Five Years of Strategic Workforce Planning Research: What Have We Learned?

The Conference Board, Inc., 44 pages, January 17, 2013
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This report synthesizes what we learn by carefully reviewing five years of research on SWP: what it is, who is doing it, obstacles, and outcomes. Most companies that have begun implementing SWP still have a long way to go, according to the surveys.

Document Highlights

The laborious process of collecting, organizing, and analyzing research findings to conduct a meta-analysis is only worthwhile if it serves two purposes: The first is to capture what we can (and can’t) learn from previous studies in order to improve actual practices and determine the practical implications. The second is to identify what future research can do—or do better. This report synthesizes what we learn by carefully reviewing five years of research on strategic workforce planning (SWP): what it is, who is doing it, obstacles, and outcomes. While many companies aspire to do SWP, most that have taken the next step, implementing it, still have a long way to go, according to the surveys.

Table of Contents

Executive Summary

The State of SWP Research

  • What can companies learn from SWP research?
  • What can researchers learn from SWP research?
  • A Critique of SWP Surveys, 2007-2012
  • Toward Better SWP Research

The Elements of SWP

  • Who’s Doing SWP?
  • SWP Capabilities
  • Assessing Supply
  • Forecasting Demand
  • Identifying Gaps
  • Segmenting Gaps
  • Modeling Scenarios

Driving and Restraining Forces in Building SWP Capabilities

  • What Drives SWP?
  • Who Drives SWP?
  • Obstacles to SWP

The How of SWP

  • Types of Data
  • Integration with Business Strategy and Planning
  • The Planning Horizon for SWP
  • SWP Tools and Technology
  • SWP Structure and Staffing
  • SWP Skills and Competencies
  • How SWP Output is Used

Assessing the Value of SWP

  • A Topical Index of SWP Survey Research, 2007-2012
  • Research Reviewed in This Report

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