Foreword Introduction: Strategic Workforce Planning: Embracing Best Practices while Reimagining our Potential Marc Sokol and Beverly Tarulli Chapter 1: Strategic Workforce Planning: How Can Our Legacy Frame the Future? Dan L. Ward Chapter 2: A Practitioner's Guide to Maturing Strategic Workforce Planning in Your Organization Tanya Moore Chapter 3: Practitioners' Perspectives on Operationalizing Strategic Workforce Planning: Data, Analytics and Beyond Sheri L. Feinzig Chapter 4: Strategic Workforce Planning in the U.S. Federal Government Laura Knowles and Samantha Adrignola Chapter 5: The History of the Workforce at Saudi Aramco: Opportunities for I/O Psychology Christian Hobson and Paul van Katwyk Chapter 6: Agile Workforce Planning Adam Gibson and Nicola Oldroyd Chapter 7: Strategic Workforce Planning for Growth: Strategies and Technology for Multispeed Growth James D. Eyring, Andrew P. Newmark, and Sunil Setlur Chapter 8: Enabling Strategic Workforce Planning Through Skills, Artificial Intelligence, and Internal Talent Marketplace Brian Heger Chapter 9: Strategic Work-Task Planning David Creelman, Alexis Fink, and David Ulrich Chapter 10: The Job as Work Role and Profession: It's More Than Skills Andrea Fischbach and Benjamin Schneider Chapter 11: Beyond the Theory: Adaptive Workforce Planning Approaches that Are Business-Led Adam McKinnon and Kanella Salapatas Chapter 12: The X-Factor in Strategic Workforce Planning: For CEOs, Context Is King David Reimer and Adam Bryant Chapter 13: Scenario Planning: The Secret Sauce to Making Strategic Workforce Planning Agile Edie Goldberg Chapter 14: Moving Mountains: Stamina and Resistance in Just Workforce Planning Juliet R. Aiken and Tori Glascock Chapter 15: Zero Hour for Jobs: How One Company Helped Others Adapt Their SWP When Covid Roiled the Planet, and Learned to Adapt Itself Michael Nicholas Bazigos Chapter 16: Teaching Strategic Workforce Planning: Hit the Ground Running Steve Weingarden, Nikita Arun, Juliet R. Aiken Conclusion: A Call to Action for Rethinking Workforce Planning Beverly Tarulli and Marc Sokol

Marc B. Sokol, PhD, is President of Sage Consulting Resources. He has worked in large and small firms, in the public and private sectors, in both internal and external roles, across 25 countries, as an expatriate executive, and now leads his own firm. Beverly A. Tarulli, PhD, is Clinical Assistant Professor at New York University, leading the human capital analytics and technology master's degree program. She is also the founder and president of Novius Consulting.

Selling point: Discusses best practices on the process of workforce planning across a wide range of settings and companies Selling point: Includes practical case illustrations by seasoned practitioners Selling point: Provides guidance on how to address the changing landscape of work