With the world transitioning from pre-COVID norms to post-COVID volatility, workforce planning must evolve beyond mere operational budget-driven headcount planning. In this session, we will first cover the connection and difference between strategic workforce planning and headcount planning. Then, we will share examples to showcase how data and people analytics can influence workforce plans, and these examples apply regardless of your position along the data and analytics maturity curve – whether you have limited publicly-available benchmarks or extensive internal employee data, and whether you have descriptive reporting or advanced predictive analytics.

Workforce planning has become much more challenging with the tides and ebbs of lock-downs, great resignation, hiring, and layoffs within less than 3-5 years since COVID, thus requiring a more strategic view, supported by data and analytics, on potential future scenarios. This topic is for people analytics and SWP in general, not specific to my current organization.

• The connection and difference between strategic workforce planning and operational headcount and budget planning 
• From pre-COVID norms to post-COVID volatility 
• Examples of how data and people analytics can influence workforce plans.

Attendees will learn the similarity and difference between SWP and headcount planning, as well as a few data and analysis examples in SWP across different industries and different parts of HR.