The Workforce Planning Institute’s 2023 Strategic Workforce Planning Conference in Melbourne took place in December. This brought together a passionate group of like minded professionals, all with a common interest to explore how we might ensure we support our organisations to align business and workforce strategies to execute their priorities now and into the future.
A fantastic opportunity to connect, learn and dream about what is possible.
Personally, I was blown away at the progress that has been made in the past 12 months and the maturity of this emerging function.
The diversity of presentations provided a comprehensive range of insights. Below are a few of the key points I found most interesting. It was very difficult to keep this to a minimum.
Sally Capp AO, Lord Mayor of Melbourne
Designing for liveability to attract and retain a skilled workforce, particularly in growth areas such as education, health and innovation.
Vaughan Sheehan and Amanda Lovelock, BHP
Developing workforce plans that will be executed by the business by ensuring implementation budget exists, collaborating with subject matter experts and doing most of the ‘heavy lifting’ themselves.
Kanella Salapatas, QBE
Taking a holistic approach, piggy backing off business planning process and leveraging what is happening already and utilising data to develop a strategic workforce plan that is driven by the business, not HR.
Tony Hindmarch, Airforce and RAAF
How the Airforce achieves a sustained approach to strategic workforce planning that is feasible, achievable and affordable that saw continued recruitment throughout the pandemic, ensuring growth challenges are met now and into the future. Plus, the optimistic suggestion of a National Approach to workforce planning to grow capabilities and avoid cannibalisation. Such a wonderful dream Tony.
Susie Custerson, SEEK
Considering the future, how work will be done, critical roles and skills, technology’s role in creating jobs and how we utilise the abundance of data to meet business needs. Hybrid work is here to stay with ‘work from home’ being the highest searched parameter on their platform. A bottom-up approach to SWP through top-down sponsorship that is conducted quarterly rather than annually. Working collaboratively with the business to focus on ‘pace over perfection’.
Jennifer Dobell and Rebecca Meynell, Victoria Department of Health
Conducting SWP in a complex environment with limited funding. Analysing data to determine the 15 critical roles that will be in short supply, anticipating pain points and developing new models to optimise the workforce.
Adam McKinnon, Reece Group
Understanding business problems to develop algorithms that can synthesize complex information and find patterns in data and find creative solutions.
Dr Damian Oliver, Assistant Secretary (Workforce Futures), Jobs and Skills Australia
Explaining Jobs and Skills Australia’s (JSA) role and structure. Sharing key insights from the 2023 JSA Report which outlines the top 20 persistent skill shortages and the 14 opportunities for the Australian workforce and economy.
Melitta Hardenberg, Xero
A phased approach to capability at pace that provides consistency and clarity across the organisation to meet the business need. The design decisions that provided that guardrails, determining proficiency levels and sense making with the business.
Sadhana Bhide, Faethm by Pearson
Ensuring SWP aligns with business strategy and finding a balance between purpose, process and perspective. Calculating the return on investment of the 6Bs to engage business leaders and make more effective decisions that supports corporate sustainability, organisational culture and employee engagement. An unexpected link to Barbie.
Sarah Rogers and Maivi Nguyen, Deloitte
The challenge of finding the right questions to ask to solve the right problems. Exploring how the world of work is changing and what people are seeking to ensure climate readiness. Prioritising learning and internal mobility. Developing scenarios that stretch thinking across different time horizons. The growing need to determine how to record skills in portfolio careers. Leveraging technology for competitive advantage.
Sue Chamberlain-Ward, Sarah Logan and Jess Murphy
Opportunities for SWP in early learning, how we might change societal views on the profession, strengthen education pathways, provide wrap around support and build the pipeline into this critical sector. The limited skills and capabilities for SWP and the need for tools that can be applied at a local level, similar to aged care. The potential impact of policies such as skilled migration to fill gaps.
Thanks Nick Kennedy for organising an amazing two days and for encouraging ongoing connection.
