A FRAMEWORK FOR DEVELOPING

WORKFORCE STRATEGY

LET’S START WITH A HISTORY LESSON

How do you navigate the complex and unpredictable?

SEGMENT

SEGMENT

Boudreau and Ramstad, Beyond HR, 2007

ANALYSE

HR Analytics

HR Analytics

Big Data

ANALYSE

ANALYSE

CORRELATION DOESN’T IMPLY CAUSATION.

BUT SOMETIMES THAT’S OK.

� Strawberry Pop-Tarts before a Hurricane

� Pregnancies

� Flu Outbreaks

ANALYSE

� Strawberry Pop-Tarts before a Hurricane

� Pregnancies

� Flu Outbreaks

ANALYSE

ANALYSE

ANALYSE

ANALYSE

WHAT PROPORTION OF CURRENT

EMPLOYEES ARE AT RETIRMENT AGE?

ANALYSE

What?

So What?

Now What?

EXPLORE

Adapted From: Joseph Voros, A generic foresight process framework (2003)

Possible: What Might Happen?

Plausible: What Could Happen?

Probable: What is Likely to Happen?

Preferable: What do we Want to Happen?

EXPLORE

Sources: New York Times, Epoch Times

EXPLORE

EXPLORE

Environmental Scan

Risk Assessment &

Prioritization

Scenario Planning

TARGET

Possible: What Might Happen?

Plausible: What Could Happen?

Probable: What is Likely to Happen?

Preferable: What do we Want to Happen?

PLAN

Three Laws and Principles to guide you:

Joy’s Law

Parkinsons Law

Hofstadter’s Law

ACTIONAND

MONITOR

@alexhagan

@hellokienco

www.kienco.com.au