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By Robert M. Emmerichs

Describes a user's advisor for individuals engaging in crew making plans.

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Extra resources for An Operational Process for Workforce Planning

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9 Continuation rates, hiring rates, and transition rates between states (for example, from the state of having a bachelor’s degree to having a master’s degree) represent flows. Data as flows are generally less available than data as stocks, and they are more difficult to collect. ). ). The value of such estimates lies in making them explicit—and thereby subject to inspection and eventual validation or modification. So workforce planning relies heavily on data. However, the lack of a complete set of data (stocks and flows) should not prevent the organization from conducting workforce planning.

2If an organization does not have a strategic plan or other expression of strategic intent, it must develop such a plan separate from the workforce planning process outlined here and before proceeding any further. 3The actions or activities the organization commits to carry out the strategic plan also require resources, but that is a different issue. A Process View: Four Steps to Workforce Planning 33 answer the questions, What kind of workforce is needed to ensure capable products? Is a different kind of workforce needed to ensure affordable or timely products?

Their role is critical. They • translate higher-level direction into clear guidance for line organizations • integrate the results across business units and larger organizational entities and tailor the business case for change for the higher levels 45 46 An Operational Process for Workforce Planning • support the results of workforce planning at the lower levels.

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