One of the key themes from Sapient Insight Group's 2021-2022 HR Systems Survey, for example, was the growth in companies investing in or evaluating skills management software.Ĭontinuing employee resignations and struggles to fill job openings have combined to disrupt many organizations' succession plans. Research shows more HR professionals are looking for technologies that can help with labor forecasting and identifying skills gaps in the ranks. These are bigger, more complex decisions than simply aggregating headcount numbers in an organization, and it represents a big change in how companies need to construct their talent strategies." "You have to figure out where those nurses are going to come from. "Whatever your headcount number is, it's not going to address that growing problem of talent supply and demand," Bersin said. "The technology can analyze data in a way that's much more actionable for today's talent management challenges than just looking at how much headcount you have in a given month."įor example, Bersin said his organization has data showing there will be approximately 2.5 million to 3 million open nursing positions in the next three years in health care organizations. "What the platforms can do is look at large volumes of data about people inside and outside of your company and aggregate that information into groups," Bersin said.
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"Today you need much more than numeric or headcount data for good workforce planning."īersin said providers of talent intelligence platforms include vendors Eightfold, Beamery, Gloat, SkyHive and a number of human capital management technology suite providers who offer products like skills ontology software that can help identify and verify capabilities in the internal workforce.
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"Organizations are realizing they don't just need to know the number of heads in the company they also need to know the current inventory of skills available in the workforce, how to resolve continuing labor supply and demand issues, and what their leadership pipelines now look like," said Josh Bersin, a HR analyst and CEO of the Josh Bersin Academy in Oakland, Calif. Some are turning to talent intelligence platforms for tools that can provide greater visibility into current capabilities of the workforce, identify skill "adjacencies" in workers that might allow them to be redeployed into open positions and build succession management plans for roles throughout the company, not just at the top executive level. While such planning remains essential for HR and talent leaders, many are finding they need new and richer types of information to address pressing challenges like continuing labor shortages, uncertainty about available skills in their own workforces and succession management plans upended by the Great Resignation. Workforce planning has long involved using spreadsheets to create an accurate employee headcount based on projected financial metrics.
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