Editing Openai/6913a25a-3e84-8001-ae77-885ca935e940 (section)

==== 1. Shift from head‑count planning to skills and capability planning ====

Why this matters now
* According to the World Economic Forum ‘Future of Jobs’ report, 63 % of employers identify skills gaps as a major barrier to transformation through 2025–2030. World Economic Forum<ref>{{cite web|title=World Economic Forum|url=https://www.weforum.org/publications/the-future-of-jobs-report-2025/digest/|publisher=World Economic Forum|access-date=2025-11-12}}</ref>
* Workforce planning is moving beyond static “how many people” models to questions of “which skills, where and when.” JobsPikr<ref>{{cite web|title=JobsPikr|url=https://www.jobspikr.com/blog/workforce-planning-metrics-2025/|publisher=jobspikr.com|access-date=2025-11-12}}</ref>
* With technology (especially AI and automation) accelerating, many traditional roles are shifting faster than before—leading to gaps if you don’t anticipate skills instead of just bodies. Bernard Marr<ref>{{cite web|title=Bernard Marr|url=https://bernardmarr.com/7-workplace-trends-that-will-define-2026/|publisher=Bernard Marr|access-date=2025-11-12}}</ref>

Actionable steps for you
* Build a skills‑map for your organisation (and specifically for your sales/marketing teams) that starts with: “What skills will we need by 2026 to drive member engagement and revenue growth?” Think: digital analytics, social‑media content strategy, automation fluency, hybrid selling, data‑driven storytelling.
* Run a gap analysis: Where are you strong today? Where are you weak? Prioritise 2–3 high‑impact skill areas (not every skill).
* Delegate to your email specialist and sales team leads to own development plans for these high‑impact skills: e.g., “By Q2 2026 we will certify 50% of the team in [new tool or methodology]”. Let them own execution; you set the targets and framework.
* Factor redeployment and internal mobility into head‑count decisions. If someone in your team has adjacent skills, can they transition into a more future‑critical role rather than you hiring externally? This helps with retention and cost control.

Why I recommend this above other moves
Because in a tighter labour market and with cost pressures ahead, you’re less likely to win just by adding bodies. Winning in 2026 means having the right capabilities. By making skills your lever, you build a more sustainable competitive advantage—not just filling seats.