“What I'm describing is that if you start off with a workforce plan, then everything you do from there is actually scenario planning. But if you start off with being like, ‘Hey, we're gonna provide a framework for you to do scenario planning’, then no one even gets the first plan. It’s too esoteric. What we want is for that customer to get that first plan. For example, on a Monday the data comes in, loads, gets processed, then on Tuesday they actually have a plan. Now they’re modeling their plan through scenario planning behaviors; and if they don't have those behaviors (yet), they still have a really good plan. This is better than what they’d do if they were throwing paint or spaghetti against the wall.

The second thing is, is that it also allows business managers, directors, and other people leaders to be planners too. This addresses one of the big struggles and frustrations for HR people who are working on it — they have all this expertise in HR, talent, and org dynamics, then they don’t have a means to explore options with the business. Coupled with business leaders, HR can have a really good sense of business and what will help mitigate risk and improve performance. Too often, however, HR is not involved in the planning. This has to change. The risks and costs are too high.”