Workforce Planning Practices in Canada: Human Resources Trends and Metrics, Fourth Edition

The Conference Board of Canada, 89 pages, May 18, 2017
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This report represents findings from the fourth edition of the HR Trends and Metrics survey, with a focus on workforce planning practices in Canadian organizations.

Document Highlights

This report presents results and findings from the fourth edition of the HR Trends and Metrics survey, which was first launched in 2005. It is the second of three reports that will be published in 2017 and focuses on workforce planning practices in Canadian organizations. In addition to data collected through the HR Trends and Metrics survey, this report also includes data from the Conference Board’s Canadian Economic Outlook series and, where appropriate, from external sources such as Statistics Canada and the Organisation for Economic Co-operation and Development. Selected quotes are included from focus group discussions held with Canadian chief human resources officers in 2015. This report is designed to help Canadian organizations understand the broad context for workforce planning in Canada. It will also allow organizations to compare their current workforce planning practices and metrics with benchmarks derived from a national survey of Canadian organizations.

Table of Contents

Executive Summary

Introduction—Why Workforce Planning?

  • A Continuum of Workforce Planning Approaches
  • Introducing a Framework for Workforce Planning
  • Leaders Prioritize Planning for a Changing Workforce
  • Why Isn’t Everyone Doing Workforce Planning?
  • Are Canadian Organizations Connecting Workforce Planning to Organizational Strategy?

Stage 1—Analyzing Strategy and Segmentation

  • Which Approaches to Workforce Planning Are Canadian Organizations Using?
  • Workforce Segmentation as a Key Tool

Stage 2—Scanning the Environment

  • Demand for Labour in the External Market
  • Exploring the Supply of Labour in Canada
  • Understanding Internal Demand in Canadian Organizations
  • Analyzing the Internal Supply of Employees

Stage 3—Forecasting and Scenario Planning

Stage 4—Defining the Target Workforce

  • HR Is Assigning Staff to Analytics

Stage 5—From Planning to HR Action

  • Recruitment
  • Planning for Diversity
  • Recruiting and Retaining Older Workers
  • Succession Planning

Stage 6—Monitoring and Evaluation

  • Monitoring and Evaluation Infrastructure Is Weak

Conclusion—Workforce Planning: A Summary

Appendix A—Respondent Profile

Appendix B—Participating Organizations

Appendix C—Bibliography

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