You can involve HR and managers in strategic workforce planning by making them joint owners of the process from the outset, with clear roles, shared objectives and practical tools that support collaboration. This works best when workforce planning is not seen as an HR task, but as a shared responsibility that contributes directly to the organisation’s results. In this article, we answer the most frequently asked questions about how to put this collaboration into practice.
Why do HR and managers often lose interest in staff planning?
HR and managers lose interest in workforce planning because there is no link between strategic objectives and day-to-day practice. HR sometimes views workforce planning as an abstract process with no direct operational impact, whilst managers see it as extra paperwork on top of their regular duties. Without a common language and a clear objective, the process quickly loses support.
A common sticking point is that HR and managers operate from different perspectives. HR thinks in terms of organisation-wide trends and the long term, whilst managers are focused on the short term and the specific needs of their team. This gap leads to miscommunication and a feeling that workforce planning is of little benefit.
In addition, time constraints play a major role. Managers have busy schedules and do not always immediately recognise the benefits of planning meetings. If staff planning does not tie in with their day-to-day challenges, they tend to put it on the back burner. The solution, therefore, starts with demonstrating the direct added value for both parties.
What is the role of HR compared to that of line managers in strategic workforce planning?
In strategic workforce planning, HR plays a facilitating and framework-setting role, whilst line managers are responsible for translating this into practical terms for their teams. HR maps out the organisational strategy, identifies trends and provides the methodologies and data. Managers translate these insights into specific development needs and talents within their department.
In practical terms, this means that HR is responsible for:
- Establishing a planning and development process that aligns with the organisation’s strategy
- Providing tools and data for talent development
- Ensuring consistency and fairness in the process
- Identifying organisation-wide patterns and risks
Managers contribute by:
- To identify the ambitions and capabilities of their staff
- To conduct and document development reviews
- Providing feedback to HR on insights from the workplace
- Actively encouraging staff in their development
The strength lies in the combination: HR provides the framework and the tools, whilst managers contribute their knowledge of people and operations. Together, they form the basis for a staff planning system that really works.
How do you build support for staff planning amongst managers?
You can build support for strategic workforce planning amongst managers by linking planning activities directly to their own challenges and objectives. Managers will get on board when they see that workforce planning helps them achieve better team performance, not when it feels like an obligation imposed from above.
Practical steps to build support:
- Start with their questions: Ask managers what challenges they face in terms of talent and capacity. Tailor the planning to address those specific concerns.
- Make it visible: Demonstrate how staff planning helps to achieve team objectives. Concrete examples work better than abstract models.
- Keep it manageable: Introduce staff planning gradually and avoid overwhelming staff with too much information or too many forms all at once.
- Four successes: Highlight what is going well as a result of effective staff planning. Positive experiences boost motivation to carry on.
Managers who find that staff planning makes their work easier naturally become advocates for the process. That is more valuable than any policy document.
What tools and methods support collaboration between HR and managers?
Collaboration between HR and managers on strategic workforce planning is supported by tools that provide insight into employees’ talents, capabilities and development needs. Effective methods combine data with one-to-one discussions, ensuring that decisions are both well-founded and people-centred.
Scientifically-backed tools such as the BrainsFirst methodology use online brain games to identify employees’ natural talents and cognitive behavioural preferences. This provides HR and managers with a shared, objective basis for discussions about development and employability. Rather than relying on assumptions, both parties base their approach on concrete insights.
Other methods that strengthen cooperation:
- Competency profiles: A shared glossary of desired competencies for each role makes it easier to conduct development reviews
- Staff planning meetings: Structured consultation sessions in which HR and managers discuss staffing and development together
- Dashboards and overviews: Visual tools that provide both parties with an overview of current and target staffing levels
- Tailored development plans: Individual plans that align with both the employee’s ambitions and the organisation’s needs
When is the right time to bring HR and managers together around the table?
The right time to bring HR and managers together to discuss strategic workforce planning is at the start of a new planning cycle, when organisational changes are taking place, and at fixed intervals throughout the year. Don’t wait until a problem arises, because proactive collaboration yields better results than reactive adjustments.
Specific situations in which joint consultation is most valuable:
- Start of the year or quarter: Agreeing on team objectives, staffing levels and development needs for the coming period
- Following strategic decisions: When the organisation takes a new direction, HR and managers must work together to determine what this will require of the team
- In the event of growth or contraction: Changes in team size require joint consideration of recruitment, career progression and development
- Evaluation moments: Halfway through and at the end of the year, to reflect on what is working and what needs adjusting
Scheduling regular meetings ensures that staff planning becomes an ongoing process rather than a one-off exercise. Regularity builds trust and makes collaboration increasingly effective.
How do you assess whether the collaboration between HR and managers is working?
You can assess whether the collaboration between HR and managers in strategic workforce planning is effective by looking at both process-oriented and outcome-oriented indicators. These include the quality of the discussions, the follow-up on agreements made, and the extent to which employees are actually developing.
Clear signs that the collaboration is going well:
- Managers take the initiative themselves to arrange planning meetings without HR having to follow up
- Development plans are drawn up and followed through, not merely documented
- Staff feel that their ambitions are taken seriously
- HR and managers speak the same language when it comes to talent and development
- The organisation can respond more quickly to changes because it has a clear picture of its capacity and talent
As well as these qualitative indicators, you can also look at measurable outcomes such as the percentage of staff with an up-to-date development plan, progression within the organisation, and staff satisfaction with their development opportunities. Combine both perspectives to get a complete picture.
Review the collaboration at least once a year in a joint meeting between HR and managers. Ask what is going well, what could be improved and what is needed to take the next step. This ensures that strategic workforce planning remains a dynamic process that grows alongside the organisation.
How Nieuwkans helps with strategic workforce planning
At Nieuwkans, we help organisations enable HR and managers to truly work together on strategic workforce planning. We believe that sustainable employability starts with effective collaboration and a bespoke approach – never with a one-size-fits-all solution. Our support is always tailored to the specific situation of your organisation and the people within it.
What we specifically offer:
- Coaching and development programmes for managers to strengthen their role in workforce planning
- Scientifically-backed insights into talent using the BrainsFirst methodology
- Tailored support for HR teams in setting up effective planning processes
- Career development and personal effectiveness for individual staff members
- Support in building consensus and establishing a common language between HR and management
Would you like to know how we can support your organisation? Contact us and we’re happy to help you find the right solution. If you’d like more information about additional development tools and methods, please visit Skillscapers.