POSITION OBJECTIVE Senior Strategic Workforce Planning is responsible for building and operating strategic workforce planning capability for TMO, ensuring workforce resource needs are forecasted and prepared in alignment with transformation strategy, Big Move/Initiative roadmaps and ACB's business plans. The position focuses not only on Headcount Planning but needs to connect Business Strategy – Workforce Demand – Skills/Capability – Supply – Productivity – Cost, thereby proposing appropriate workforce strategy following the Build – Buy – Borrow approach and developing short, medium and long-term workforce roadmaps.
KEY RESPONSIBILITIES A. Strategic Workforce Planning
- Build and deploy SWP framework for TMO across horizons: short-term, 1 year, 3 years and 5 years.
- Transform Business/Transformation Roadmap into workforce, capability, skills and capacity requirements.
- Build workforce demand forecast by Big Move, Initiative, Chapter and capability group.
- Analyze existing Workforce Supply and identify gaps between Demand – Supply – Skills.
- Build different workforce scenarios based on growth rate, strategy, productivity and budget.
B. Workforce Strategy – Build, Buy, Borrow
- For each capability group/critical role, determine appropriate workforce strategy: - Build: Develop internal workforce, upskill/reskill, succession. - Buy: Recruit from market for needed capabilities. - Borrow: Internal Mobility, experts, partners, consultants or flexible workforce.
- Clear classification: - Critical Roles needing immediate supplementation. - Strategic Capabilities requiring long-term investment. - Skills that can be developed internally. - Capabilities to be sourced from external/flexible workforce. - Coordinate with TWR, TMC, HRBP and Learning to translate Workforce Strategy into specific implementation programs.
C. Skills & Capability Planning
- Build Workforce Capability/Skills Map for critical capability groups.
- Coordinate with Chapter to identify Current Skills and Future Skills.
- Assess Skills Gap and propose gap closure roadmap.
- Particularly focus on strategic capabilities such as Technology, Data, AI, Product, Digital, Transformation and capabilities supporting ACB's Big Moves.
- Support building Talent/Skill Pool for scarce capabilities.
D. Workforce Productivity & Cost
- Build metrics on workforce capacity, utilization and productivity.
- Analyze correlation between Headcount – Capability – Output – Cost.
- Support building Workforce Cost Forecast and workforce investment scenarios.
- Evaluate effectiveness of Build/Buy/Borrow options.
- Coordinate with Finance/PMO to assess business case and ROI of major workforce investments.
E. Workforce Governance & Planning Cycle
- Design and operate Workforce Planning Cycle aligned with Business Planning, Budget and QBR.
- Build governance for headcount/workforce adjustment when Initiative scope or priority changes.
- Establish periodic Workforce Review to track: Demand → Supply → Gap → Source → Cost → Risk → Action.
- Build dashboard and management reports to give leadership visibility on workforce status.
- Provide early warning on workforce risks that may impact Big Move/Initiative milestones.
- Key coordination partners: SWP position serves as connector between: - Business & Initiative → determine strategy and workforce demand. - Chapter → determine capability, skills, capacity and future skills. - HRBP → Organization & People Strategy. - TWR → External Talent / Buy Strategy. - TMC → Internal Supply / Mobility / Borrow Strategy. - Learning → Build / Upskill / Reskill. - PMO → Initiative roadmap, milestones and planning cycle. - Finance → Workforce cost, budget and investment effectiveness.
- Key deliverables: Candidate will directly participate in building: - TMO Strategic Workforce Plan. - Workforce Roadmap 1–3–5 years. - Annual/Half-year Workforce Plan. - Big Move Workforce Plan. - Technology/Data/AI Workforce Plan. - Workforce Demand–Supply–Gap Analysis. - Critical Role & Critical Skill Map. - Build–Buy–Borrow Strategy. - Skills/Capability Map. - Workforce Cost & Productivity Analysis. - Workforce Risk Dashboard. - Quarterly Workforce Review/QBR Pack.
JOB REQUIREMENTS Experience
- Minimum 7–10 years of experience in HR Strategy, Strategic Workforce Planning, HRBP, Organization Development, People Analytics or related fields.
- Practical experience in Workforce Planning/Manpower Planning in large-scale organizations.
- Preferred experience in Banking, Financial Services, Technology, Consulting or Transformation.
- Experience building new frameworks/processes rather than just operating existing systems is a major advantage.
- Ability to work with senior stakeholders and translate Business Strategy into People/Workforce Strategy.
Competencies
- Strategic Workforce Planning.
- Workforce Analytics & Scenario Planning.
- Business & Financial Acumen.
- Skills/Capability Planning.
- Organization & Workforce Design.
- Data Analysis & Storytelling.
- Stakeholder Management.
- Problem Solving & Structured Thinking.
- Strong ability to use Excel/Power BI or data analysis tools; understanding of HRIS/Workforce Analytics platform is an advantage.
Profile We Are Looking For
- We are looking for someone who not only knows how to plan headcount.
- This is someone capable of asking and answering bigger questions: What capabilities will ACB/TMO need in 1–3–5 years? - Which capabilities need immediate investment and what are Critical Roles? - How much workforce is truly needed to execute strategy? - Which capabilities should be Built, Bought or Borrowed? - With Technology, Data and AI, how should we invest in internal and external resources? - What is the cost of workforce investment and what value does it deliver? - The ultimate goal is to transform Workforce Planning from an activity of "meeting personnel needs" into a capability of "proactively preparing workforce for future strategy".
