Strategic Workforce Planning
Plan for the capabilities your strategy will need.
Bring your people data together into a picture unique to your organization. See the talent you have today, where it falls short of what’s ahead, and who inside your organization can close the gap.
Capability vs. future demand
Illustrative example
Data literacy
−40
Change leadership
−22
Clinical operations
+5
Strategic thinking
−20
Coaching others
−10
Bars show the share of required roles currently filled by people with demonstrated strength in each capability. Sample data, not client results.
What we solve for you
From the people you have to the organization you need
STAGE 1
Understand your current state
Build a clear view of skills, demographics, engagement, capacity, and structure, drawn from the data you already collect.
STAGE 2
Identify the gaps
Compare today’s talent against the capabilities your strategy will demand, role by role and team by team.
STAGE 3
Redeploy from within
Use talent data to find people who can grow into critical roles, so you close gaps before you hire for them.
The Performance Framework
Four conditions every role needs to perform
Performance happens when four conditions line up. Two come from the organization: what the culture permits and what the role requires. Two come from the individual: what they are able to do and what they are driven to do. A workforce plan that accounts for all four is far more likely to hold up.
Organizational
MAY
Culture and permission
What the culture allows and encourages, including room to take on new work, try, and learn.
Will our culture support people moving into new roles and stretching into new capabilities?
Informed by employee engagement and experience data, team structure
CAN
Skills and capability
What a person is able to do today, and their capacity to build new skills.
Do our people have, or can they develop, the capabilities future roles will require?
Informed by BrainsFirst cognitive skills, 360 feedback competency ratings
Individual
MUST
Explicit expectations
What each role is clearly expected to deliver and the capabilities it requires.
As our strategy shifts, what will each role need to deliver, and how will that change?
Informed by STYR job descriptions, Manager Check-In performance ratings
WANT
Drives and motivation
What energizes a person and the kind of work they are naturally drawn to.
Will the people we move into these roles be motivated by the work they involve?
Informed by TMA Talent profiles
where all four meet
Strategy resets MUST
New strategic priorities change what roles require. Planning starts by defining those future expectations clearly.
Gaps live in CAN and WANT
Comparing future requirements with individual capability and drives shows where gaps are real and who could close them.
MAY decides if moves stick
Internal redeployment works best when the culture gives people permission to grow into a new role.
Stage 1 · Your current state
One picture, built from several sources
Most organizations hold pieces of this data in different places. We connect what describes the role with what describes the person, so you can see fit, capability, and performance side by side.
Skills
Demographics
Engagement
Capacity
Structure
Job descriptions with STYR
Develop consistent job descriptions and a clear job architecture, so every role states the capabilities it actually requires.
Role matching with TMA Talent profiles
Match role requirements to individuals based on what drives them and where their natural talents lie.
22 drives · 44 talents · 53 competencies
Cognitive skills with BrainsFirst
Measure cognitive skills to understand capacity for learning and growth in new or more complex roles.
360 feedback competency ratings
See how colleagues experience each person’s strengths, using ratings tied to a defined competency library.
80 competencies · 320 mapped behaviors
Ratings from Manager Check-In
View performance review ratings captured through regular check-ins between managers and employees.
Stage 2 · Find the gaps
Know where today’s talent falls short of future demand
Once role requirements and individual data sit in the same picture, gaps stop being a guess. Planning conversations shift from headcount to capability.
Which capabilities will we need more of?
Tie future roles to the competencies and skills they require.
Where is our bench thin?
See which critical roles depend on too few people with the right strengths.
Which teams are stretched?
Read capacity and engagement together to spot risk before it shows up in turnover.
Is our structure ready?
Check whether spans, layers, and role design support where the business is going.
Stage 3 · Redeploy internally
Close gaps with the people you already have
Internal moves are faster than external hires, and they keep institutional knowledge in the organization. The Performance Matrix compares demonstrated competency with aptitude to show where development will pay off and where a different role may be a better fit.
The strongest redeployment candidates often sit in the upper left: people with high aptitude who haven’t yet built the competency. That’s where development investment earns the best return.
Aptitude →
Best development ROI
Invest and Develop
High aptitude, lower competency. Prime candidates to grow into new roles.
Use and Enhance
High aptitude, high competency. Your ideal fit for critical roles.
Avoid Pitfalls
Lower aptitude and competency. Consider a role that suits their strengths.
Control Risks
High competency, lower aptitude. Strong today, with risk of burnout as demands grow.
Competency →
Get started
See your workforce the way your strategy will need it.
Start with the data you already have. We’ll help you add the pieces that matter most for your plan, and you can mix and match the tools that fit.
Role requirements
STYR job descriptions
Individual fit
TMA Talent profiles
Capability
BrainsFirst cognitive skills · 360 competency ratings
Performance
Manager Check-In ratings