Strategic

Workforce
Planning
KPMG – 2024 Research Programme
—
June 2024
Contents

01 02 03 04 05
What is Strategic Market Analysis Vendor Profiles Key Contacts Appendices
Workforce Planning? • Distribution of features • Distribution of SWP software • Authors & key contacts • Definitions of the
market feature map
• What are the key features
• Distribution of topics • Anaplan Workforce Planning
of an SWP platform
• Anticipated developments • Workday Adaptive Planning
• What are the roles of the
within SWP software • Oracle Strategic Modelling
functions in SWP
• Orgvue

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 2
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
01
What is Strategic
Workforce Planning?
© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 3
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 What is Strategic Workforce Planning?
05
04
03
02

Strategic Workforce Planning is the process by

What is Strategic Workforce Planning?

which organisations forecast or anticipate their

future workforce requirements based on existing
vacancies, the age profile of the workforce,
demand, changes to their business model, the
impact of investments, the impact of technology
and the introduction of new roles
Michael Allen, KPMG.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 4
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 SWP platforms –what does good look like?
05

Demand Forecasting: The ability to predict future workforce needs Skills Management: Offers a dynamic skills database that is easy to
using sophisticated algorithms that can integrate various factors like update and search. Supports skill gap analysis at both individual and
04

market trends, business growth, and technological advancements. organisational levels and is sufficiently granular to read across to
Enables customisable forecasting models tailored to industry and learning management systems for targeted development programs.
company-specific dynamics.
03

Supply Analysis: Provides a comprehensive view of the current Succession Planning: Identifies potential successors for key roles
workforce, ideally at the level of skills, while also taking into account using criteria such as performance, potential, and readiness. Identifies
experience, and performance data. Should utilise near-real-time data for the ‘funnel’ of talent related to a position and can assess in the context
up-to-date analysis and therefore identifies critical roles and potential of diversity targets.
02

talent gaps early (rather than at a fixed point in the planning cycle.) Also
helping identify whether the workforce & leadership of the organisation
are representative of society.
What is Strategic Workforce Planning?

Gap Analysis: Offers clear, actionable insights that pinpoint the exact Reporting & Analytics: Delivers intuitive, interactive dashboards with
nature and size of talent gaps. Supports strategic decision-making by the ability to drill down into data for deeper insights. Uses advanced
highlighting priority areas for recruitment, development, or restructuring, analytics to forecast trends and model the impact of strategic decisions
recognising implementation timelines and impact analysis. on workforce performance.

Scenario Planning: Allows for the creation and comparison of multiple Integration: Seamlessly integrates with a wide range of HR and other
"what-if" scenarios with ease. Good scenario planning tools are user- systems (HRIS, Talent Management, Payroll, etc.) without disrupting
friendly – allowing non-specialists to capture operational logic, support existing workflows. Supports easy data exchange and maintains data
complex variables, and provide visual representations of potential integrity across systems.
outcomes to aid in decision-making.

Action Planning: Facilitates the creation of detailed, step-by-step action Compliance and Risk Management: Automatically updates to reflect
plans with specific goals, deadlines, and responsible parties. Integrates changes in legal and regulatory requirements, minimising compliance
with project management tools for execution and tracks progress against risks. Offers risk assessment tools that analyse the potential impact of
strategic objectives. workforce decisions on compliance status.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 5
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Effective SWP is a cross-functional process
05

SWP is not the sole responsibility of any single corporate function; rather, it requires collaboration across various departments to be
successful. An 'HR only' strategic workforce plan, where HR operates in isolation without integrating insights and inputs from other
departments will cause a lack of alignment with the actual needs and goals of the organisation.
04

Process Design & Execution: HR leads the workforce planning process, aligning • Budgeting and Cost Management: Finance will provide the envelope
it with the organisation's strategic objectives5. in terms of costs, cash and revenues within which the strategic
workforce plan has to work.
• Job Architecture & Skills Taxonomy: HR creates a foundational
03

model of current workforce skills that can be aligned with • Performance Measurement: Ultimately, finance will
business goals. measure the return on investment (ROI) of workforce
initiatives and ensuring they contribute to the
• Talent Acquisition and Development: HR is
organisation's financial health.
responsible for identifying talent gaps and developing
02

strategies for recruitment, training, and • Connection between capital expenditure &
development to fill these gaps. Business Leaders investments: The link between capital expenditure
• Employee Retention Strategies: HR designs and
and Managers and investments will help drive productivity and an
organisation’s impact on workforce demand.
What is Strategic Workforce Planning?

implements strategies to retain critical talent in line Strategic Alignment: Business

Understanding the workforce impact of multiple
with future and current needs. leaders ensure that workforce
investments together is key.
planning aligns with the overall
strategic direction and objectives
of the organisation.
• Output Modelling: Operations departments own Identification of Scenarios: Not • Market Perspective: These departments
the logic of converting inputs to outputs e.g. call every scenario can be modelled. provide the context of market growth, customer
volumes anticipated from a given number of A finite set of variables has to be needs, and competitor analysis.
customers and products, ensuring that workforce fed into the process.
• Revenue Forecasting: The key inputs to
plans support operational efficiency. income forecasting such as the relationship
• Capacity & Constraint Planning: They contribute between service levels and customer churn or
to understanding the capacity needs and the price are provided by the commercial functions.
straight line and stepped constraints of the
workforce model.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 6
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
02
Market Analysis
© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 7
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Key features of SWP software
05

Predictive Scenario Workforce Demand Talent Resource

By the end of 2024, 25% of large enterprises will have Modelling Analysis Forecasting Planning Optimisation Utilisation

deployed a specialist SWP tool (Gartner.) SWP is now a

04

priority topic across all sectors/industries globally, it is

moving up the list of corporate priorities. Data Dashboard Advanced Real Time
Visualisation Reporting Analytics Metrics
03

It requires a broad, detailed data-set to execute, so

Strategic Workforce Planning

Enterprise Resource Planning (ERP) solutions are a key
foundation. Failing that, powerful data integration tools are a Workforce Skill Demographic Succession
necessity. Organisations need to be able to run scenarios Segmentation Mapping Profiling Planning

and build a solution based on multiple data sources.

Effective gap analysis requires a ‘Job Architecture’ to

Market Analysis

Compliance Regulatory Audit

be in place. Reconciliation between the present and the Management Reporting Trails

future is often the point of failure in SWP. To some extent,

AI is closing this gap.
Accreditations &
It’s not an HR initiative, it’s a planning initiative like Standards
ISO 30414 ISO 9001 ISO 27001 ISO 10667

manufacturing capacity, product roadmap, budgeting.

It should be enterprise wide.
Data APIs & Data
‘Workforce’ is losing its definition. Augmentation and Management Connectors Wrangling
automation through AI is challenging the traditional divide
01

between labour and devices. The scope of SWP is likely to

become even broader in the next few years. The darker the shade the higher the frequency.
Feature map of self-identified capabilities shaded by relative frequency on a sample of 73 vendors

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 8
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Emerging topics
05

Skills ontology and ‘Job Architecture’ Overcoming data quality issues:

Job architecture refers to the structured Data quality is never perfect but there are new
04

organisation of every role within a company, approaches and technologies that can help close
defining each position’s requirements, the gap:
responsibilities, and how it aligns with the
• The use of Artificial Intelligence (AI) and
organisation's overall strategy and goals. This
03

machine learning algorithms can significantly

framework includes job families, functions,
improve data quality by identifying and correcting
roles, levels, and the competencies required for
errors, filling in missing values, and predicting
each position. It's a foundational element that
future changes in workforce dynamics. These
enables effective Strategic Workforce Planning
technologies can also uncover patterns and
(SWP) by providing a clear and consistent
insights that were not apparent through
taxonomy on which all the SWP capabilities are
traditional analysis methods.
built. In essence, job architecture serves as the An evolving definition of ‘workforce’
• Data Integration Platforms: Sometimes
Market Analysis

backbone of strategic workforce planning. Historically, the term "workforce" primarily referred to an
organisation's full-time employees. Today, it encompasses a much embedded within SWP tools and sometimes
Skills rather than roles
broader array of contributors, including: discrete, these facilitate a more holistic view of
There has been a move away from traditional the workforce. These platforms often include
job-based workforce planning towards a skills- • Part-time employees: Individuals working less than full-time tools for cleaning and harmonising data, further
based approach. This involves breaking down hours, offering flexibility and cost savings. improving quality.
roles into tasks and focusing on the skills
• Contractors and Freelancers: External professionals hired on a • Natural Language Processing can automate
required to perform those tasks, rather than
project or short-term basis, providing specialised skills. the extraction of relevant information from
planning for rigid job roles. Skills-based
planning allows for greater flexibility and agility • Gig workers: Individuals engaged in piecemeal work, often unstructured data sources, such as job
in deploying talent where it is needed most. through digital platforms, adding flexibility and scalability. descriptions, performance reviews, and social
There is an increased emphasis on building a media profiles.
• Remote and Global Talent: Employees and contractors who work
more flexible and adaptable workforce through • Integration of third party data sets, such as
from different geographical locations, expanding the talent pool.
01

the use of contingent workers, gig workers, and LinkedIn, can enrich the internal data sets,
alternative work arrangements. This allows • Artificial Intelligence (AI) and Robotics: Automation and AI are compensation for the tendency for internal data
organisations to rapidly scale their workforce up now considered part of the workforce, taking over repetitive tasks to ‘perish’.
or down as needed. and working alongside human employees.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 9
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 An analysis of topics discussed by vendors*
05
04
03
Market Analysis

*The graphic shows clusters of ‘jargon’ used by the vendors across when describing their offerings.
01

This is based on scrapes of their websites and analysis using Forestreet’s LLMs. These topics are
much broader than the core definition of SWP and demonstrate that many vendors are extending the
‘scope’ of SWP to touch on almost all components of people and productivity and analytics.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 10
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Anticipated developments in Strategic Workforce Planning
05

Hyper-granularity: each employee has assigned characteristics in Automated Skill-Matching: AI-Driven Workforce Agility
the model Advanced AI might predict not just when an employee is likely to leave
04

Hyper-personalisation will leverage AI to provide targeted insights about but also when they would be more productive in another role within the
individual employees, from their learning needs to optimal work settings same organisation. This could revolutionise internal mobility but does this
– see Microsoft Viva for Skills. This granular data will be used to model reduce the agency of the individual?
scenarios with completely new levels of complexity.
03

Scenario modelling will evolve towards simulation Scenario

IoT Integration: Beyond Digital — Real-World Analytics modelling is a common capability but will move towards simulation e.g.
The integration of Internet of Things (IoT) devices like wearables and running monte-carlo type analysis and probabilistic forecasting. As AI
environmental sensors will allow companies to gather data on employee becomes more adapt at separating signal from noise in the data the
well-being and office conditions. This "real-world" data will supplement predictive capability becomes more and more powerful, ultimately
traditional metrics, offering a more complete picture of workforce leading to….
efficiency and happiness.
Digital Twin of an organisation (DTO): Extending the ‘twin’ to the
Market Analysis

Natural Language Queries: Democratising Data Insights workforce

Augmented analytics will integrate natural language processing, enabling A DTO provides a virtual model of complete businesses, instead of just
anyone in the organisation to query the analytics platform in plain English hardware, which enables business leaders to analyse, and tweak business
(or Danish, or Portuguese etc) . This will make valuable data insights processes as needed. DTOs enable the dynamic virtual representation of
accessible to departments beyond HR, such as sales or operations, an organisation in its operational context, which an provide improved
without requiring specialised skills. Note: The breakthrough here is not in predictive analyses about:
natural language queries, which have existed for some time, but the • outcomes of changes in process, product, or service
ability for a system to explain and iterate results in a naturalistic way. • risks and costs of adopting new processes or leveraging new
technologies.
Emotional Analytics: The Uncharted Territory of Workforce
Mood Metrics SWP needs to take into account the impact of AI on
As emotional recognition technology matures, companies might start to workforce demand
integrate mood and sentiment analysis into workforce analytics. For As organisations roll out more AI technologies, SWP planning needs to
01

example this might feed into turnover estimates. While offering be conscious of the impact that these new tools have on the shape of the
potentially game-changing insights into employee well-being, it also workforce, impacting the level of demand required for various roles /
poses new ethical and privacy challenges. business units.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 11
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
03
Vendor Profiles
© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 12
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Market Overview: Not many ‘full-service’ vendors
05

As workforce planning becomes This is especially true if they are

Workforce Human
04

more sophisticated and more of a have a broader functional footprint

Scheduling Resource
critical business activity, we see a e.g. Workday, Oracle. Information System
Software
growth in both focused vendors
• Talent Management Software:
and a tendency for other types of
As the scope of talent
software providers ‘encroaching’
management software extends
Workforce Compensation
The outer ring of the diagram shows towards hire to retire so the Productivity Management
vendors that have a focused offering overlap with SWP increases. Software Software
Vendor Profiles

around SWP (the shading of the dot Examples here would be

represents statistical confidence of 365Talents, Reejig and Kahuna
the allocation, a darker dot is a Workforce.
higher degree of confidence).
• Learning and Development
SWP capabilities emerge from Talent
Software:
four ‘legacies’. Workforce
Management
In this case these tend to be the Software
Analytics
• Workforce Analytics Software: competency/ skills mapping
Software
Here we find the analytics based foundations that have extended
platforms. Typically broad based toward capability forecasting e.g.
people analytics with a workforce Skillties, Dossier.
planning capability e.g. Visier,
Worth mentioning one outlier in the
02

Learning
Sapience Analytics.
recruitment software category, Recruitment Development
• Human Resource Information Eightfold.ai. Though focused Software Software
Systems: primarily on the first phases of the
The advantage these companies talent journey, the AI based
01

have is, typically, ownership of the architecture and skills inference

underlying data model. would be a logical foundation. Vendors in the outer ring have a more focused offering around
SWP. Vendors can appear in more than one category

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 13
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Anaplan Workforce Planning
05

Anaplan is a cloud-based, enterprise planning software company that offers businesses a comprehensive platform for dynamic,
collaborative, and intelligent planning across various organisational functions such as finance, sales, supply chain, and HR. Anaplan was
acquired by Thoma Bravo for $10.4b in 2022
04

Overview:
Predictive
Anaplan, as a dedicated planning software, focuses on providing a highly integrative
Scenario Workforce Demand Talent Resource
Modelling Analysis Forecasting Planning Optimisation Utilisation and flexible platform for workforce planning across functions. It emphasises real-time
data insights, scenario modeling, and ease of integration with existing systems.
Anaplan allows for detailed "what-if" scenario planning and helps organisations align
their workforce strategy with business objectives. It offers a dedicated workforce
planning application as part of its Connected Planning platform.
Vendor Profiles

Data Dashboard Advanced Real Time

Visualisation Reporting Analytics Metrics
Strategic Workforce Planning

Strengths:
1. Flexibility in handling various planning scenarios across different departments
and functions.
Workforce Skill Demographic Succession 2. Extensive library of connectors with other business systems for data flow and
Segmentation Mapping Profiling Planning insights.

AI Strategy:
The company's AI-driven features, such as PlanIQ, Predictive Insights, and
Compliance Regulatory Audit Optimizer, focus on improving forecast accuracy, strategic sales planning, and
Management Reporting Trails
discovering optimal solutions for complex problems. Anaplan's AI capabilities are
02

designed to empower users and allow them to use complex models without deep
expertise. For example, PlanIQ uses advanced statistical forecasting and machine
learning to improve scenario and forecasting accuracy.
Data APIs & Data
01

Management Connectors Wrangling

Typical Use Case:
= offers the feature* organisations looking for a comprehensive planning solution that integrates
workforce planning in a comprehensive corporate plan.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 14
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Workday Adaptive Planning
05

Workday is a cloud-based enterprise software provider that offers HR, finance, and planning software to help customers manage their
businesses better. Workday offers a ‘Skills Cloud’ which uses external and client data to generate a foundational skills catalogue and
taxonomy.
04

Overview:
Predictive
Workday Adaptive Planning offers SWP as part of a comprehensive suite for
Scenario Workforce Demand Talent Resource
Modelling Analysis Forecasting Planning Optimisation Utilisation enterprise performance management, embedding AI and machine learning to
enhance decision-making and adaptability. It supports continuous planning and
scenario analysis. Worth noting that Workday is not a full-scope ERP in the way
that, say, SAP is. Therefore, there are some data sources that may require
additional integration.
Vendor Profiles

Data Dashboard Advanced Real Time

Visualisation Reporting Analytics Metrics
Strategic Workforce Planning

Strengths:
1. As expected, it offers Seamless integration with Workday’s suite of Human
Capital Management (HCM), financial management, and analytics tools
Workforce Skill Demographic Succession 2. Intuitive for end-users, reducing reliance on IT and data specialists for report
Segmentation Mapping Profiling Planning generation and data analysis.

AI Strategy:
Workday's approach to AI, particularly within its Adaptive Planning solutions,
Compliance Regulatory Audit emphasises enhancing decision-making and planning capabilities. Workday has
Management Reporting Trails
generally prioritised machine learning (pattern spotting and extrapolation) above AI.
02

That said, Workday's roadmap includes generative AI capabilities for a streamlined

user experience (e.g. natural language queries) and features to drive collaboration
across finance and HR, for example streamlining headcount planning.
Data APIs & Data
01

Management Connectors Wrangling

Typical Use Case:
= offers the feature* Workday clients seeking an SWP planning solution that can integrate HR and
Financial Planning in particular 13

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 15
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Oracle Strategic Modelling
05

Oracle is a Texas based technology multi-national. The company sells database software (particularly the Oracle Database) and cloud
computing. Oracle's core application software is a comprehensive suite of enterprise software products of which HCM is a key component
04

Overview:
Predictive
Oracle Strategic Modeling is part of the Oracle Enterprise Planning and Budgeting
Scenario Workforce Demand Talent Resource
Modelling Analysis Forecasting Planning Optimisation Utilisation Cloud Service (EPBCS)for complex financial forecasting and long-range planning. It
offers scenario modeling capabilities, including balance sheet components like debt
and capital structure management. It is aimed at complex corporate users who need
to perform detailed financial impact analyses of workforce changes.
Vendor Profiles

Data Dashboard Advanced Real Time Strengths:

Visualisation Reporting Analytics Metrics
Strategic Workforce Planning

1. Complex financial and performance planning that is integrated with SWP.

2. Breadth of the integrated data-sources, as a result of the span of the Oracle suite
within the enterprise.
3. AI foundations are built specifically for enterprise as opposed to being adapted
Workforce Skill Demographic Succession from open-source.
Segmentation Mapping Profiling Planning
AI Strategy:
Seeking differentiation, Oracle has partnered with Cohere and Mosaic. Both can
work within the Oracle stack and have additional appeal in that they are built on the
Compliance Regulatory Audit expectation of data privacy and, particularly, the need for corporates to train models
Management Reporting Trails on controlled data sets from the outset Oracle integrates AI and ML into its cloud
02

infrastructure and applications, including HCM. The roadmap highlights the use of
generative AI services, predictive analytics, intelligent process automation, and
strategic modeling. Similarly to Workday, a key outcome of these initiatives is to
Data APIs & Data augment operational know-how with powerful analytics.
01

Management Connectors Wrangling

Typical Use Case:
= offers the feature* Best suited for large corporations with complex financial planning needs that include
but are not limited to workforce considerations.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 16
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Orgvue
05

Orgvue is a leading organisational design and planning software platform that provides HR, finance, and business leaders with analysis for
making informed workforce decisions. Founded in 2005 and headquartered in London, the company offers cloud-based solutions for
workforce analytics and has raised a total of $56.4M in funding
04

Overview:
Predictive
Orgvue is distinctively focused on organisational design and workforce planning.
Scenario Workforce Demand Talent Resource
Modelling Analysis Forecasting Planning Optimisation Utilisation It provides tools for visualising and modeling large-scale organisational changes.
Orgvue is designed for handling large datasets and enables real-time scenario
modeling to explore different organisational strategies. It is particularly useful for
companies undergoing transformations, needing to align their workforce strategy
with future business landscapes. Orgvue also emphasises the continual evolution of
Vendor Profiles

Data Dashboard Advanced Real Time

Visualisation Reporting Analytics Metrics organisational design, helping businesses stay agile and responsive to change.
Strategic Workforce Planning

Strengths:
1. Visual representations are particularly helpful and intuitive.
Workforce Skill Demographic Succession 2. Depth of functionality around organisational design.
Segmentation Mapping Profiling Planning

AI Strategy:
Orgvue's approach to digital transformation and HR planning emphasises the
strategic use of data to attract, develop, and retain talent. It offers specific
Compliance Regulatory Audit capabilities around modelling the impact of AI on a workforce. However, we were not
Management Reporting Trails
able to find specific AI strategies within Orgvue's roadmap, the focus is on leveraging
02

data-driven insights for strategic workforce planning.

Typical Use Case:

Data APIs & Data
organisations undergoing transformation or restructuring and therefore needing
01

Management Connectors Wrangling

detailed, iterative scenarios around their workforce. The cost and effort of adding and
= offers the feature* integrating a new technology like Orgvue on top of their existing legacy often
systems becomes compelling in this situation.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 17
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
04
Key contacts
© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 18
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
05

Michael Allen

Authors and
Partner
michael.allen@kpmg.co.uk
Key Contacts

key contacts Alejandro Modarelli

Partner
alejandro.modarelli@kpmg.co.uk

We’d love to continue the conversation

03

with you and share more insights,

please reach out to:
Holly Best
02

Manager
01

holly.best@kpmg.co.uk

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 19
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
05
Appendices
© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 20
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Definitions behind the feature map #1
Scenario analysis in Strategic Workforce Planning software allows organisations to model and evaluate
Appendices

Scenario various hypothetical situations to understand potential impacts on their workforce. This capability enables
Predictive Modelling
Analysis businesses to assess the effects of different strategic decisions, market conditions, or external factors,
helping them prepare for a range of possible futures.

Workforce forecasting is a feature that uses historical data and predictive analytics to project the future
Workforce
workforce as a combination of roles and skills. It helps organisations anticipate hiring requirements and
Strategic Workforce Planning

Forecasting
labour costs.
04

Demand planning capability focuses on aligning workforce requirements with business demands.
Demand
It involves analysing business activities, projects, and growth plans and translating that to a granular view
Planning
of the types and quantities of roles required.
03

Talent optimisation is about strategically managing workforce resources to achieve the best possible
Talent
business outcomes. This includes aligning employee skills and roles with business needs, enhancing
Optimisation
engagement and productivity, and ensuring the workforce is adaptable to changing business strategies.
02

Resource utilisation functionality helps organisations maximise the efficiency of their workforce by tracking
Resource
01

and analysing how employee time is spent. It identifies underutilised resources and opportunities for
Utilisation
cross-training and re-deployment.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 21
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Definitions behind the feature map #2
Appendices

Dashboard reporting provides a visual representation of key workforce metrics and trends in real-time.
Dashboard
customisable dashboards allow stakeholders to quickly access and interpret data relevant to their roles,
Reporting
facilitating informed decision-making and strategic planning.

Advanced analytics in workforce planning software leverages machine learning, AI, and statistical methods
Advanced
Data Visualisation to uncover deep insights from workforce data. It enables predictive modeling, trend analysis, and the
Strategic Workforce Planning

Analytics
identification of patterns, helping organisations make data-driven decisions.

A real-time metrics capability ensures that decision-makers have access to up-to-date information about
04

Real Time their workforce. This includes live data on headcount, turnover, recruitment status, and other critical
Metrics metrics, enabling timely responses to emerging challenges and opportunities rather than at a single point
in the planning cycle.
03
02
01

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 22
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Definitions behind the feature map #3
Appendices

Skills mapping is a feature that captures the skills and competencies available within the organisation. It is
Skill
a foundational model on which the people component of SWP is built e.g. identify skills gaps and allows
Mapping
business requirements to be translated into a people plan.

Demographic profiling provides insights into the composition of the workforce, including age, gender,
Demographic
ethnicity, and other demographic factors. This information supports diversity and inclusion efforts, helps
Strategic Workforce Planning

Profiling
predict retirement and succession needs, and informs targeted recruitment strategies.
04

Succession planning functionality helps organisations identify and develop internal talent to fill key
Succession
Workforce Segmentation leadership positions in the future. It ensures business continuity by creating a pipeline of employees ready
Planning
to step into critical roles.
03

Regulatory reporting capability automates the creation and submission of reports required by government
Regulatory
Compliance Management and industry regulators. It ensures compliance with labor laws and regulations, reduces the risk of
Reporting
penalties, and streamlines the reporting process.
02

Audit trails in workforce planning software track changes made within the system, including who made the
Audit
01

change, what was changed, and when. This feature supports data integrity, facilitates compliance audits,
Trails
and provides transparency into the planning process.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 23
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
 Definitions behind the feature map #4
Appendices

Strategic Workforce Planning

04
03

The availability of pre-configured APIs and connectors allow the workforce planning software to integrate
APIs &
with other business systems, such as HRIS, ERP, and CRM platforms. This reduces the substantial work
Connectors
required to build out the data supply for SWP.
02

Data wrangling capabilities enable organisations to clean, transform, and organise raw data from various
Data
01

Data Management sources into a structured format suitable for analysis. This process ensures data quality and consistency,
Wrangling
making it easier to derive actionable insights from workforce data.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG global organisation of independent member firms Data supplied and report supported by Forestreet – April 2024 24
affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. Document Classification: KPMG Public
Some or all of the services described herein may not be permissible
for KPMG audited entities and their affiliates or related entities.

kpmg.com/uk

The information contained herein is of a general nature and is not intended to address
the circumstances of any particular individual or entity. Although we endeavour to
provide accurate and timely information, there can be no guarantee that such
information is accurate as of the date it is received or that it will continue to be accurate
in the future. No one should act on such information without appropriate professional
advice after a thorough examination of the particular situation.

© 2024 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG
global organisation of independent member firms affiliated with KPMG International
Limited, a private English company limited by guarantee. All rights reserved.

The KPMG name and logo are trademarks used under license by the independent
member firms of the KPMG global organisation.
CRT156182A | June2024
Document Classification: KPMG Public