Eight myths about strategic workforce planning

Given the challenges facing the public sector – difficulties recruiting the right talent, a competitive private sector labor market and a swell of retirements – now is the time to consider a strategic approach to workforce planning.

To dispel common misunderstandings and encourage a fresh, manageable approach, we explore the top eight myths surrounding strategic workforce planning as it pertains to the public sector.

1. The perfect candidate is the direct report to the vacant position

Though the historical norm, this approach significantly limits both your organization’s talent potential and flexibility. Strategic workforce planning is meant to build and cultivate a pool of candidates, rather than a 1:1 positional expectation. By expanding your internal candidate pool across departments and divisions, usually based on core competencies, you maximize your talent potential while building flexibility into your workforce planning.

2. Workforce planning is all about cherry-picking and selecting management’s favorite employees for development

Building off the point above, it’s important to remember you’re not simply seeking to fill vacancies (or potential vacancies). At its core, strategic workforce planning focuses on employee development and training to create a pool of internal candidates. It’s about proactively identifying high potential employees (regardless of current vacancies or managerial favoritism) and investing in meaningful training and development opportunities to help both the employee and the organization thrive.

3. Good talent is easy to spot and the “cream will rise to the top”

At best, this is wishful thinking. At worst, it could cripple your organization’s long-term health. Finding, developing and maximizing talent potential requires intentional effort, including:

• identifying high potential employees, particularly those who are quieter, less confident or come from non-traditional backgrounds commonly associated with their field
• acknowledging personal biases and blind spots as a supervisor or manager
• providing meaningful training and development opportunities to close skill and knowledge gaps
• recognizing gaps between your current available workforce and future job requirements