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  • Inside Hearst Networks’ Culture and Profit Revolution: Lucy King & Dean Possenniskie

    Inside Hearst Networks’ Culture and Profit Revolution: Lucy King & Dean Possenniskie
    2026/06/10
    Organizational change is now a constant rather than a phase. Few stories illustrate this better than Hearst Networks’ journey, as shared by Dean Possenniskie, CEO, and Lucy King, Chief People Officer, on this episode of Workplace Stories. Moving from a legacy cable business into a diversified, higher-margin media powerhouse, Hearst proves that reinvention is possible not just for startups but for well-established companies with deep roots and long histories.Hearst, an organization with a legacy and heritage, and a willingness to continually reinvent itself, has adopted the “phoenix” metaphor to frame its transformation. They’ve made hard choices, like closing brands, exiting joint ventures, and even shutting offices, before expanding into new partnerships with giants like Sky, Amazon, Apple, and YouTube. You will want to hear this episode if you are interested in...[07:59] Working in HR during transformations[12:36] Transitioning to full Hearst ownership[18:29] Crafting a purpose statement[21:12] Why it pays to implement a coaching mindset[25:30] Investing in learning and development[32:11] Defining company values and culture[37:08] Improving profitability and growth focus[39:16] Valuing autonomy and trust at Hearst[44:15] Encouraging innovation company-wide[47:14] Balancing governance with creative autonomyCulture at the CoreCulture is often seen as a soft layer, a set of values on a wall, or the flavor of the latest offsite. Dean Possenniskie and Lucy King see it differently: culture had to be the engine of transformation, integral to performance and strategy. One of Dean’s earliest moves was to reposition the people and culture function away from finance, placing it directly alongside the CEO—a signal of culture’s importance as a business driver.The results speak for themselves. While revenues declined 20%, margins grew by more than 40%, and internal workplace surveys saw “great place to work” scores leap from 53% to over 80%. This wasn’t about being “nice,” but about creating a place where people could do their best work, take risks, and feel empowered.Building Change MuscleA core tenet of Hearst’s approach to transformation was empowerment at every level. Lucy describes removing archaic performance systems and replacing them with coaching-centered one-to-ones, helping managers foster a sense of ownership, capability, and resilience in their teams. The organization invested in professional coaching for anyone, at any level, who requested it, a significant commitment, but one tailored for maximum impact rather than blanket sameness.This was complemented with mentoring, leveraging technology to link senior leaders with mentees across the company. This “bottom-up” ethos even shaped their AI and technology adoption: rather than mandating tools from the top, creative, programming, and scheduling teams were given room to experiment and bring forward the solutions that actually worked for them.The Power of Purpose and the “Deal”Change is unsettling, and ambiguity can erode trust. To anchor their people, the leadership spent months articulating a purpose statement—a north star for decision-making and daily work. More boldly, they introduced “our deal,” a written two-way document explaining not just what the company expected from employees, but what employees could expect in return: support, development, and clear direction.Dean describes this as adult-to-adult relationship building. It’s about empowering personal leadership and ownership, backed by transparent communication—even when delivering hard messages or acknowledging failures. As they say, “we learn fast, not fail fast.” Resources & People MentionedAbout - HEARSTLeave Something on the Table: and Other Surprising Lessons for Success in Business and in Life by Frank Bennack The Problem with Change: And the Essential Nature of Human Performance Kindle Edition by Ashley Goodall Understand the network dynamics of culture'Sapiens' by Yuval Noah HarariConnect with Lucy King and Dean PossenniskieLucy King | Hearst Networks EMEA Dean Possenniskie | Hearst Networks EMEA Connect With Red Thread ResearchWebsite: RedThread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
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    52 分
  • How McKinsey Is Rewiring L&D for the AI Age: Heather Stefanski

    How McKinsey Is Rewiring L&D for the AI Age: Heather Stefanski
    2026/05/27
    This week on the podcast, we welcome Heather Stefanski, Chief Learning and Development Officer at McKinsey & Company. We explore how organizations like McKinsey are reimagining employee development for the age of AI, shifting learning into the flow of work, focusing on systems and purposeful apprenticeships, and embedding L&D directly into workflow design. You'll also hear all about the evolving skill sets for L&D teams and the importance of updating how we measure development. You will want to hear this episode if you are interested in...00:00 Integrating development into AI assistants04:49 Heather's role at McKinsey08:32 Developing skills in the workplace16:08 Designing developmental workflows with AI24:56 Understanding skill proficiency levels26:25 Building agentic development solutions30:53 Assessing AI proficiency levels33:18 Future skills focus at McKinsey42:55 AI in performance evaluations53:13 Using AI for feedback and reviewRethinking Language: Why Development Surpasses TrainingOne of the first shifts Heather Stefanski identifies is a deliberate move away from talking about “training” or even just “learning.” Instead, McKinsey centers its L&D strategy on development, a more holistic approach that encompasses formal programs, feedback mechanisms, leadership modeling, and real-time experiences in the flow of work.For McKinsey, development is inseparable from business outcomes, and employee development is critical to the firm’s value proposition. This means McKinsey designs work intentionally to be developmental, combining upskilling, leadership building, and project experiences into a seamless ecosystem.Purposeful ApprenticeshipHeather discusses embedding rituals, such as performance check-ins and feedback sessions, directly into core workflows to build a system grounded in purposeful practices. By standardizing these rituals, McKinsey can even quantify the impact of great teachers on advancement, and L&D becomes part of organizational culture rather than a siloed function.The New Learning Tech StackOne of the most exciting transformations is McKinsey’s ongoing work to blend learning seamlessly into technology-enabled workflows. Rather than relying solely on traditional LMS platforms, McKinsey is embedding learning designers into business teams that are building agentic workflows—AI-powered systems that guide, prompt, and provide real-time feedback as employees work.AI agents are being designed to do more than just increase productivity. Heather emphasizes that agents should also foster professional development by challenging users, prompting reflective questions, and offering immediate coaching. This shift pushes L&D professionals to evolve their skills, requiring fluency not just in instructional design but in data analysis and collaborative workflow engineering.What Skills Do Employees Still Need?As AI tools automate routine tasks, think aligning PowerPoint columns or data cleanup, McKinsey is strategically deciding what to stop teaching, redirecting focus to what keeps the firm distinctive: problem solving, judgment, metacognition, systems thinking, and authentic leadership. Purposeful abandonment of now-obsolete skills is as vital as doubling down on those that matter, ensuring development keeps pace with the shifting demands of knowledge work. Resources & People MentionedLisa Christensen on LinkedIn mckinsey.comCursorCLO Lift Group Connect with Heather StefanskiHeather Stefanski at McKinsey & Company Heather Stefanski on LinkedIn Connect With RedThread ResearchWebsite: RedThread ResearchOn LinkedInSubscribe to WORKPLACE STORIES
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    58 分
  • Challenges and Solutions for Supporting Frontline Teams: JD Dillon

    Challenges and Solutions for Supporting Frontline Teams: JD Dillon
    2026/05/13
    Frontline workers form the massive, beating heart of the global workforce, constituting up to 80% of all employees. But their enablement, experience, and upward mobility often remain quietly neglected. We sit down with J.D. Dillon, author of the upcoming Frontline Enablement Playbook, to dissect the persistent challenges these vital employees face and explore how organizations can better support and empower the often-overlooked deskless workforce.We discuss why frontline managers are structurally trapped, JD breaks down a hierarchy of frontline worker needs, and shares more about the essential role of connection—over traditional training—and why genuinely understanding, not "othering," frontline experiences is key to meaningful change. You will want to hear this episode if you are interested in...[00:00] How organizations support their managers[12:08] Understanding the frontline workforce[28:42] Improving employee retention strategies[36:39] Measuring impact on frontline work[40:33] Inviting in frontline employee feedback[48:40] Challenges faced by frontline managers[52:10] Supporting new managers effectively[57:07] AI tools for frontline employeesUnderstanding the Structural Trap for Frontline ManagersManagers are often tasked with driving outcomes, hitting KPIs, retaining staff, and resolving customer complaints, but can be denied the resources or authority necessary to actually effect change. Everything in organizations is pushed through managers, but the visibility and empowerment of frontline managers is substantially less than that of their corporate peers, making both their influence and recognition of their struggles far more limited. This leads to a burned-out, under-supported middle layer that directly impacts both employee engagement and business performance.Connection Over ContentTraditional strategies for improving frontline performance tend to default to more training or pressuring managers to be the catch-all for corporate initiatives. But this approach is not just incomplete—it may even be counterproductive. Instead of overloading managers with binders and leadership development modules, organizations should focus on fostering connection—especially enabling peer connections among frontline managers at different locations. Meaningful conversations, mentoring, and crowdsourced problem-solving trump content-driven learning. Managers, after all, best learn from each other’s lived realities, not generic directives.The Hierarchy of Frontline NeedsAt the core of Dillon’s framework is a hierarchy of needs for frontline workers:Livelihood – The basic requirement: fair pay and benefits, recognizing that for many, work is first and foremost about economic necessity.Stability – Reliable schedules, clear policies, and the ability to plan life around work.Community – A sense of belonging and connection with coworkers; the knowledge that one’s immediate work environment isn’t built around corporate KPIs, but relationships.Culture and Purpose – The “top” of the pyramid: tying individual roles to broader organizational purpose and values.Organizations often leap to culture-focused initiatives while neglecting the foundational layers. Without addressing pay, scheduling, and daily support first, those higher-order efforts rarely stick.Tensions, Trade-offs, and Small-Scale ChangeFrontline management must constantly navigate tensions such as being tasked with outcomes but denied the necessary authority, being pushed to develop staff but overwhelmed by daily operational issues, and being measured by metrics that don’t always reflect lived realities. JD believes that these tensions don’t have simple solutions; they have to be navigated, not "fixed".Large-scale, top-down changes are rare. Instead, incremental improvements, like investing in small process shifts, removing single pain points for managers, or fostering peer communities, can create real traction every shift. “Every shift counts, small shifts matter,” according to JD. Resources & People MentionedThe Frontline Enablement Playbook by JD DillonSapiens by Yuval Noah HarariConnect with Guest NameJD Dillon’s WebsiteJD Dillon on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
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    1 時間 4 分
  • Transforming Performance Management in the Public Sector: John Barrand

    Transforming Performance Management in the Public Sector: John Barrand
    2026/04/29
    In this episode, we sit down with John Barrand, CHRO for the State of Utah, to discuss an inspiring transformation in public sector performance management. John led a bold effort to overhaul Utah’s performance management system—moving it from a culture of “adequacy” and silence to one focused on learning, growth, connection, and accountability. John shares how he and his team achieved legislative change requiring quarterly check-ins, implemented management training, and shifted the state’s mindset around performance and development. You will want to hear this episode if you are interested in...[01:16] Initial state of Utah’s performance management system[06:23] Value of continuous learning and curiosity in government [10:06] Defining the “why” for performance management in Utah[17:02] Risks and Resistance in Systemic Change[20:06] Quarterly employee check-ins initiative[25:59] Balancing fairness and measurement without alienating staff [34:28] Creation of a system-wide talent mobility program [40:01] Development of incentive structures and bonus allocations [44:22] Sustainability and future of the programPerformance Management is a Sector-Spanning ChallengePerformance management has a notorious reputation, often maligned as bureaucratic and misaligned. These challenges aren’t confined to just the private sector. Public organizations often face a wealth of bureaucracy and challenges that can inhibit transformation, compounded by a cultural tendency towards silence and an adequacy mindset.When John assumed his role in 2021 for the state of Utah, over 70% of employees had an “unknown” performance rating, and only 16% had received annual reviews. The pervasive culture of silence fostered disengagement and suspicion, and performance management, where it occurred, was simply about maintaining adequacy—a relic from nearly a century and a half of defensive bureaucracy.From Compliance to ConnectionThe first pivotal move was defining purpose. Clarity on the “why” behind performance management is crucial. For Utah, the why was growth: enabling employees to learn and grow while retaining top talent—shifting away from the punitive roots of performance management. As John says: “Employees don’t want feedback, they want connection. They don’t want evaluation, they want attention”.One of the new steps John took was to require quarterly check-in conversations with all employees. The effect was transformational: from just 16% of employees having annual reviews to 89% participating in four quarterly check-ins within the first year. This regular cadence broke the culture of silence, making communication a legal and cultural imperative.Overhauling the System: What ChangedWhere most organizations tinker at the edges, Utah’s public sector embraced bold, structural change. They implemented legislation for conversations, which included quarterly check-ins and annual reviews, demonstrating a high-level commitment to improving performance management.Only 30% of managers previously had any training, and now, over 87% have been developed in crucial skills such as feedback, resilience, and collaboration. Utah also funds performance management by reallocating cost-of-living adjustments and introducing performance-driven bonuses. Goals now consist of both output-aligned objectives and developmental “how” objectives, pushing employees to reflect on and improve their impact.Evidence of a Transformed CulturePerformance conversations have become increasingly meaningful. The organization saw a 40% increase in first-year exits for cause—not a sign of ruthless weeding out, but of identifying and addressing performance issues sooner, thereby improving overall health without a drop in retention. High-potential (HIPO) employee retention rates rose 16% above the general population, and newly calibrated bonus systems rewarded and motivated top talent. Utah’s success has garnered attention from major institutions—including Harvard and the London School of Economics—looking to distill lessons from its model. Resources & People MentionedUtah Governor's OfficeUtah LegislatureHarvard UniversityLSE HB0104GRIT Initiative Connect with John BarrandJohn BarrandConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
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    50 分
  • Designing Future Narratives in a Changing Workplace: Lisa Kay Solomon and Jeffrey Rogers

    Designing Future Narratives in a Changing Workplace: Lisa Kay Solomon and Jeffrey Rogers
    2026/04/15
    In this episode, we welcome Lisa Kay Solomon, designer-in-residence at Stanford's d.school and host of the "How We Future" podcast, and Jeffrey Rogers, principal of Learning and Facilitation at Radical and co-founder of Projectory. We discuss why foresight—the ability to anticipate and design the futures we want—is everybody's job, not just the domain of senior leaders or specialized futurists. They challenge the idea that organizations operate on an "official future" built from unexamined assumptions, and explore how narrative shapes both our approach to work and our readiness for rapid change, especially in the face of AI disruption. You will want to hear this episode if you are interested in...[00:00] Rethinking future-focused leadership[03:39] HR's evolving role in shaping the future[07:18] Understanding contested narratives and the potential to challenge them [21:50] The importance of adopting futures thinking through broad learning across multiple perspectives[25:47] Strategic foresight and future practices[35:13] Rethinking knowledge and learning priorities[39:21] Reflecting on AI adoption barriers[47:08] Helping leaders develop future-oriented skills[51:14] Looking ahead to the futureThe Leadership Muscle We Forget to UseOne of the most powerful ideas to emerge from the conversation is that of foresight as a "leadership muscle." Most leaders are trained and incentivized to focus on quarterly results and annual plans. The urgent often squeezes out the important, leaving little room for the kind of long-term, strategic thinking that anticipates disruption rather than simply reacts to it.Foresight isn't someone else’s job—it's every leader's job. Yet, most organizations have let this muscle atrophy. Through scenario planning and immersive exercises like those facilitated at last year’s Summit, the hosts argue that HR and organizational leaders can rediscover the collective ability to inquire, imagine, and influence the future, rather than endure it.Challenging the "Official Future" and the Power of NarrativeEvery organization operates on an "official future," a set of unspoken assumptions about what tomorrow holds. In stable times, these guiding narratives are rarely questioned. But when the world is in flux, from technological disruptions like AI to geopolitical shocks, such narratives become vulnerabilities.Leaders, especially in HR, have a responsibility to both recognize and challenge prevailing stories about the future. Wherever there’s a narrative, there’s also the possibility for a counter-narrative, and organizations need to cultivate the skill of holding multiple possible futures in mind, letting diverse perspectives inform strategic choices rather than defaulting to inherited assumptions.Building Organizational Foresight: Tools, Skills, and CommunityThe value of events like the Red Thread Summit lies in three core takeaways: the experience of stepping back to envision the future, a toolkit of practices that can be applied immediately, and the creation of a community dedicated to learning and experimentation.There are three critical skills:Recognizing the narrative: Are you taking assumptions as fact, or seeing them as just one possible story?Crafting your own narratives: Are you able to articulate clear, alternative futures?Communicating vision: Can you equip others to see and believe in those visions?Perhaps nowhere is the need for foresight and narrative-shaping more acute than in the realm of AI and automation. Today’s leaders are under immense pressure to adopt and justify new technologies, to navigate uncertainty, and to avoid being blindsided by change.A key theme is the emerging digital (and AI) divide: those who are experimenting, learning, and shaping technology are pulling ahead, while those waiting for certainty risk being left behind. Learning, experimentation, and cross-pollination are essential. Creating the Conditions for Resilient FuturesRather than chasing after blueprints or one "correct" answer, try to cultivate a design mindset: creating organizational conditions in which new ideas and approaches can flourish. This means expanding our definition of leadership to include not just the preservation of knowledge, but the nurturing of curiosity, experimentation, collaboration, and adaptability. Resources & People MentionedPeter DruckerArticles by Lisa Kay Solomon Pascal Finette on LinkedIn Implications WheelView from the Future at Stanford d.school Hazel HendersonConnect with Lisa Kay Solomon and Jeffrey RogersLisa Kay Solomon on LinkedIn Jeffrey Rogers on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
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    53 分
  • How Workplace Culture Shapes Business Success: Ron Storn

    How Workplace Culture Shapes Business Success: Ron Storn
    2026/04/01
    This week, we’re sitting down with Ron Storn, Chief People and Culture Officer at Truckstop, to discuss culture—how it forms, who owns it, and how it scales in growing organizations. We explore the relationships between systems, processes, and cultural values, and discuss signs of cultural breakdown and the keys to recovery. We also discuss how AI is reshaping workplace dynamics, hiring practices, and performance management, and Ron offers practical, research-based insights and strategies for understanding and supporting positive workplace culture. You will want to hear this episode if you are interested in...00:00 How company culture is formed09:19 Building strong HR and leadership systems11:54 Creating a positive culture for business success18:59 Scaling and preserving company culture22:53 Defining team behaviors and principles29:26 Aligning culture with decision-making32:13 Signs of a broken workplace36:50 Challenges with management and team culture41:45 Advantages of remote vs in-person work44:56 AI's impact on workplace cultureDefining CultureSome companies treat culture as little more than a list of values on the wall, disconnected from the day-to-day decisions and actions that define what it’s really like to work there. Ron believes culture is best understood as a set of shared behaviors, decision rights, and expectations to determine how a company actually executes its strategy when no one is watching. It’s how decisions are made, how people are hired or rewarded, and how work gets done when leadership isn’t in the room.In smaller organizations, culture often starts with a clear vision or set of norms, and systems are built around it. As organizations scale, systems and practices increasingly shape (and sometimes reshape) the prevailing culture, the challenge is finding ways to make culture systemic, woven into processes, rewards, and leadership behaviors, so that the company’s values endure as it grows.Who Owns Culture? Leadership, HR, and SystemsWhile HR is often perceived as the “owner” of culture, Ron believes it should be a shared responsibility, with ultimate ownership being at the very top. CEOs and founders define and embody desired cultural norms, while executive leaders model and cascade those norms through decisions and behaviors. HR’s role is to craft the mechanisms for how people are hired, evaluated, and developed to reinforce the company culture at scale. If only HR champions culture while leadership pays lip service or models different behaviors, culture will break down. Everyone, especially managers, must reinforce and live the culture for it to endure.Signs of Cultural Erosion and How to RecoverWhen culture unravels, it’s usually a gradual process, increasing decision friction, high performers becoming disengaged, and inconsistent behaviors creeping in across teams. If left unchecked, the result is a loss of trust, bureaucracy, and top talent walking out the door.Recovery is possible, but it needs radical transparency and recommitment.Ron recommends that organizations in crisis go back to their roots and principles, engaging teams in candid conversations about what must change. Leaders should model vulnerability, drive clarity on decision-making and expectations, and ensure every manager is accountable for rebuilding the cultural fabric. Resources & People MentionedTruckstop.com Connect with Ron StornRon Storn on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
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    56 分
  • A Culture of Development at the Federal Reserve Bank of New York: Jenna Filipkowski

    A Culture of Development at the Federal Reserve Bank of New York: Jenna Filipkowski
    2026/03/18
    On this episode, we’re with Jenna Filipkowski, the Head of Learning and Development at the Federal Reserve Bank of New York. With a background in organizational psychology and research, Jenna brings a fresh, outsider perspective to the world of L&D, challenging traditional approaches and driving innovation within the unique environment of the Fed.We discuss the importance of team development over individual learning, the shift from self-directed "Netflix of learning" approaches to more guided, in-person experiences, and the crucial role of branding and communication in building credibility for L&D organizations. You will want to hear this episode if you are interested in...00:00 Team-based learning evolution05:06 Improving the workforce experience07:59 Embracing opportunity in HR leadership15:46 Team coaching as facilitation19:56 Aligning learning with business goals25:40 In-person vs. virtual leadership training33:12 Improving organizational learning through data37:46 Cohesive branding and storytelling40:20 Leadership accountability and developmentFrom Individual Focus to Team DevelopmentHistorically, L&D programs have targeted individual upskilling and career navigation. At the Federal Reserve Bank of New York, Jenna Filipkowski is pioneering an approach grounded in 6 Team Conditions, a research-backed model that moves beyond one-off workshops.Her Energize program uses diagnostics, assessments like Hogan and Insights Discovery, and customized workshops to identify and strengthen the underlying conditions for team success. Rather than a one-size-fits-all or quick-fix model, teams undergo a tailored process, allowing for deeper systemic improvement. It’s about giving teams the tools and support to accelerate their performance because they’re set up for success, not just treating every challenge as an off-the-shelf problem.The Death of Netflix of LearningFor years, L&D has been swept up by the promise of Netflix learning, providing endless on-demand content and empowering employees to self-direct their learning journeys. But this laissez-faire model has started to unravel, because organizations and individuals are craving more structure and intentionality. At the New York Fed, the move to in-person, cohort-based programs is intentional. In-person learning provides social connection, time to focus, and shared experience, resulting in deeper reflection and lasting impact. While technical upskilling may still leverage digital and asynchronous methods. Blending modalities based on program intent, not defaulting to digital just because it’s easier.Branding L&DStanding out in a large, multifaceted organization is a challenge for any L&D team, and Jenna’s approach is to treat L&D as a brand. Programs at the Fed share unified branding with cohesive names and visual identity, making offerings memorable and fostering a sense of exclusivity and aspiration.Branding goes hand-in-hand with effective communication. Frequent roadshows, town halls, engaging graduation ceremonies, and leadership conferences help communicate value not only to employees but also to senior leadership. Measurement and AccountabilityAt the Fed, Jenna and her team use a mix of reach, participant demand, stakeholder feedback, and practical business cases solved to demonstrate L&D’s value. They push to correlate L&D participation with metrics like engagement and retention—demonstrating impact beyond traditional learning outcomes. The vision for the future includes more robust, passive data collection and real-time intelligence—but for now, using multiple data sources creatively is key.As workplaces shift once again, the future of L&D will center on three things: helping people grow in their roles, building strong leaders, and fostering connection through learning alongside others. The journey away from content chaos and toward strategic, human-centered, and measurement-driven L&D is just beginning. Resources & People MentionedHogan Development Survey Insights Discovery® 6 Team ConditionsConnect with Jenna FilipkowskiJenna Filipkowski on LinkedIn Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
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    47 分
  • Strategic Workforce Planning: David Edwards

    Strategic Workforce Planning: David Edwards
    2026/03/04
    Strategic workforce planning is back, and not in a nostalgic “this trend is back around” kind of way. It is back because the old staffing model, react late, hire fast, hope the market delivers, is failing more often than it works. The biggest misunderstanding is still the same one: strategic workforce planning is not long-term headcount forecasting. It is not a spreadsheet exercise dressed up with better visuals. It is a business discipline that exists for one reason, to stop leaders from committing to strategies the workforce cannot deliver.In this episode of Workplace Stories, David Edwards, author of The Strategic Workforce Planning Handbook, lays out a definition of SWP that is refreshingly usable. Strategic workforce planning is workforce planning for the strategic things in the organization, not an attempt to plan the entire workforce. That single shift makes SWP more approachable, more realistic, and far more effective.If you have not listened yet, this is one of those episodes worth hearing end-to-end. The conversation is practical, occasionally blunt, and full of the kind of “this is what actually happens inside companies” detail that most workforce planning content avoids.You will want to hear this episode if you are interested in...[00:00] A clearer, more usable definition of strategic workforce planning.[00:43] Why SWP is back right now.[03:20] How SWP supports scenario thinking without false precision.[09:50] The questions SWP must answer to be useful.[11:40] Uncertainty, talent scarcity, and skills half-life as drivers.[14:30] Why SWP is an exercise in ambiguity, not certainty.[17:20] Why SWP works best as a business process, not an HR project.[20:05] What HR should do if it is not included in strategy conversations.[22:00] How to define “strategic” beyond leadership roles.[25:10] Why tasks matter more than skills for future work.[28:00] The contextual data missing from most workforce planning.[31:15] How AI forces better workforce planning questions.[41:20] What happens when SWP forces leaders to narrow priorities.[45:30] What to do when the business will not listen.[46:45] Why this work matters at the human level.Strategic Workforce Planning Starts With One Uncomfortable QuestionStrategic workforce planning becomes useful the moment it stops pretending it can predict the future. The real starting point is simple: Is the workforce fit for the organization’s future business purpose? That framing does two things immediately. First, it moves SWP out of the “HR process” bucket and into the “business execution” bucket. Second, it forces the conversation away from false certainty and toward risk, trade-offs, and feasibility.One of the most helpful parts of this episode is how clearly the conversation draws a line between strategic and long-term. Strategic does not automatically mean five years out. In some organizations, planning 15 months ahead is strategic compared to how they have historically operated. If you want the cleanest definition of SWP in the most human language possible, it is worth listening to the early part of the conversation where this is unpacked in real time.Why Workforce Planning Has ReturnedWorkforce planning always comes and goes. It resurfaces when the world feels unstable, and it fades when leaders believe they can hire their way out of problems.Right now, hiring your way out of problems is not working.There is too much uncertainty, and it is coming from too many directions at once. Geopolitical instability affects where work can happen. Talent shortages continue to constrain hiring. Skills decay faster than most organizations can reskill. Generational shifts are changing expectations around mobility and development. And technology is changing the shape of work itself.The point is not that leaders suddenly became more disciplined. The point is that the environment is forcing discipline.Strategic workforce planning is the response to that reality. Not because it gives certainty, but because it gives options. It gives a way to talk about what might happen without having to pretend anyone knows exactly what will happen.Strategic Workforce Planning Works When It Stops Being “HR’s Thing”A lot of SWP efforts fail for a predictable reason. They are treated like an HR deliverable. A report. A deck. A spreadsheet. A set of numbers handed over to leadership. Strategic workforce planning is not a deliverable. It is a business process. It is a feasibility process. It is a risk conversation. One of the strongest through-lines in this episode is the idea that HR must initiate this conversation, not because HR owns strategy, but because HR holds the missing information. HR knows things about recruiting realities, workforce behavior, retention patterns, internal mobility, and capability development that business leaders often overlook.But knowledge is not enough. The shift HR has to make is from reporting to synthesis. People analytics without business ...
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    50 分