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Industrial-organizational psychologists increasingly advise organizations on talent planning, executive succession, workplace design, and better ways to ensure the future supply of talent: a suite of practice areas that comprise strategic workforce planning (SWP). This volume provides an overview of SWP, covering best practices across organization types, geographies, and methodologies, and addressing new directions in the field. Contributors share case examples and experience-based insights, spanning the evolution of SWP, best practices for analytics and consulting, maturity models, how SWP can be practiced in large companies inside and outside the United States, in high- and low-growth environments, and when to organize around planning for future tasks vs planning for future roles. As well as discussing changes in the workforce and workplace due to global disruptions like the COVID-19 pandemic and the impact of quickly evolving technologies, this book re-examines what SWP is and can be, how it is conducted, and what impact it can have on individual organizations and beyond.

This book is the second in a series originated with Point Counterpoint in 2012 which addressed the five knowledge areas of HR Strategy and Planning; Leadership Development, Talent Management, Organization Effectiveness, and Building a Strategic HR Function. This book contains 16 sets of Point Counterpoint debates addressing five key topics at the intersection of People and Strategy:· The Future of HR· Leadership and Talent Development· Performance and Potential Management· Organizational Design· Organizational Purpose and Health Each set of articles has a Learning Guide for the development of teams in organizations (think'lunch and learn'sessions) or students in classrooms (think a complete syllabus and facilitated lesson plan). The Learning Guides are structured as follows: Discovery Questions: What are you dealing with in your organization today that relates to this content area? Selected Facts: What new facts that were presented got your attention? Key Discussion Points: What were the key points being made in this presentation? Review of Solutions: Identify two to three big ideas worthy of exploring in your organization. Identifying the Paradox: How is it that a solution appropriate for yesterday's organization is no longer valid? Consider how very different perspectives might be correct given different situations. Learning Outcomes: What one new piece of information did you learn that will be important to you in the future? More than 90 authors, consultants, academics and practitioners contributed and many of our profession's strongest Thought Leaders are represented (e.g., John Boudreau, Allan Church, Daryl Conner, Jay Gailbraith, Eva Sage-Gavin, Robert Hogan, Aaron Hurst, Amy Kates, Greg Kessler, Bob Rosen, Noel Tichy, and many others). The Perspectives: Point Counterpoint feature in the HRPS People + Strategy journal was started with an understanding that in the strategic arena of HR there often is no one'right answer,'and that proper solutions evolve from the straightforward presentation of facts and various points of view. It is in this context that we offer up this second Point Counterpoint series.