Strategic Workforce Planning for digital & IT organizations of a leading urban transportation company

Let’s set the stakes

The urban transport sector is currently undergoing profound changes: a sharp increase in public transport travel (+21% in 10 years), changing consumer expectations, increasingly demanding about the transport experience, digitalization of uses, increased pressure on operating costs, and opening up to competition.

In order to deal effectively with these changes, the client must ensure that it has the appropriate business skills in the medium term. The first phase of the approach concerns the digital sector (1,200 people in various hierarchical structures).

How we intervened

Led by a multi-skilled team (HR expert and GEPP approach, IT and digital business experts), Circularity’s support consisted in co-constructing, with the HRDs of the different entities of the digital sector, a Management of Jobs and Professional Careers (GEPP) approach.). This was done to put the HR and management teams in a position to:

• Identify the different profiles and skills needed, today and tomorrow
• To anticipate and proactively manage the evolution of profiles within structures (under-represented profiles, critical profiles, skills to be reinforced, etc.)
• Facilitate the ability to fill vacant/available positions through internal mobility
• To identify possible cross-functional career paths

The approach consisted of five work phases:

• Inventory and mapping of current and future jobs and a census of the workforce
• Identification of the main changes affecting each of the job families
• Definition of the target culture and skills to meet these changes
• Diagnosis of the current situation to measure the gap (in quality and quantity) between the existing situation and the target
• Development of the transformation plan and construction of tools to implement professional development paths (identification of candidate profiles and then support paths towards the target profiles)

The results we obtained

• Establishment of a repository of jobs and skills shared by all entities in the sector
• Identification of profiles to be strengthened as a priority (including Product Owner, designer, UX expert, data scientist, cyber expert, Service Delivery Manager, project manager) and of populations in decline
• Adaptation of job paths to increase employee performance
• Increasing the skills of the entire sector in terms of core competencies and behavioral skills
• Decompartmentalization of HR development thinking with the implementation of cross-functional approaches to identifying candidate profiles

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