How to establish a strong Strategic Workforce PlanTalMix
Implementing Strategic Workforce Management in your organisation is not a decision that should be made lightly. Managing Change and Digital Transformation effectively means you need a talent force that is engaged and productive.
In this broadcast, we discussed best practices when it comes to establishing a strong SWP programme. Some of the items discussed, included:
Understanding current demand, demographics, turnover and vacancy rates both within the workforce, as well as skills matrix
Understanding workforce trends and challenges specific to your industry
Understanding wage and salary norms for your industry
Understanding labour demand / supply for your industry and how that effects your organisation – for both today, and tomorrow.
The challenge of forecasting your workforce demand based on high-growth and fluctuating market demands.
The relevance of SWP and building for tomorrow's leadership
And more.
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
How to establish a strong Strategic Workforce PlanTalMix
Implementing Strategic Workforce Management in your organisation is not a decision that should be made lightly. Managing Change and Digital Transformation effectively means you need a talent force that is engaged and productive.
In this broadcast, we discussed best practices when it comes to establishing a strong SWP programme. Some of the items discussed, included:
Understanding current demand, demographics, turnover and vacancy rates both within the workforce, as well as skills matrix
Understanding workforce trends and challenges specific to your industry
Understanding wage and salary norms for your industry
Understanding labour demand / supply for your industry and how that effects your organisation – for both today, and tomorrow.
The challenge of forecasting your workforce demand based on high-growth and fluctuating market demands.
The relevance of SWP and building for tomorrow's leadership
And more.
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
How to Build and Maintain a Premier OrganizationLucas Group
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Data-Centered Talent Management Is A Must For Sustainable Success!aNumak & Company
The skills gap has expanded as a result of new technology. Artificial intelligence (AI), data, and advanced analytics all necessitate people working successfully and ethically alongside and managing machines. Talent management planning should help establish and then support an organization's ideal path, whether it's through recruiting, training (including an evaluation and skilling effort), the external market, or an ecosystem partner.
Customers and employees alike want more effort, responsibility, and transparency, therefore diversity and inclusion must remain a top concern. Because research continues to show that a more diverse workforce produces better business results, personnel management strategies should track the progress of DEI programmes and encourage additional action. This includes managing a multigenerational workforce, eliminating unconscious bias in recruiting and the employee life cycle, and evaluating candidates based on their potential rather than their resumes.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
Hire resources strategically for project excellence. Boost your team's capabilities with skilled professionals. Elevate success through strategic augmentation
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Data-Centered Talent Management Is A Must For Sustainable Success!aNumak & Company
The skills gap has expanded as a result of new technology. Artificial intelligence (AI), data, and advanced analytics all necessitate people working successfully and ethically alongside and managing machines. Talent management planning should help establish and then support an organization's ideal path, whether it's through recruiting, training (including an evaluation and skilling effort), the external market, or an ecosystem partner.
Customers and employees alike want more effort, responsibility, and transparency, therefore diversity and inclusion must remain a top concern. Because research continues to show that a more diverse workforce produces better business results, personnel management strategies should track the progress of DEI programmes and encourage additional action. This includes managing a multigenerational workforce, eliminating unconscious bias in recruiting and the employee life cycle, and evaluating candidates based on their potential rather than their resumes.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
Hire resources strategically for project excellence. Boost your team's capabilities with skilled professionals. Elevate success through strategic augmentation
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
2. THE TERM HUMAN CAPITAL HAS NOW
BECOME COMMON IN HR LANGUAGE
TO DESCRIBE PEOPLE AND THEIR
COLLECTIVE SKILLS, ABILITIES,
EXPERIENCE AND POTENTIAL.
Human capital is an intangible asset not listed
on a company's balance sheet.
Human capital is said to include qualities like
an employee's experience and skills.
Since all labor is not considered equal,
employers can improve human capital by
investing in the training, education, and
benefits of their employees.
Human capital is perceived to have a
relationship with economic growth,
productivity, and profitability.
Like any other asset, human capital has the
ability to depreciate through long periods of
unemployment, and the inability to keep up
with technology and innovation.
The economic value of a
worker’s
experience and skill
3. IF YOU WANT STAFF TO GIVE GREAT SERVICE,
GIVE GREAT SERVICE TO STAFF----ARI
WEINZWEIG
Human capital refers to the skill and knowledge of human beings---
Michael Parkin
People’s innate abilities and talents plus their knowledge, skills and
experience that make them economically productive. Human
Capital can be increased by investing in health care, education and
job training---World Bank
4.
5. HISTORY OF HUMAN CAPITAL
• The idea of human capital can be traced back to the 18th century. Adam Smith
referred to the concept in his book An Inquiry into the Nature and Causes of the
Wealth of Nations, in which he explored the wealth, knowledge, training, talents, and
experiences of a nation. Adam suggested that improving human capital through
training and education leads to a more profitable enterprise, which adds to the
collective wealth of society.
• Gary Becker and Theodore Schultz, invented the term in the 1960s to reflect the value
of human capacities. Schultz believed human capital was like any other form of capital
to improve the quality and level of production. This would require an investment in
the education, training, and enhanced benefits of an organization's employees.
7. CHALLENGES
Strategic workforce planning
• To help the business prepare for potential future challenges and opportunities.
• To look at human capital in the context of the long-term goals of the organization as a whole.
• Highly beneficial to visualize, anticipate and prepare for certain scenarios before they become a
reality.
Leveraging workforce analytics
• Introducing specialist HCM software to help quicker hiring times to a more detailed understanding
of how your people are performing and where additional training is required.
• To get the best out of analytics, first you need to have a clear idea of what data is available to you
and whether the information is accurate and up to date
Training and development
• Employees learning new things and expanding their skill sets feel more engaged and committed to
their employer, which supports productivity and reduces turnover.
• Training and skills development can pose a big challenge to the HR department, which needs to
show that investment in this area is delivering returns.
Change management
• There are many types of organizational change that can have a big impact on the workforce and its
productivity, particularly where new technologies and concepts like automation are concerned.
• Being proactive and anticipating change, rather than simply reacting to it, is an invaluable quality
that can raise your HCM standards to the next level.
Talent acquisition and onboarding
• Identifying and acquiring the right talent, a constant priority for businesses.
• Devise an effective HCM strategy.
• Dedicated software can offer benefits like:
Automatic filtering of applications based on certain criteria, such as skills and experience
Identification of the recruitment channels most likely to provide engagement with valuable
candidates
Tools to measure and analyze candidate engagement
• Onboarding is another essential step in successful talent acquisition, since you want
new arrivals to make a positive start to their role and become loyal, productive
employees. One of the most valuable steps you can take in improving the onboarding
process is to collect feedback from employees, which will give you a frontline view of
procedures that work well and ones that need to improve.
8.
9. HUMAN CAPITAL TRENDS: SEIZING THE
WINDOW OF OPPORTUNITY
WE’VE IDENTIFIED VARIOUS HUMAN
TRENDS WE EXPECT WILL BE SHAPING IN
THE WORKPLACE. SOME TRENDS HAVE BEEN
ONGOING AS RECENT DEVELOPMENTS HAVE
ACCELERATED THEM. MANY ARE THE RESULT
OF DRASTIC CHANGES THAT
ORGANIZATIONS HAVE HAD TO MAKE AND,
IN SOME CASES, ARE STILL FACING.
The pandemic has propelled digital
transformation many years into the future.
Although HR has been leading change and crisis
in the past years, it runs the risk of missing the
boat on this fundamental shift in how we work
We believe that 2023 is HR’s window of
opportunity to reposition the function’s value
proposition in the post-pandemic reality. Human
Resources professionals have played a significant
role in guiding organizations through the storm
of the pandemic and subsequent inflation surge
and economic slowdown.
10. THE SURVIVE VS THRIVE MINDSET
IN A WORLD OF PERPETUAL DISRUPTION, SURVIVING IS NOT ENOUGH.
COVID -19 PANDEMIC PROVED THAT, WHEN FACED WITH AN UNPRECEDENTED CRISIS, ORGANIZATIONS AND WORKERS ARE
CAPABLE OF TREMENDOUS RESILIENCE UNDER PRESSURE.
THEY CAN ADAPT.
THEY CAN PIVOT.
THEY CAN SURVIVE.
Surviving
A survival mindset views disruptions as
point-in-time crises to be addressed
with the expectation that the
organization will revert to “business as
usual” once the crisis is over. It’s about
doing what’s necessary to succeed
today.
Thriving
A thrive mindset recognizes that
disruption is continuous rather than
episodic and embraces disruption as a
catalyst to drive the organization
forward. It’s about doing what’s
possible, not just to succeed today, but
also to dominate tomorrow
11. HUMAN CAPITAL TRENDS
Designing Work for Well-Being
• Organizations can restructure work in ways that help workers not only feel their best but
perform at their best, strengthening the tie between well-being and organizational outcomes
and fostering a greater sense of belonging overall.
• Organizations that integrate well-being into the design of work at the individual, team, and
organizational levels will build a sustainable future where workers can feel and perform at their
best
• we expect HR to move towards a more proactive approach to wellbeing and resilience. This
involves developing a more holistic employee wellbeing approach focusing on mental, physical,
and financial wellbeing.
12.
13. HUMAN CAPITAL TRENDS
Unleashing Worker Potential
• Renewing workers’ skills is a tactical necessity, but reskilling is not a sufficient path
forward by itself. Organizations should consider an approach that treats workforce
development as a strategy for building worker and organizational resilience.
• Empowering workers with agency and choice creates more value than overly
prescriptive approaches.
• Organizations that allow and facilitate their employees to explore passion areas will
be able to create a more sustainable and effective workforce centered on business
priorities and filling skill needs.
14. HUMAN CAPITAL TRENDS
Setting New Directions for Work and the Workforce
• Organizations that wish to innovate and succeed need to shift how they think about workforce insights and
what they do with them.
• Companies that continue to use data to improve old patterns of work are missing out on the option to use it
to explore unchartered territory.
• Forward-looking insights that ask how to act on important workforce issues can help organizations
understand how to achieve new outcomes.
• Organizations should begin to ask fundamentally new questions that can inform bold decisions around
critical human capital risks and opportunities.
• We’re entering a world in which it’s becoming paramount that organizations shift from using workforce
insights to improve old patterns of work to using it to set new directions.
17. 4.WHERE WORK HAPPENS?
• Collaboration and teaming became a life raft for organizations during
COVID-19 .
• Now, it’s time to take this one step forward with “superteams” –
combinations of people and technology that leverage their capabilities
at a speed and scale not otherwise obtainable.
• Together, technology and people can make some truly incredible,
innovative breakthroughs.
18. 5.ACCELERATING THE SHIFT TO RE-ARCHITECTING
WORK
• This trend is related to HR and the many ways this profession is innovating to
meet the needs of organizations.
• Many have already shifted from their traditional role of enforcing and
standardizing workforce policies to their new role in orchestrating work in an
agile and innovative fashion across the organization.