Abstract
Workforce planning remains an underutilized and appreciated process in the HR armamentarium, and yet the need for strategic workforce planning and execution of workforce plans has never been greater as organizations, be they public or private, operate in more turbulent environments and confront the twin challenges of competing for key skills and talents and of containing payroll costs. Here, the causes of workforce planning inertia are examined, as are examples of promising, if not yet widely adopted, best practices. Finally, the author introduces an integrated model he has been developing that forges stronger links between workforce planning and management of the employment framework itself. The model, which is still a work in progress, is applied to the particular challenge of managing the aging workforce.
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