Strategic Workforce Planning Lead

Chevron•Houston, TX

About The Position

Chevron is accepting online applications for the position Strategic Workforce Planning Lead. This role leads the enterprise Strategic Workforce Planning (SWP) agenda across functions. It partners with business and HR leaders to shape a long-term workforce vision, forecast demand and supply for critical job families and skills, benchmark against competitors, and facilitate pragmatic action plans (build/buy/borrow/automate) to close capability gaps. Positioned at the intersection of strategy, analytics, and execution, this role offers the opportunity to shape the framework of how Chevron develops, understands, and plans its workforce of the future.

Requirements

Bachelor’s degree required in Business, Human Resources, Engineering, Data Analytics or related field.
Proven expertise in workforce planning, scenario modeling, and skills-based talent strategy.
Strong consulting, facilitation, stakeholder management, executive communication, and influencing skills with senior leaders and cross-functional teams.
Experience developing long-range workforce plans which forward project skill needs, talent pipelines, and strategic hiring decisions.

Nice To Haves

10+ years in oil and gas (E&P, refining, petrochemicals, or energy services) spanning HR Strategy, Org/Talent, or Management Consulting.
Master’s degree or certification in Business, HR, Analytics, Engineering, Workforce Planning or related field.
Fluency with Workday (job profiles/skills), Excel/Power BI, and visualization tools; familiarity with AI/automation impacts on work design.
Core Competencies: Strategic & systems thinking; ability to connect business strategy to talent implications. Analytical rigor; comfort with ambiguity, scenarios, and sensitivity analysis. Influence without authority; strong collaboration and facilitation across senior leaders and technical functions. Clear, concise communication “storylining” complex analysis into decisions. Change leadership and coaching; building repeatable processes and playbooks.

Responsibilities

Shape the Long Term Workforce Vision: Facilitate cross-functional workshops to align leaders on a bold, 5-year workforce vision tied to enterprise strategy, capital project pipeline, and energy transition scenarios. Translate strategic priorities into workforce implications (roles/capabilities/capacity), establishing a clear talent baseline by function.
Forecast Demand & Assess Supply: Build demand models (headcount & skills) for priority functions and job families; layer technology, market, and portfolio shifts into scenarios. Quantify internal supply (skills, proficiency, mobility, location mix) and external market availability; identify constraints and hotspots where supply is tight or capability gaps are material.
External Intelligence & Competitive Benchmarking: Monitor competitor moves, talent strategies, and emerging operating models across oil & gas, NOCs, and energy tech—synthesizing insights for leaders and impacts on strategic workforce plan. Establishes and monitors key performance indicators (KPIs) and success metrics for HR and Learning and Talent milestones.
Drive Actions to Close Gaps: Facilitate function-level action plans: build (upskilling/learning), buy (targeted hiring), borrow (contract/gig), and automate (technology/AI augmentation) with clear owners, milestones, and value cases. Partner with HR COEs (TA, L&D, Comp, OD) to operationalize actions and embed them into annual cycles and quarterly business reviews.
Data, Architecture & Tooling: Leverage Workday and analytics platforms to integrate job architecture and skills taxonomy into SWP (mapping skills to job profiles; enabling reporting and career pathways). Define metrics, dashboards, and governance to track SWP outcomes. Model Development: Build, maintain, and refine workforce planning forecasting and scenario models in Adaptive Planning and Power BI.
Senior Level Communication & Change Leadership: Craft concise, executive-ready narratives, pre-reads, and decision materials for Leaders/sponsors; manage alignment across Strategy, Finance, and functional leadership. Coach talent managers/HR business partners to run SWP at the function level using the central playbook and templates.