The Talent Forecast Roundup

On Thursday, July 17, the School of Continuing Studies hosted The Talent Forecast: Strategic Workforce Planning in a Challenged Economy, a dynamic panel session held at the Art Gallery of Guelph. A timely and insightful conversation—about workforce transformation, talent intelligence, and the role of data in shaping the future of work—was followed by a networking reception where panelists and attendees mingled and enjoyed refreshments amidst an artistic backdrop.

Bringing diverse experience and perspectives, the following experts formed the panel for the event:

• Lily Abediny, Associate Director of Career and Co-operative Education, University of Guelph
• Larissa Currah, Founder, LC People Consulting
• Farzeen Foda, Founder and Principal, PeopleStrategy.ca
• Austin Hracs, Director of Strategic Partnerships & Accounts, The Conference Board of Canada

The group emphasized the need for AI policies, strategic planning, and proactive risk management, highlighting the significance of equity, diversity, and inclusion (EDI), human connection, and skills-based approaches in talent management and succession planning.

Linking Workforce Data to Strategic Business Planning

Both qualitative and quantitative workforce data can tell an employer a lot about their organization, employees, and collective future success. Using data to understand how people within an organization are leveraging AI can help to build policies around data security and work efficiency. Understanding data about employees' vacation time can tell an employer a lot about wellness and burnout within an organization. And analyzing data about both internal and external hires can demonstrate development opportunities.

Leveraging data strategically can lead to a better understanding of common themes or pain points, as well as how business decisions can impact different people within a company, growing better culture and more empathetic decision making.

Focusing on Equity, Diversity, and Inclusion with Intentionality

Panelists discussed how prioritizing equity, diversity, and inclusion (EDI) isn’t just about creating a fair and inclusive culture; it’s also a strategic business decision. Diverse hiring removes systemic barriers and brings different perspectives to the table, moving your people and your organization forward. EDI data should be used transparently and responsibly to grow organizational trust and authenticity with intentionality. Every step of the talent management process should include removing biases in the hiring process to ensuring all employees have an opportunity to engage collaboratively, grow professionally, and participate equitably, while feeling safe in the workplace. It’s also important to recognize that not all aspects of identity can be seen. Data can help with understanding certain aspects of a team but can’t always be relied on for the full picture.

How Workforce Planning Reduces Risk

Skills-based hiring, intentional institutional overlap, and coaching opportunities to support middle-management ensure proper knowledge transfer and reduce risk in succession planning. In order to grow an organization in the next three to five years, employers must be proactive—by building relationships with early talent, investing in professional development opportunities for staff, and providing strong mentorship and coaching in the workplace.

In today’s fast-moving work environment, keeping employees trained and engaged is more challenging than ever before. The importance of workforce transformation, talent intelligence, and the leveraging of data to shape future business decisions and hiring practices was emphasized by the panelists.

The School of Continuing Studies provides both customized and ready-made training solutions that meet you where you are with practical and flexible training opportunities. Visit our Corporate Learning Hub to learn more about our workplace training options.