V Skill HF-D4.7-001 cross-sector 9 skills
Workforce planning and strategic workforce planning
Determining current and future staffing needs in numbers and qualifications, comparing them with the present workforce and deriving actions for hiring and development.
How hrmforce measures this
- Assessment method
- Work sample test · rho 0.33 (SD 0.09)
- hrmforce instrument
- Knowledge test (client-specific), Work sample test
- Trainability
- high
- Demand outlook 2026 to 2030
- rising
The candidate performs a representative work sample under standardised conditions.
Behavioural anchors
| Level | Behaviour at this level |
|---|---|
| N1 Guided | Supplies data on staffing and turnover and checks the personnel list for errors and duplicates. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Draws up a staffing forecast for the own team including turnover and retirement and names the vacancies to fill. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Builds strategic workforce planning for the whole organisation, links it to strategy and labour market and puts the risks on the executive agenda. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 and N4 are deliberately not anchored. Raters place them between the anchors, following the O*NET convention.
Underlying skills
These skills inherit the assessment route and the behavioural anchors of this construct.
| T | Skill | Definition | Demand outlook 2026 to 2030 |
|---|---|---|---|
| V | Making a strategic workforce plan Strategic workforce planning | Compares the staffing need over three to five years with expected supply and names the actions. | rising |
| V | Comparing establishment and actual staffing Establishment analysis | Sets the approved establishment against actual staffing per role and names over and under staffing. | stable |
| V | Forecasting turnover and outflow Turnover forecasting | Forecasts from history and age distribution how many employees will leave each year. | rising |
| V | Determining qualitative staffing needs Skills need analysis | Determines which knowledge and skills will be needed in future, separate from headcount numbers. | rising |
| V | Building workforce scenarios Workforce scenarios | Works out how many and which employees are needed under growth, decline and stable volume. | rising |
| V | Mapping retirement outflow Retirement forecasting | Maps per team and role who retires in coming years and which knowledge will leave with them. | stable |
| T | Analysing workforce data HR analytics | Analyses inflow, turnover, absence and staffing from HR systems and turns it into steering information. | rising |
| V | Analysing labour market tightness Labour market analysis | Determines how scarce the required occupations are and what that means for recruitment and reward. | rising |
| V | Drawing up an inflow and development plan Workforce action plan | Sets per job group how many people are recruited, trained or reskilled to close the gap. | rising |