ملاحظة المحرر: المقالات المنشورة فيقسم "من مكان العمل"كتبها مساهمون خارجيون ولا تعكس بالضرورة آراء أو وجهات نظر SHRM.
Many organizations forgo strategic workforce planning (SWP). According to McKinsey & Company's HR Monitor 2025, while 73% of organizations conduct operational workforce planning, only 12% engage in genuine long-term SWP. Of those, just 3 in 10 integrate skills data into the process. Gartner's Top 5 Priorities for HR Leaders in 2025 finds a similar number: only 15% of CHROs report their organizations practice SWP, despite it ranking third among HR's top priorities. The organizations that do attempt SWP tend to fall into the same traps: treating it as a headcount forecasting exercise, building skills gap analyses disconnected from any real talent decision, and doing all of it without reckoning seriously with what AI is doing to the productivity equation. That combination is becoming increasingly risky.
For HR leaders building their strategy, here are the five things that separate organizations doing SWP well from everyone else.
1. SWP Must Anchor Talent Management
Performance, succession, and learning typically operate as parallel tracks — disconnected from the workforce planning that should be anchoring all of them. SWP should be the connective tissue that tells every other talent process what capabilities the organization needs to succeed. That means updating competency models to reflect what it actually takes to perform in a rapidly changing environment — AI fluency, digital literacy, and learning agility are no longer differentiators, they are baseline requirements. And it means driving learning and development (L&D) priorities directly by the capability gaps workforce planning identifies.
2. Not All Roles Are Equal — Stop Treating Them That Way
A more useful approach segments the workforce into three categories: critical roles that drive disproportionate strategic value, core roles that form the operational backbone, and noncore roles that are more standardized or susceptible to automation. Each warrants a different investment strategy.
3. Surface the Tradeoffs — Don't Default to Cost
Most workforce decisions involve a choice: buy talent externally, build it internally, borrow it through contingent labor, or automate the work. The instinct is to reach for the cost comparison. But cost alone misses most of what matters. External hiring gives you speed. Internal development gives you retention and institutional knowledge. Contingent labor gives you flexibility. The right answer depends on how scarce the capability is, how quickly you need it, and how central it is to your long-term competitive advantage. HR leaders need to get comfortable presenting these tradeoffs explicitly — with clear assumptions and directional estimates.
4. AI Is a Productivity Question, Not a Replacement Question
The right question is how AI changes the productivity equation for specific work and what that means for how many people you need, with what skills. Task-level analysis, not role-level analysis, is where this work actually happens. Workforce plans need to model AI's impact on output realistically and not assume immediate gains.
5. Strategy and the Annual Plan Must Be Connected
For years, strategic workforce planning and operational headcount planning have run as separate exercises. Strategic planning looks out three to five years; operational planning manages this year's budget. The practical fix is a three-year workforce planning horizon that feeds directly into annual headcount and budget decisions.
Strategic insights — capability gaps, AI impact scenarios, talent sourcing tradeoffs — should inform what goes into the annual plan before setting the budget, not after.
من أين تبدأ
Pick one critical role where the workforce risk is most visible. Engage business leaders on what's driving demand over the next one to three years, assess your internal supply and external market, and factor in how AI might affect the work. Design a sourcing or development strategy and align HR partners around executing it.
That focused pilot builds momentum, surfaces real constraints, and makes the case for investing further. You don't need a perfect SWP function before it starts creating value. Start with the right problem and build from there.
Adrienne Lo, MBA, is a strategic workforce planning, talent analytics, and talent management leader with experience across consulting and Fortune 500 companies in the industrial, pharmaceutical, and defense sectors.
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المحتويات ذات الصلة
تعرّف على كيفية نجاح شركة مارش ماكلينان في تعزيز رفاهية الموظفين باستخدام الأدوات الرقمية، وتحسين الإنتاجية والرضا عن العمل لأكثر من 20,000 موظف.
يتوقع بعض الخبراء أن يسهم الانتشار المتسارع للذكاء الاصطناعي في بيئة العمل، وما يصاحبه من تحسن في الإنتاجية والكفاءة، في إتاحة إمكانية اعتماد أسبوع عمل من أربعة أيام.
مع استمرار تطور تكنولوجيا الذكاء الاصطناعي، سيزداد الطلب على العمال الذين لديهم القدرة على العمل جنباً إلى جنب مع أنظمة الذكاء الاصطناعي وإدارتها. وهذا يعني أن العمال غير القادرين على التأقلم وتعلم هذه المهارات الجديدة سوف يتخلفون عن مواكبة سوق العمل.