Day 1: Translating Strategy into Workforce Demand

Enterprise Strategy Drivers

• Analyze priorities reshaping the operating model
• Connect new initiatives with workforce capabilities
• Separate temporary growth from structural transformation
• Extract core assumptions affecting future workforce

Critical Job Segmentation

• Classify roles by their strategic contribution
• Identify scarce positions with difficult replacement
• Differentiate stable work from changing activity
• Produce an initial job segment map

Future Demand Modeling

• Choose workload measures tied to activity
• Estimate productivity and automation effects
• Specify timing and proficiency requirements
• Apply demand modeling to one function

Day 2: Diagnosing Internal Supply and Available Capability

Current Workforce Baseline

• Analyze headcount composition and functional distribution
• Review experience tenure and mobility patterns
• Expose concentrations increasing continuity vulnerability
• Prepare an updatable workforce baseline

Skills and Capability Inventory

• Define skills through explicit proficiency levels
• Collect evidence from work and assessment
• Correct inflation within self-reported skill ratings
• Organize capability matrix for critical roles

Supply Movement and Risk

• Estimate retirement turnover and internal mobility
• Analyze time required for sensitive roles
• Identify dependency on individual position holders
• Calculate projected supply for one period

Day 3: Gaps, Scenarios, and Response Choices

Workforce Gap Analysis

• Compare projected demand with available supply
• Separate headcount shortages from capability gaps
• Rank gaps by urgency and impact
• Compose a multi-period gap map

Applied Uncertainty Scenarios

• Identify highly consequential uncertain planning variables
• Build growth stability and contraction cases
• Test workforce sensitivity to changed assumptions
• Compare outcomes across three plausible paths

Build Buy and Borrow Mix

• Evaluate each option's speed and cost
• Choose development for capabilities with growth
• Recruit externally for genuinely scarce capability
• Formulate response mix for one gap

Day 4: Initiative Portfolio and Execution Governance

Connecting People Initiatives

• Integrate recruitment learning mobility and retention
• Map dependencies between related workforce interventions
• Prevent competing initiatives targeting identical populations
• Compile a sequenced workforce intervention roadmap

Economics and Feasibility

• Estimate shortage costs and operational consequences
• Compare total costs of sourcing alternatives
• Calculate value from reducing prolonged vacancies
• Develop investment case for one option

Governance and Review Roles

• Clarify ownership for data decisions
• Schedule refreshes of critical planning assumptions
• Set thresholds requiring workforce plan revision
• Devise a quarterly workforce review forum

Day 5: Strategic Workforce Plan Lab

Turning Analysis into Decision Narrative

• Select evidence most relevant to executives
• Explain gaps and consequences of inaction
• Present alternatives and tradeoffs transparently
• Draft one concise persuasive recommendation

Integrated Plan Construction

• Specify required roles capabilities and numbers
• Schedule responses and required implementation resources
• Assign indicators for progress and results
• Document assumptions and reconsideration points

Workforce Planning Committee Simulation

• Present the plan to business leaders
• Defend estimates through credible evidence
• Revise responses under budget constraints
• Approve final decision and review log

• Demand and supply models using authentic job groups
• Skill maps and scenarios exposing future gaps
• Quantitative and qualitative tradeoffs across sourcing options
• Committee simulation approving an integrated workforce plan