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Gartner Webinars: Top 5 Post-COVID Workforce Planning
Gartner's webinar series provides leaders with essential insights and strategies for navigating workforce planning amidst post-COVID challenges, emphasizing the need for data-driven decisions. The document highlights key areas of focus, including talent acquisition, skill development, and organizational diversity in response to evolving business demands. It outlines the importance of adapting to new market conditions and addressing skill gaps to maintain competitive advantage.
Gartner Webinars: Top 5 Post-COVID Workforce Planning
- 1. Gartner Webinars Gartner equips leaderslike you with indispensable insights, advice, and tools to help you achieve your most pressing objectives
- 2. 2 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. RESTRICTED DISTRIBUTION Enhance your webinar experience Ask a Question Download Attachments Share This Webinar
- 3. 3 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. RESTRICTED DISTRIBUTION Connect with Gartner Top 5 Post-COVID Workforce Planning Questions Answered With Analytics Scott Engler VP, Advisory Ashley Tatum VP, Advisory
- 4. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. TalentNeuronTM Premium end-to-end global labor market intelligence solution.
- 5. 5 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Competitive Assessment Skills Gaps Sourcing Rethink Location Strategy Hybrid Reprioritization Plans for 2021 Source: Gartner Increase Diversity Representation Adapting to the New Talent War
- 6. 6 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. n = 236 Respondents 2021 Board of Directors Survey 48% of boards expect business model changes as the result of COVID-19
- 7. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. n = 133, percentages are calculated using sum of frequencies Q. Please tell us about your organization’s top 5 strategic business priorities for the next 2 years (2020/2021). Source: 2020 Gartner View From the Board of Directors Survey Digital and Workforce are Top of Mind for Boards 53% 49% 29% 27% 23% 23% 23% 20% 20% 20% 20% 19% 17% 16% 15% 0% 30% Perceived Business Priorities for 2020-21 Percentage of Respondents 60% BusinessExpansion/ Diversification Growth EffectiveBusiness Management Customer CostEfficiency Product Improvements Innovation,R&D Financial Mergersand Acquisition Leadership Development Businessstrategy Profitimprovement RiskManagement Workforce DigitalTech Initiatives
- 8. 8 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. n = 186 Source: April 2019 HR Executive Survey 50% of HR Leaders Had Confidence That HR Could Successfully Execute Workforce Planning
- 9. 9 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Workforce Planning Process Where Data Plays a Role What is Workforce Planning? The process of planning for the workforce a given organization will need to remain competitive and continue to grow. Understand Business Strategy & the Implications for Talent Demand Diagnose the talent risks to executing business strategy. Develop a plan to address talent risks. Prepare to execute the workforce plan. Data Plays a Role in Every Step of the Process
- 10. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Competitive Assessment Skills Gaps Sourcing Rethink Location Strategy Hybrid Reprioritization Plans for 2021 Source: Gartner Increase Diversity Representation Adapting to the New Talent War
- 11. 11 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
- 12. 12 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Fastest Growing Digital Skills Top 10 Fastest Growing Digital Skills by Job Demand in Each Organization Group FAANG Source: Gartner TalentNeuron (July 2020) Note: AGR is calculated based on this formula: (average annual demand of digital skills from July 2017 to June 2020 / annual demand of digital skills during July 2017 to June 2018) – 1. Only the skills above 25th percentile by job demand volume have been considered for the analysis and we’ve excluded skills with extremely low demand volume. Demand growth for some of the common skills are outside the top 10 in some of the three organization groups. Therefore not all common skills are shown on all three charts here. AGR of Job Demand from FAANG by Skill 614% 240% 206% 166% 131% 112% 102% 99% 88% 84% 0% 500% 1000% Blockchain 5G Search Engine Optimization Power BI ServiceNow Disaster Recovery Cyber Security Intrusion Prevention System Solutions Architecture Penetration Testing Unique Skills Common Skills S&P 100 AGR of Job Demand from S&P 100 Organizations by Skill 681% 328% 292% 277% 252% 188% 148% 137% 136% 134% 0% 500% 1000% Asana 5G DevSecOps GitLab Snowflake IT Strategy Natural Language Understanding Quantum Computing Virtual Assistant Blockchain Unicorns AGR of Job Demand from Unicorns by Skill 437% 415% 281% 261% 255% 247% 224% 210% 205% 180% 0% 500% 1000% Automation Anywhere Robotic Process Automation (RPA) Containerization ServiceNow Neural Networks Snowflake Artificial Intelligence Data Insights Information Privacy Computer Vision
- 13. 13 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Sense for strategic capability shifts Competitor A B C D Company Category Development (3) +1 +1 +1 +4 Customer Engagement +1 +1 +1 - +2 Customer Sales Exec. (2) (1) (2) - +1 Customer/ Shopper Marketing (2) (2) (2) - - Sales Mgmt. - (1) - - +6 Source: Gartner Company: Global Food & Beverage giant
- 14. 14 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Q1: What talent profiles are my competitors targeting post-COVID?
- 15. 15 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Case In Point In order to make changes to its talent strategy, especially around hiring, the organization needed to study its traditional and non-traditional competitive landscape 15 Industry: Healthcare Mission Critical Priority: Guiding Talent Decisions In a Rapidly Changing Environment
- 16. RESTRICTED DISTRIBUTION 16 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Having the Conversation With The Business What’s Happening with our competitors?
- 17. 17 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Competitive Assessment Skills Gaps Sourcing Rethink Location Strategy Hybrid Reprioritization Plans for 2021 Source: Gartner Increase Diversity Representation Adapting to the New Talent War
- 18. 18 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. New Skills Urgently Needed Percentage of workforce that has had to use new skills as a result of COVID-19 42% 58% 58% n = 113 L&D professionals Source: Gartner Coronavirus Polling on Learning and Development (6 April 2020)
- 19. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved.© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. RESTRICTED DISTRIBUTION One in three skills will be obsolete in less than four years For roles in IT, Finance and Sales n = 2020 and 2021 projected; 13,166,410 (2019); 12,008,840 (2018); 9,991,265 (2017) job postings; Source: Gartner TalentNeuron
- 20. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. No Headlights Into the Future “53% cite failure to identify needed skills as the No. 1 impediment to workforce transformation. 31% reported that they have no way to identify market leading skills
- 21. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. How to infuse data into your decisions 21 Conduct capability needs reviews more frequently Develop the organization’s ability to build dynamic skills internally
- 22. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Q2: How do I regularly engage business leaders in future skill needs assessment?
- 23. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Case In Point An organization needed to rapidly implement a digital strategy, and help the business identify the right skills were needed to meet the needs of both the business and patients during COVID-19. 23 Industry: Healthcare Mission Critical Priority: Guiding Talent Decisions In a Rapidly Changing Environment
- 24. RESTRICTED DISTRIBUTION 24 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Having the Conversation with the Business How do we keep up with what skills we should care about?
- 25. RESTRICTED DISTRIBUTION 25 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Having the Conversation with the Business How do we make sure we have the skills we need at the right time?
- 26. RESTRICTED DISTRIBUTION 26 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Competitive Assessment Skills Gaps Sourcing Rethink Location Strategy Hybrid Reprioritization Plans for 2021 Source: Gartner Increase Diversity Representation Adapting to the New Talent War
- 27. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Top Digital Skills by Demand Growth in Non-IT Functions Rank Marketing / PR Sales / Biz. Development Finance / Accounting Science / R&D Engineering / QA Creative / Talent Human Resources Operations / Logistics 1 DevSecOps Build automation DevSecOps Snowflake Search Engine Optimization 5G Robotic Process Automation (RPA) Mobility as a Service 2 5G Edge computing Snowflake Network security Blockchain Back-end systems Data Insights Augmented Reality 3 Containerization DevSecOps Computer vision Power BI Asana Blockchain Power BI Dynamics 365 4 Robotic process automation (RPA) Blockchain Cloud operations Enterprise architecture Cloud architecture Platform as a Service Augmented Reality Robotic Process Automation (RPA) 5 Edge computing 5G Cloud implementations Edge computing Power BI Marketing analytics Data Strategy Asana Source: Gartner TalentNeuron (August 2020) a Annualized Growth Rate is calculated using this formula: (average annual demand of digital skills from July 2017 to June 2020 / annual demand of digital skills during July 2017 to June 2018) – 1. Top 5 Digital Skills by Demand Growth in Each Non-IT Functions Rankings Based on the Annualized Growth Ratea of Demand From Corresponding Functions Requiring Digital Skills From July 2017-June 2018 to July 2019-June 2020 Fast growing digital skills identified on slide 3
- 28. 28 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. New Emerging Growing Core Declining Software Developers, Applications Skill Lifecycle—FAANG+ Source: Gartner Talent Neuron (July, 2020) Implementing User interfaces UNIX Science Software development Computer science Java Software engineering Design patterns Data sets Visualization Redshift Technical leadership Mobile operating systems Game engines TrendspottingDataDog Deep Dive Analysis Skill Life Stage SkillPrevalence
- 29. 29 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Most Common Titles with ThisSkill Description “Design Patterns” refers to the use of reusable solutions/templates to solve common problems when designing applications or systems. Design Patterns are best practices to promote efficiency and eliminate redundancy in code. Samplejob description language: “Knowledge of common design patterns used in software development.” Hiring Difficulty Deep Dive: Design Patterns Skill Growth 3X (2016-2020) Java Developer Stack Developer Source: Gartner TalentNeuron (July 2020) See the Glossary for more detail on categories used in this section. Software Engineer Android Developer .net Developer iOS Developer Java Developer Java Stack Developer Software Developer Software Development Engineer Stack Developer Java Software Engineer Representational State Transfer (REST) APIs Web Services Model-View- Controller Java Design Patterns Less Very Top 5 Skill Adjacencies 7
- 30. 30 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Q3. How can I set realistic expectations with hiring managers on whom and from where we should hire?
- 31. 31 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Case In Point Once decisions were made on where to invest, the organization needed to create a viable strategy for sourcing and hiring this type of talent. 31 Industry: Healthcare Mission Critical Priority: Guiding Talent Decisions In a Rapidly Changing Environment
- 32. RESTRICTED DISTRIBUTION 32 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. xx represents highest talent supply, lowest talent demand and lowest demand pressure xx represents lowest talent supply, highest talent demand and highest demand pressure Talent Supply Talent Demand Focus Locations Total Talent Supply % of Talent Supply (*Healthcare Industry) Three-Years’ Talent Supply Growth Rate (*CAGR) Total Talent Demand % of Talent Demand (*Healthcare Industry) Demand Pressure Average Posting Period (Days) Boston 3,310 14.1% 4.2% 970 4.8% 29.3% 74 Chicago 3,860 8.9% 2.0% 1,040 3.1% 26.9% 86 Dallas 3,310 5.4% 2.9% 830 1.9% 25.1% 64 Los Angeles 3,970 7.5% 4.1% 1,110 3.2% 28.0% 76 New York City 6,060 9.9% 5.0% 1,660 3.1% 27.4% 71 Philadelphia 1,650 15.7% 5.7% 490 4.6% 29.7% 68 Product Owner Having the Conversation with the Business Where do we find the talent?
- 33. RESTRICTED DISTRIBUTION 33 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Having the Conversation with the Business Do we have the right profile?
- 34. RESTRICTED DISTRIBUTION 34 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Competitive Assessment Skills Gaps Sourcing Rethink Location Strategy Hybrid Reprioritization Plans for 2021 Source: Gartner Increase Diversity Representation Adapting to the New Talent War
- 35. 35 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
- 36. 36 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Emerging Information Technology Hubs Source: Gartner TalentNeuron Research and Analysis Emerging hubs have decent supply of relevant talent pool and low to medium salary cost. These locations have witnessed good growth in information technology sector during he past few years Atlanta Mexico City Rio de Janeiro Buenos Aires Saint Petersburg Warsaw Osaka Beijing Metro Manila Pune Munich Vancouver Hyderabad Montreal Melbourne High Low Size of the bubble represents size of the talent supply Color of the bubble represents the score of the location based on talent supply, demand, salary cost and location parameters. The higher the score is, the more favorable the location is for IT operations Talent Score: 7-10 6-7 5-6 1-5
- 37. 37 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Source: Gartner TalentNeuron Research and Analysis
- 38. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Q4. How can I expand beyond my current location footprint for cost and competitive advantage? 38
- 39. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Case In Point 39 Given the looming Brexit outcome this global banking organization had to find alternative scalable locations in Europe given the looming Brexit outcome Industry: Banking Mission Critical Priority: Reducing geographic risk caused by Brexit
- 40. RESTRICTED DISTRIBUTION 40 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Having the Conversation with the Business How do we start the conversation on remote or hybrid work environments?
- 41. RESTRICTED DISTRIBUTION 41 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. Competitive Assessment Skills Gaps Sourcing Rethink Location Strategy Hybrid Reprioritization Plans for 2021 Source: Gartner Increase Diversity Representation Adapting to the New Talent War
- 42. RESTRICTED DISTRIBUTION 42 ©2020 Gartner, Inc. and/or its affiliates. All rights reserved. The Diversification Challenge
- 43. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Q5. How can I use data to inform decisions around improving diversity representation at my organization? 43
- 44. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Case In Point 44 The team needed data to shift the perceptions of business leaders about the ability to find diverse talent across several different functional areas, and encourage a shift in strategy around hiring for diverse talent. Industry: Insurance Mission Critical Priority: Changing the perception that diverse talent doesn’t exist and driving diverse representation across the organization
- 45. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Top Locations in the U.S. by Financial Analyst Talent Supply Top 5 Locations by Supply and Demand for Financial Analyst Number of By-Segment Talent Supply for Financial Analyst, by Location Top 5 Alternative Locations by Supply for Financial Analyst Number of By-Segment Talent Supply for Financial Analyst, by Location Total 56663 14223 13958 12952 12773 Total 12252 10887 10616 9236 6165 Minority Segments Minority Segments Source: Gartner TalentNeuron (2020) Note: Minority segments includes African-American, Hispanic, Asian and all other ethnic groups. Source: Gartner TalentNeuron (2020) Note: Minority segments includes African-American, Hispanic, Asian and all other ethnic groups. 24365 4409 6979 6087 2938 New York Chicago Washington DC Los Angeles Boston 3431 4681 3609 3602 2528 Philadelphia San Francisco Dallas Houston Atlanta
- 46. RESTRICTED DISTRIBUTION © 2020Gartner, Inc. and/or its affiliates. All rights reserved. Top Locations in the U.S. by Financial Analyst Talent Supply for Minority Segments African-American Talent Supply Hispanic Talent Supply Asian Talent Supply Source: Gartner TalentNeuron (2020) Female Talent Supply Total (in Parentheses) and By-Segment Number of Talent Supply for Financial Analyst, by Location African-American Talent Supply Talent Supply Across Locations With the Highest Talent Supply and Demand for Financial Analyst Talent Supply Across Alternative Locations With the Highest By-Segment Talent Supply for Financial Analyst Total (in Parentheses) and By-Segment Number of Talent Supply for Financial Analyst, by Location Hispanic Talent Supply Asian Talent Supply Female Talent Supply 1603 1348 1274 955 739 Atlanta (6165) Philadelphia (12252) Charlotte (4901) Dallas (10616) Houston (9236) 3400 2512 766 569 518 New York (56663) Washington DC (13958) Boston (12773) Chicago (14223) Los Angeles (12952) 3966 1425 977 853 383 New York (56663) Los Angeles (12952) Washington DC (13958) Chicago (14223) Boston (12773) 13032 4015 2792 1660 1422 New York (56663) Los Angeles (12952) Washington DC (13958) Boston (12773) Chicago (14223) 3593 3005 1838 1293 1168 San Francisco (10887) San Jose (5778) Philadelphia (12252) Houston (9236) Dallas (10616) 18132 5583 4551 4015 3321 New York (56663) Washington DC (13958) Chicago (14223) Los Angeles (12952) Boston (12773) 4533 3702 3291 2863 2774 Philadelphia (12252) San Francisco (10887) Dallas (10616) Houston (9236) Atlanta (6165) 1293 1274 1020 848 772 Houston (9236) Dallas (10616) Phoenix (5098) Miami (4240) San Antonio (1931)
- 47. 47 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. RESTRICTED DISTRIBUTION Ask your questions Send Question Type your question here…
- 48. 48 © 2018Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. The most comprehensive source of global talent data Request a TalentNeuronTM Demo Today
- 49. 49 © 2018Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Sign up to receive the Gartner TalentNeuron Monthly Newsletter, which features actionable insights for HR executives. Data-driven insights and labor market trends from TalentNeuron™ Subscribe
- 50. 50 © 2018Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. Learn how to extend diversity, equity and inclusion goals beyond talent acquisition. Join the panel discussion on Dec. 16 Understand the new set of talent strategy rules as COVID-19 creates a new work environment. Download the e-book Discover how a TalentNeuron client identified the most cost-effective locations with a good supply of target talent. See the customer success story More from TalentNeuron™
- 51. 51 © 2020Gartner, Inc. and/or its affiliates. All rights reserved. RESTRICTED DISTRIBUTION Get more Gartner insights Download the research slides View upcoming and on-demand Gartner webinars at gartner.com/hrwebinars Rate this webinar
Editor's Notes
- #2 Presenter's Name Presenter's Name
- #7 43% of employees learned a new-to-world skill - Increase from 34% in 2018a 47% of leaders learned a new-to-world skill Massive skill changes were a fact of working life prior to COVID - Even Before COVID Skills Changes Complicated Workforce Planning n = 3,970 employees 2,819 leaders Source: 2019 Gartner Leader Effectiveness Survey for Employees a 2018 Gartner Shifting Skills Survey, n = 7,101 Speaking notes from original deck (AI and WF 2.0) 43% of employees say they’ve had to learn an entirely new-to-world skill in the past 3 years – not just new to them, but new-to-world. That’s an increase from 34% in last year’s survey. These new-to-world skills include things like AI engineering (also included in the definition from this survey is agile work processes, operating new machinery, and cloud computing). Nearly half of leaders learned a new-to-world skill in the past 3 years The takeaway here is that both employees and leaders are being faced with an expanding universe of skills – there are more skills than ever that need to be mastered to do their jobs successfully But not only are there are more skills than ever, skills are also changing extremely quickly.
- #9 Low Confidence in Ability to Conduct Workforce Planning by HR … well before the pandemic… this is not likely to have increased
- #17 Key Points – Building the capabilities for a more dynamic workforce hinge on the ability of the HR team to proactively and strategically help the business engage with both the external and internal labor markets at the organization from a macro to micro level. When it is something new, the quickest and easiest way to start to generate insight by looking at what’s happening in the external market. In rapidly changing environments, regularly checking in with competitors, market leaders, etc. can provide powerful insight to help the business push through to the next phase of growth. When we were working with a healthcare organization, they were trying to quickly ramp up their digital capabilities within the organization to meet the rapidly changing demands of the market. One way to gain that type of insight is to gather trends from the market. What are others doing? What skills are they hiring? What titles? They also worked with us via the custom project channel to identify macro trends like the increased use of surgical robotics, or omnichannel communication resources between providers and patients or patient health monitoring platforms. And foundationally, it helped to develop an understanding of what types of skills the organization might need in order to quickly move down a digital path and bring insight to the business to drive the discussion around the talent that would be necessary to help the organization adapt to the new environment and grow.
- #22 The acceleration of skills evolution and volatility in the business means organizations should expect to conduct capability needs assessments more frequently to ensure organizational capabilities stay aligned with changes in priorities. HR leaders should look to build a robust and agile skills development capability to achieve organizational priorities as it gets harder to hire external talent to meet their fast-evolving skills needs
- #25 Key Points – Building the capabilities for a more dynamic workforce hinge on the ability of the HR team to proactively and strategically help the business engage with both the external and internal labor markets at the organization from a macro to micro level. When it is something new, the quickest and easiest way to start to generate insight by looking at what’s happening in the external market. In rapidly changing environments, regularly checking in with competitors, market leaders, etc. can provide powerful insight to help the business push through to the next phase of growth. When we were working with a healthcare organization, they were trying to quickly ramp up their digital capabilities within the organization to meet the rapidly changing demands of the market. One way to gain that type of insight is to gather trends from the market. What are others doing? What skills are they hiring? What titles? They also worked with us via the custom project channel to identify macro trends like the increased use of surgical robotics, or omnichannel communication resources between providers and patients or patient health monitoring platforms. And foundationally, it helped to develop an understanding of what types of skills the organization might need in order to quickly move down a digital path and bring insight to the business to drive the discussion around the talent that would be necessary to help the organization adapt to the new environment and grow.
- #26 How do I help them think about how we will get there? And in order to support not only the current needs, but potential future needs (which we can’t even predict because things are changing to rapidly), being able to identify adjacent skill sets can be fundamental in creating the best possible scenario for rapid shifts in skill needs. In this situation, cloud solutions isn’t necessarily something that the company needs right now but there are several secondary skills where there is already significantly more demand and therefore more experience in the market, and also likely readily able to change with new technology demands. And incorporating this type of information in regular conversations with business leaders, hiring managers, and with L&D, talent management, and talent acquisition peers it can enable a much more rapid adjustment to this ever evolving world.
- #33 Where do we find the talent? And here we come back to that healthcare company I was talking about. Once the conversations happened within the business, and there was clarity about the types of skills and roles that they would need, the team needed to put together a strategy to find that talent. One of the challenges or questions that they needed to answer was how fundamental was experience in the industry to being able to do the work. As you can see here, by requiring industry experience that significantly diminishes the ability to find the talent that the organization would need. So being able to say to leaders, with this requirement we are at a distinct disadvantage. Do we want to change that? Is that something we can teach internally? Additionally, if it is necessary, then we likely need to go elsewhere to look for talent. You can also see the growth rates here, so will this market support our growth over time? What does that mean for hiring? How can we use that insight around skills to strengthen our internal pipeline? By having this type of data, the organization has the ability to drive strategic conversations about what type of talent they really need, and the cost/benefit analysis of where to find that talent, how much it will cost, and what they can do to create an advantage for themselves in the market. And a typical outcome of this type of conversation, especially with the impact that Covid has had on where work can get done, becomes how do we then capitalize on alternate locations, and how do we leverage remote and hybrid work strategies…
- #40 Key Questions: What is the overall talent landscape of customer service representatives supporting the EMEA region? What are relevant cost parameters to consider? How do we stack up against competitors’ job postings in certain EMEA locations?
- #41 By using location data with a focus on demand pressure, university talent, English proficiency and more, the director of HR: Evaluated the talent supply for the focus profiles and locations as of 2Q20, as well as the list of top university talent in various locations for all relevant majors combined Analyzed cost parameters such as the cost of living index, real estate cost, base salary cost for focus role and location to shortlist viable locations Identified five other viable European locations outside the U.K. as the next potential hub(s) for the global bank following Brexit; will soon work with business leaders to consider hybrid and remote workforce models in alternative locations
- #44 rive social and diversity, equity and inclusion (DEI) objectives with workforce strategy decisions. Employers can embed social and DEI objectives into their workforce strategies to differentiate themselves from competitors. For instance, organizations can now take advantage of the unbounded access to global talent to bridge talent gaps for underrepresented segments.
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