Workforce Shaping

Adapt your workforce strategy to a new reality and virtual ways of working

SERVICE

Modern work has never been more disrupted.

Technology and automation, remote and hybrid working models, changing business models and customer expectations are forcing new ideas around what the workforce needs to be able to do and when. In this environment, tried and true “strategic workforce planning”—based on a relatively unchanging and growth-oriented mindset and traditional supply-and-demand forecasting—is giving way to a new discipline: workforce shaping.

Output from workforce shaping helps to inform and influence decision making concerning the size, shape, makeup and capability of the workforce, as well as the structure and mindset to deliver a future workforce strategy including reskilling or upskilling and facilitating workforce transitions.

KPMG LLP’s unique approach to workforces shaping helps organizations adapt to new reality and virtual ways of working by moving from a traditional annual workforce planning model, based on matching people to jobs, to an ongoing agile, unique process of matching skills to task.

Our services include:

  • Organization design and architecting – Identify new ways of working, how it impacts to your business and changes needed to organization structures, work flow, procedures, capabilities, and roles in order to fit future strategies.
  • Workforce analytics - Leverage technology and analyze individual and organizational data to help identify patterns, provide insights, and draw conclusions in order to get the right talent in the right roles to meet business objectives.

Future of HR role of the future: Workforce Shaper

The future workplace will require new Human Resource capabilities and skills that do not exist today. Meet Quentin, a senior Workforce Shaper who uses business futures to define workforce needs. To find out more about Workforce Shapers and other new capabilities that are building the future of HR visit kpmg.us/FutureHR


The human resources organization needs to replace the relative certainties of supply and demand forecasting and instead iteratively evaluate their workforce.

These changes will require HR to:

  • focus on new required capabilities, to-be-tasks, and critical skills for workforce
  • consider “workforce” to include human (full-time, alternate) and bot workers
  • constantly evaluate the workforce model.

HR, as we know it today, does not have the shape and size of the HR organization of the future. Explore KPMG’s insights on The future of HR further to consider how to manage through disruption and drive the future of the business.

Our people

Mike DiClaudio

Mike DiClaudio

Principal, Human Capital Advisory , KPMG US

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Matt Campbell

Matt Campbell

Managing Director, Human Capital Advisory, KPMG US

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Felicia Lyon

Felicia Lyon

Principal, Human Capital Advisory, KPMG US

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