Agile workforce planning is as much about managing relationships as it is managing processes
每个业务职能都急性取决于其劳动力。劳动力计划不再仅仅被视为“人力资源任务”，而是整个组织的协作努力，人力资源扮演着核心角色。
大流行的持久教训是，我们甚至不再让一个有力的经济使我们对我们生产和消费的所有东西或使我们能够两者兼而有之的错综复杂的供应链使我们感到自满。一切似乎都更加脆弱，但是一旦发现，漏洞也会揭示新的机会。
Specifically, the pandemic exposed how dependent business organizations are on other organizations within their ecosystems, and how well business functions within the same organization are connected and how much they depend on one another. The need to rapidly adapt and respond in a uniquely volatile environment has forced managers to think beyond the narrow definition of their own business functions. They must now take a broader perspective about how they interact with other business functions to adopt new processes, make accurate forecasts, course correct, and ultimately contribute to overall organizational agility.
每个业务职能都急性取决于其劳动力。Consequently, workforce planning is no longer regarded as simply “an HR task” but rather a协作努力在整个组织中，人力资源扮演着核心角色。劳动力计划要求人力资源在其他业务职能中指导他们的同龄人，而不是劳动力计划主要是人数总数计划，其中仅评估财务影响。它还使人力资源能够使整个组织的领导者成为人力资源战略领域的合作伙伴，例如劳动力敏捷性，劳动力优化，劳动力可见性，公平性以及多样性和包容性。亚搏彩票手机版免费下载通过认真管理流程和关系，成功地将众多利益相关者汇总在劳动力计划中。
传统上，包括人力资源在内的每个部门都管理自己的交易系统，自己的数据收集，分析和报告活动。但是，劳动力计划需要几个部门进行合作，使这些联系通常会产生摩擦，从而减慢计划过程并降低组织敏捷性。HR遇到的三个最常见的摩擦点是与财务，IT和业务线经理有关。
HR and finance: Two distinct notions of what it means to add value
大部分的人力资源和财务茎之间的摩擦from historically dissimilar perspectives about how workers should be reckoned. For finance, workers are costs to be contained, while for HR, they are people to be managed. Because finance controls the money stream, it has far more leverage regarding major workforce decisions, and puts HR in a longstanding position of having to quantify the value of the workforce according to financial terms.
财务和人力资源现在发现自己必须解决相同的问题：我们对客户及其行为的真正了解如何？我们愿意下注多少？我们如何创建客户价值，如何转化为业务价值？我们的劳动力是否处于最佳位置？此外，财务越来越全神贯注于增长利润率，推动增长和整体管理风险。由于劳动力缺陷而无法按时交付商品和服务的危险不是抽象的，尤其是在大流行击中的部门中。
人力资源和财务还必须与越来越多的劳动力抗衡，以更少的措施做更多的事情，需要额外的培训和支持。在人力资源和财务在计划和预算方面合作以改善入职，参与和培训的环境中，人力资源可以为财务提供更深入的了解招聘和工人更换的总成本以及可能影响关键金融指标的组织绩效成果的范围。这些可以帮助更好地告知组织变革计划，并确保它们是由对所有成本维度的共同理解所驱动的。
人力资源和IT：数据Frenemies
HR technology implementations, configurations, and integrations are infamous for being patchworks of enterprise, point solutions, and spreadsheets. From a time-management perspective, it’s a hefty load for HR and IT teams to pull together data, usually of questionable quality and completeness, from disparate systems, cleanse and structure it into a usable format, and then distribute it all to managers.
The partnership that HR and IT have worked so hard to develop gets strained. No matter how many clever hacks anyone can call upon, the process is not easily repeatable, and mistakes in data require complete cycles to correct. The whole purpose of agile planning gets defeated by the lack of agility to stand up plans.
人力资源和企业线经理：“告诉我我在这里看什么”
Line-of-business managers know their department’s operations inside out, and it’s often presumed that their line of sight extends just as keenly to their portion of the workforce. As a result, they are dealt into the planning process well after the initial stage, given partially refined data and a list of tasks, but little context or guidance.
尽管如此，他们坚持不懈。很好地了解劳动力数据，可以在与同伴会议上充满信心地讨论它，给经理带来了很高的认知负担。他们花费大量时间试图理解数据，验证来源以及对数据有效或相关的判断。最终，他们必须自己构建整个图片，讲述自己的故事，并希望它最终成为正确的故事。
中心球员
没有其他业务功能比人力资源更具企业的影响，也没有人是劳动力规划中的岛屿。人力资源部处于独特的位置，可以通过在计划负责人（财务），数据和系统提供者（IT）和关键最终用户（企业界经理）之间形成有效的联络来缓解摩擦。无论是以自己的能力行事还是作为业务职能之间的经纪人，人力资源确实会影响许多其他团队，组织和部门，最终会影响人力资源规划和整个组织。