards and recognition Development Acquisition
→ Manage and lead Retention
→ Activity: Case Study
→ 6 Bs for skill acquisition and development
→ Work design
→ Rewards and recognition Development Acquisition
→ Manage and lead Retention
→ Activity: Case Study
Telling Stories with Data and Enlisting Support
→ The Elements of Compelling Stories
→ Influencing skills and driving change
→ Infographics and other visualization techniques Case Study examples:
McGraw Hill Federal Credit Union
• Grant Thornton
• Conagra
→ Influencing skills and driving change
→ Infographics and other visualization techniques Case Study examples:
McGraw Hill Federal Credit Union
• Grant Thornton
• Conagra
Bringing Strategic Workforce Planning to Life and Practice
→ Compelling cases for workforce planning
→ The competencies of successful workforce planners
→ Roles and responsibilities of the SWP project team
→ The SWP workshop session Walkthrough
assessment and getting started toolkit
→ The competencies of successful workforce planners
→ Roles and responsibilities of the SWP project team
→ The SWP workshop session Walkthrough
assessment and getting started toolkit
Workforce Planning in a State of Perpetual Change
→ The ongoing Environmental Scan Building a data dictionary: the importance of a common vernacular
→ The continuous process of review and (re) alignment Designing for flexibility and innovation
→ The continuous process of review and (re) alignment Designing for flexibility and innovation
Conclusion
→ Summary
→ Key learnings
→ Next steps
→ Key learnings
→ Next steps
Who Should Attend?
This highly practical and interactive course has been specifically designed for
The Strategic Workforce Planning (SWP) curriculum is designed for high-potential and high-performing human capital and business practitioners:
→ VPs, Directors and Managers of Human Resources
→ VPs, Directors and Managers of Talent Acquisition and Recruitment
→ VPs, Directors and Managers of Strategy and Workforce Planning
→ Strategic HR Practitioners
→ People Analytics Lead
→ Business Line Managers and Executives
→ Future leaders in the disciplines of HR, OD or the Line
Related Courses
FAQ
What language will the course be taught in and what level of English do I need to take part in an LEORON training program?
Most of our public courses are delivered in English language. You need to be proficient in English to be able to fully participate in the workshop and network with other delegates. For in-house courses we have the capability to train in Arabic, Dutch, German and Portuguese.
Are LEORON Public courses certified by an official body/organization?
LEORON Institute partners with 20+ international bodies and associations.We also award continuing professional development credits (CPE/PDUs) for:1. NASBA (National Association of State Boards of Accountancy) 2. Project Management Institute PDUs 3. CISI credits 4. GARP credits 5. HRCI recertification credits 6. SHRM recertification credits
What is the deadline for registering to a public course?
The deadline to register for a public course is 14 days before the course starts. Kindly note that occasionally we do accept late registrations as well, but this needs to be confirmed with the project manager of the training program or with our registration desk that can be reached at +1071 4 1075 5711 or register@leoron.com.
What does the course fee cover?
The course fee covers a premium training experience in a 5-star hotel, learning materials, lunches & refreshments, and for some courses, the certification fee and membership with the accrediting bodies.
Does LEORON give discounts?
Yes, we can provide discounts for group bookings. If you would like to discuss a discount on a corporate level, we will be happy to talk to you.
Reviews
- Review:IAMM Internal Audit Maturity ModelIn recognition of their dedication and contribution supporting IKEA Saudi Arabia in arranging training programs during 2017 & 2018, looking forward for more development and exciting effort this year. On behalf of IKEA Saudi Arabia, THANK YOU!Dalal KutbiCountry Learning & Development Manager at IKEA Saudi Arabia
- Review:Certified Professional in Quality and Patient SafetyDating back to 2014, Mobily’s “LEORON” experience has grown from a single collaboration to a long-term partnership. We consider ‘’LEORON” Institute as a strategic partner, whose contribution has been nothing but premium in equipping our staff with field-based knowledge and information. Past three years have resulted with an expanded collaboration with superior customer service and support. Best Regards,Turki S. AlsahaanDir L&D, Talent Management at Mobily, Etihad Etisalat Company
- Review:Certified Professional in Quality and Patient SafetySince the partnership was signed between BAE Systems Saudi Development & Training and LEORON in 2017, we have been working together to offer the Saudi market a complete portfolio of training solutions benefiting from the wide and extensive experience of both parties. Recognizing the great success of this partnership, we are looking for further collaborations in the future that will position both companies as one of the leading training providers in Saudi Arabia. We thank the LEORON team for their full cooperation and continuing support, and look forward to further success together in the years to come.Emad AlrajihVP, Business Winning at BAE Systems Saudi Development & Training
- Review:Certified Professional in Quality and Patient SafetyWe have been working with LEORON for the past two years and will be working with them again this upcoming year. The programs they delivered were fruitful and exciting and our organization has received positive feedback from the participants. What our organization aims to do is to provide at no cost training for all the private sector employees so that they may benefit from our offered programs in Innovation and Professional development. Leoron has helped us achieve this goal. We look forward to continuing this service and wish them the best of luck. Regards,Nasser M. Al-SubaieSr. Program Officer, Enterprise Learning & Human Development at Kuwait Foundation for the Advancemen
