Strategic workforce planning helps organisations prevent staff surpluses by gaining a timely understanding of the relationship between available capacity and future staffing requirements. Rather than reacting to changes, you anticipate them proactively. By systematically mapping out talents, roles and development paths, you can guide employees in good time towards positions that truly benefit both them and the organisation. In this article, we answer the most frequently asked questions about strategic workforce planning and sustainable employability.
What are the early warning signs that redundancies may be on the horizon?
Early warning signs of impending redundancies include a structural decline in the volume of work in certain departments, technological changes that are taking over tasks, reorganisation plans in the pipeline, or a growing mismatch between the skills currently available and the direction the organisation wishes to take. The sooner you recognise these signs, the more scope you have to take action.
Specific indicators to look out for are:
- Employees who consistently have less work than their contracted hours
- Jobs whose nature is changing as a result of automation or digitalisation
- A growing discrepancy between the current workforce composition and the organisation’s strategic direction
- High staff turnover in specific teams or departments
- Limited opportunities for career progression, which means staff become stuck in their careers
Recognising these signs requires a culture of open dialogue and regular data analysis. Organisations that have this well organised are rarely caught off guard.
How does strategic workforce planning work in practice?
In practice, strategic workforce planning involves comparing an organisation’s future staffing requirements with its current workforce and then taking targeted action to bridge the gap. It is a cyclical process comprising analysis, planning, implementation and evaluation.
In practice, you will usually follow these steps:
- Assess the current situation: Identify the roles, skills and capacity currently available within the organisation.
- Define the future requirement: Link the organisational strategy to specific staffing issues for the next two to five years.
- Identify the gap: Where are there surpluses, shortages or mismatches in knowledge and skills?
- Draw up an action plan: This may involve internal mobility, retraining, recruitment or supporting staff in their transition to a new role.
- Monitor and adjust: Staff planning is not a one-off exercise, but requires regular adjustments.
The success of strategic workforce planning depends entirely on the involvement of both HR and line managers, as well as on open and honest communication with staff.
Which tools help to identify talents and abilities?
Tools that help to identify talents and capabilities include competency profiles, career assessments, feedback cycles and scientifically-based tools such as the BrainsFirst methodology. These methodologies not only identify skills, but also employees’ cognitive behavioural preferences and natural talents.
A combination of qualitative and quantitative methods works best:
- Online assessments and brain games: Tools such as BrainsFirst use cognitive games to provide insight into how a person naturally thinks, learns and works. This reveals talents that sometimes remain hidden during a standard interview.
- Career discussions: Regular discussions between staff members and their line managers about their ambitions, motivation and development goals.
- Competency and role profiles: A clear overview of what the organisation needs now and in the future, set against what staff are capable of and willing to do.
- 360-degree feedback: Insight into behaviour and its impact from multiple perspectives, useful for both personal development and team dynamics.
The strength lies not in any one tool, but in the combination of them. This gives you a complete picture of the person behind the role.
What is the difference between preventing redundancy and outplacement?
Preventing redundancies is a proactive approach that involves investing in staff development and employability at an early stage, so that they continue to meet the organisation’s needs. Outplacement is a reactive support service that is used when an employee leaves the organisation and needs help finding a new role elsewhere.
The distinction is fundamental:
- Prevention: Investing in reskilling, internal mobility and career development before a post becomes redundant. The employee remains in service and grows alongside the organisation.
- Outplacement: Professional support in finding a new job outside the organisation, including coaching, interview training and career advice.
Both approaches have their merits, but prevention is always the preferred option. An employee who receives timely career guidance does not need to leave the organisation. If outplacement is nevertheless necessary, careful support ensures that the transition is positive and dignified for everyone involved.
When should an organisation start planning its workforce?
An organisation should begin strategic workforce planning as soon as a clear organisational strategy for the coming years is in place. In practice, this means: now. The sooner you start, the more scope you have to respond to changes without compromising staff or business continuity.
Many organisations only start planning their staffing when a problem has already arisen. That is understandable, but it significantly limits the options available. It pays to think ahead:
- Start by making an annual strategic workforce analysis a regular part of the HR cycle
- Link staff planning to the wider organisational strategy, not just to the budget
- Ensure that HR and senior management work together to identify trends and risks
- Make staff planning a topic for discussion at all levels, from team leader to director
By 2026, we will see that organisations which have been investing in strategic workforce planning for several years are more agile and better able to ensure the long-term employability of their staff, even in times of rapid change.
How do you involve staff in sustainable employability?
You can engage employees in sustainable employability by actively empowering them to take ownership of their own careers, with the organisation’s support. This means: regular discussions about their ambitions and energy levels, access to development tools, and a culture in which growth and change are viewed positively.
Practical ways to engage staff:
- Personal development reviews: Go beyond the performance review and also discuss what gives someone energy and where they want to develop.
- Understanding your own talents: Give staff access to tools that highlight their strengths and cognitive preferences.
- Encouraging internal mobility: Make it easy for staff to change roles or departments, so that they don’t get stuck.
- Learning as part of work: Make time for learning and development within the normal working week, not just as an extra.
- Tailored support: Every person is different. A one-size-fits-all approach rarely works. Personalised support is tailored to each person’s individual circumstances and goals.
Sustainable employability is not a one-off project, but an ongoing dialogue between the employee and the organisation. When employees feel seen and heard, they are more motivated to adapt to change and invest in their own future.
How Nieuwkans helps with strategic workforce planning
At Nieuwkans, we support organisations and staff at every stage of the workforce planning process. Whether it’s identifying talent, guiding staff into a new role, or setting up a structured development programme, we always take a bespoke approach, putting the individual staff member at the centre.
What we specifically offer:
- Career coaching and personal development programmes tailored to the employee’s ambitions
- Scientifically-based talent analysis using the BrainsFirst methodology
- Support for internal mobility and career changes
- Outplacement programmes for when an employee leaves the organisation, aimed at helping them take a positive next step
- Guidance for employers on sustainable employability and strategic workforce planning
We believe that everyone can shape their own future. Our approach is never one-size-fits-all; it is always personalised. Would you like to find out how we can support your organisation or staff? Contact us and we’re happy to help you find the right solution. If you’d like more information about additional tools for talent development, please visit Skillscapers.