Change Management for Workforce Planning - The Workforce Expert

Since my last post, a number of people have asked about the journey to get to where workforce planning actually changes decision-making. A number of those who asked have workforce planning in place, but aren't seeing that change as of yet. In talking with these folks, there were a number of common themes that I thought were worth mentioning.

Probably the most common issue that I see is the "build it and they will come" mindset. Planners spend a great deal of time ensuring they have the right analysis and getting it out to key stakeholders with the assumption that they will understand the utility and application and begin to make better decisions. Even with well-intentioned decision makers with an inclination towards numbers, this is rarely the case. Like when you first started looking at workforce planning data, decision makers need time and coaching to help them understand things like:

1) What does this data mean?

2) What things should I act upon and what things should I just watch?

3) How do I know if I am better or worse in a given area than my competitors / industry?

4) What should I do about a given piece of data that looks troubling?

5) How do I know this is accurate enough to make decisions on?

6) What would happen if I changed "x" or "y"?

All of these are common questions / reactions from decision makers and there are many more. While you certainly could put these decision makers through some sort of training class, in my experience there are more effective ways to address these concerns. In many cases, enabling the HR partner that they work with on a regular basis to help them understand, analyze, and determine action plans for the workforce planning data is one of the most effective approaches. It leverages that trust that has been created and helps ensure a more open dialogue - decision makers won't be hesitatant to ask questions that may seem basic, and are more likely to trust what their existing partner has to say (assuming that credibility and trust have already been built).

Another way to approach it is to give the decision makers the tools to actually "play" with the workforce planning data themselves. This will generally help them build a comfort and will spur them to ask questions that they need to ask. But it should also give them a chance to play with the data and see how different interventions change the results. Of course this can be paired with training and coaching (and is usually more effective when it is).

I have also found that having the leaders (at whatever level you are focusing on) learn together is another effective strategy. Having leadership sessions facilitated by the workforce planners to help leaders understand what the data means and how to use it gives them the chance to come to a common understanding of the appropriate use of this data. And since they are all learning at once, it usually helps form a more open dialogue, rather than them having a fear of asking questions for fear of looking unaware.

Of course some executives are not going to look at or use this data themselves, but are rather going to look for a trusted analyst or other leaders in the organization to help them make sense of the data and determine what actions to take. It is important to know when this might be the case and to partner effectively with those trusted advisors.

Companies can also take the 'stick' approach to driving adoption should they choose. This involves for example mandating that new headcount requests or budget requests be accompanied by supporting workforce planning data, though these usually still require some of the other strategies articulated above.

The most important change management strategy in my experience is one that I have mentioned before - solve a critical business problem with real implications for the business and demand for workforce planning will flow very quickly. When trying to stand up a workforce planning capability, it is important to look for problems that lend themself to this type of analysis and focus on generating solutions that have real return for the business. Demonstrating those results and then using that as a lever to show the value to other decision makers is by far the most successful approach that I have seen.

Many of the traditional change management techniques such as training, communication, and involvement also apply to this type of change. But with workforce planning, you are trying to drive changes in thinking and behavior, so it usually requires a very focused change management approach. The techniques I've described are ones that have worked in many organizations, but it is still important to understand what your organization reacts best to and what really drives change in your specific company.

Source: http://workforceexpert.typepad.com/the-workforce-expert/2012/03/change-management-for-workforce-planning.html

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