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Workforce Planning |
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Learning Management and Training Workforce Planning Systems & Services Buyers Guide
SEE PAGE 25 |
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| Volume XIV, Issue 5 |
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October/November 2009 US$10.00 |
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A Publication of the International Association for Human Resource Information Management • www.ihrim.org |
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| Departments |
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Erik Alvarado, NextHR Consulting
Department Editor |
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| Up.link |
| Ed Colby, Kronos, Inc. |
| Guest Editor |
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| In My Opinion |
| Workforce Planning: A Prerequisite for Talent Management |
| By Jacqueline Kuhn, Kuhn Consulting Group |
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| Executive Corner |
| Workforce Planning – Critical for Mergers & Acquisitions Success |
| By JoAnne Kruse, HCpartners |
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| Global Perspectives |
| A Global Perspective on Workforce Planning in a Talent Age |
| By Regina Curry-Wong, IBM Human Capital Management Practice |
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| Industry Focus |
| Workforce Planning in Health Care – A Strategic Approach |
| By Theresa Brett, Rex Healthcare |
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| Tech Notes |
Getting to the Heart of Workforce Planning:
It’s all about automation and accurate workforce analytics |
| By Lois Melbourne, Aquire |
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| Functional Focus |
| Introduction to a “Goodness of Fit” Workforce Planning Model |
| By Erik Alvarado, NextHR Consulting |
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| The Back Page |
| Good Thing They Know It All |
| By Elliott Witkin, Ultimate Software |
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| FEATURES |
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| What Makes Workforce Planning Hot, Hot, Hot? |
| By Dr. Mary B. Young, The Conference Board |
| With the advent of ERPs, integrated databases, and powerful data-mining tools, strategic workforce planning is quickly becoming the new “it” capability, especially for large companies with dispersed workforces. Once the global economy improves and companies gain more experience, HRIS data will be integrated with financial, operations, supply chain, marketing, sales, and other kinds of data to produce business intelligence and enhance company performance. |
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Strategic Workforce Planning –
The Foundation of Talent Management |
| By Stacy Chapman, Aruspex |
| Your workforce plan is the foundation for talent management. It includes a rich description of the current and future workforces, and clear illustrations of the changes you’ll make to achieve the right future. Because it describes the future workforce in terms of size, skills, style and segments, you connect your full talent strategy to it – this is the link between the business strategy and HR. |
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Managing the Supply and Demand for Talent:
A Human Capital Model for the 21st Century |
| By Heidi Spirgi, Knowledge Infusion |
| Workforce planning, talent management and workforce management, while historically treated as processes and systems in silos by HR professionals and vendors alike, together form a whole that is larger than the sum of their parts. Companies can become stronger by successfully managing the supply and demand for talent, if they will think and act in new ways and strive for a new human capital model for the 21st century. |
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| Ameriprise Financial: A Journey in Human Capital Analytics |
| By Penny J. Meier, Ameriprise Financial |
| As the U.S. workforce continues to shrink and competition for talent increases, there is an incredible opportunity for HR to increase its value to organizations. By utilizing human capital analytics to provide key insights to the business, and refining the products and services it offers, HR can play a key role in driving business results. |
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| The Value of Workforce Planning |
| By Peter Louch, Vemo, Inc. |
| Don’t focus too much on the ROI of purchasing a workforce planning technology and bringing on additional resources. Demonstrate the benefits of aligning talent investments and talent management programs with business priorities and the tremendous value of improvements in process, and the priceless strategic ROI derived from that approach. Once the benefits of this approach are understood and the value is recognized, it will be a no-brainer to have the right tools and resources available. |
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| Learning Management and Training Workforce Planning Systems & Services Buyers Guide |
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*Publishing Information
Editorial Policy |
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