Developing the Workforce Your Lab Will Need Next

<p>Workforce planning at the organizational level requires more than filling open roles or preparing for retirements. Senior lab leaders must anticipate how changing business priorities; technologies; funding; service demands; and workforce demographics will affect the skills and leadership capacity their organization needs.<br />
This session will examine how to identify future workforce gaps; assess which roles and expertise pose the greatest continuity risk; and connect staffing decisions to the lab’s long-term strategy. It will also position succession planning as a broader organizational responsibility—not simply naming replacements for senior positions. Attendees will explore ways to build internal talent pipelines; strengthen leadership readiness; preserve critical knowledge; and make targeted development investments that support continuity and growth.<br />
Key learnings<br />
Identify future workforce and capability gaps before they disrupt operations<br />
Prioritize roles; skills; and institutional knowledge that present the greatest continuity risk<br />
Build succession plans that extend beyond senior leadership positions<br />
Create stronger internal pipelines through targeted development and stretch opportunities<br />
Align workforce investments with the lab’s strategic direction and future operating needs</p>