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Overview

Lower barriers to entry and the rise of ecosystems and integrated value chains are eroding organizational boundaries and spurring convergence. Automation, the need for digital skills, demographic shifts and globalization are upending labor supply and demand. The future is in flux.

Advances in talent analytics are finally allowing workforce planning to become as dynamic as this environment. Prescriptive analytics tools help organizations go beyond describing “what is happening now” or “what might happen in the future” to control “what should happen.”

Scenario-based strategic workforce planning is a digital playground for the business to constantly optimize workforce choices—testing, learning and tweaking across dimensions and futures—to deliver the business strategy.

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Key Findings


Strategic workforce planning validates that companies have the capability and capacity to deliver the business strategy because it:

  • Considers the big picture. Simulation models depend on a large amount of organizational information from across the business to generate a precise, on-demand picture of expected future supply and demand.

  • Combines humans and machines. Both humans and machines have their own role in the success of prescriptive analytics simulation models. Together they bring the strength and the sophistication that elevate strategic workforce planning.

  • Manages to future volatility. The focus is to identify optimal solutions to prepare the workforce—and the business—to respond to the impacts of possible future scenarios.

Strategic workforce planning

 

Scenarios, not surprises

A major technology firm reduces overtime and improves workforce use globally with a prescriptive simulation model of end-to-end field workforce planning and scheduling.

Recommendations

Success with next-generation strategic workforce planning starts with the fundamentals, including:

  • Abandon the idea of perfect data. Simulations depend more on the “right” data than on elusive “perfect” data.

  • Focus less on ownership, more on action. Both the business and human resources must be involved and aligned.

  • Master both art and science. Scenario-based strategic workforce planning takes a combination of skills and roles.

  • Plan the work, work the plan. Strategic workforce planning must be an iterative and closed-loop process.

  • Trade business cases for trial and error. The better, faster way to results is through pilots of priority areas.

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Who we are

Rouven advises organizations around the world on how to build high-performance workforces that drive business innovation and growth. A prolific author on the topic of digital workforce strategies, he specializes in helping HR, IT, customer service, and sales & marketing organizations get the most from their business-integration and business-readiness initiatives, as well as technology-driven transformations. Rouven is based in Frankfurt

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Yaarit helps companies around the world achieve high performance by improving their organizational effectiveness. She has extensive experience in diagnosing complex organizational performance issues and designing, implementing and sustaining large-scale journey management, human capital strategy and talent strategy solutions, as well as leadership development programs. Yaarit is based in Atlanta.

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