KC Bradley is an advisory services manager at PwC who leads a team providing talent management and workforce planning consultation. She discussed her career journey in HR and how workforce planning has evolved from an unestablished field to a competitive advantage for organizations. Workforce planning ensures an organization has the right people with the right skills in the right places at the right time. It requires integrating thinking about both financial data and workforce capabilities. While the process can be challenging, it is growing in importance as a strategic function for human resources.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
Rightquarterly3rdquarter2013 131203193615-phpapp01Ajay K. Rana
The document summarizes a talent assessment program conducted by Right Management for a client in Singapore. The program had three phases: 1) Individual assessments were conducted to identify strengths and development areas for leaders and help them create development plans. 2) Coaching sessions helped leaders better understand their strengths and areas for growth. 3) A team learning component involved leaders sharing insights and working together on initiatives, promoting personal mastery. The goal was to help leaders gain self-awareness, encourage teamwork, and support their personal and professional growth.
The document discusses managing on-demand talent or "agile talent". It finds that over half of executives are increasing their use of outside expertise sourced globally. While cost is a factor, flexibility, speed and innovation are the primary benefits. Organizations take one of three approaches to agile talent: as an exception, strategic augmentation, or a total workforce strategy. The strategic augmentation approach, where agile talent extends strategic capabilities, is most common among top organizations. Managing agile talent effectively requires building talent networks, onboarding talent quickly, managing politics, treating talent as partners, developing talent, getting feedback, and nudging systems to reduce friction.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
The document discusses how LHH helps companies realize the potential of their existing workforces. It describes how LHH provides services like assessments, coaching, reskilling and internal mobility programs to help companies identify skills within their current employees, develop talent, and fill positions from within. This allows companies to increase productivity and engagement while reducing costs associated with replacing employees. LHH works with large multinational companies and has experience transforming entire workforces and developing leaders.
Vantiv was a 40-year old startup that spun off from a larger bank and underwent an IPO, leaving them with outdated HR systems that did not support their new strategic direction and growth. They hired PeopleFirm to help evaluate new HR systems but realized they needed a holistic talent strategy instead. PeopleFirm used their Strategic Talent Accelerator tool to map Vantiv's current and desired future talent states, revealing gaps. This clear picture helped Vantiv prioritize updates and make a business case to support initiatives like competency frameworks. With PeopleFirm's guidance, Vantiv created an implementation plan and is now updating systems and programs to better support their talent needs and business goals.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
Rightquarterly3rdquarter2013 131203193615-phpapp01Ajay K. Rana
The document summarizes a talent assessment program conducted by Right Management for a client in Singapore. The program had three phases: 1) Individual assessments were conducted to identify strengths and development areas for leaders and help them create development plans. 2) Coaching sessions helped leaders better understand their strengths and areas for growth. 3) A team learning component involved leaders sharing insights and working together on initiatives, promoting personal mastery. The goal was to help leaders gain self-awareness, encourage teamwork, and support their personal and professional growth.
The document discusses managing on-demand talent or "agile talent". It finds that over half of executives are increasing their use of outside expertise sourced globally. While cost is a factor, flexibility, speed and innovation are the primary benefits. Organizations take one of three approaches to agile talent: as an exception, strategic augmentation, or a total workforce strategy. The strategic augmentation approach, where agile talent extends strategic capabilities, is most common among top organizations. Managing agile talent effectively requires building talent networks, onboarding talent quickly, managing politics, treating talent as partners, developing talent, getting feedback, and nudging systems to reduce friction.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
The document discusses how LHH helps companies realize the potential of their existing workforces. It describes how LHH provides services like assessments, coaching, reskilling and internal mobility programs to help companies identify skills within their current employees, develop talent, and fill positions from within. This allows companies to increase productivity and engagement while reducing costs associated with replacing employees. LHH works with large multinational companies and has experience transforming entire workforces and developing leaders.
Vantiv was a 40-year old startup that spun off from a larger bank and underwent an IPO, leaving them with outdated HR systems that did not support their new strategic direction and growth. They hired PeopleFirm to help evaluate new HR systems but realized they needed a holistic talent strategy instead. PeopleFirm used their Strategic Talent Accelerator tool to map Vantiv's current and desired future talent states, revealing gaps. This clear picture helped Vantiv prioritize updates and make a business case to support initiatives like competency frameworks. With PeopleFirm's guidance, Vantiv created an implementation plan and is now updating systems and programs to better support their talent needs and business goals.
- Strategic workforce planning is a process that ensures a business has the right people in the right jobs at the right time to meet its goals. It involves analyzing the current workforce, predicting future needs, and developing strategies to address talent gaps.
- Only 21% of companies take a strategic, long-term approach to workforce planning. The document outlines a 6-step process for effective strategic workforce planning: establishing business goals, understanding labor market trends, identifying future talent needs, assessing current talent, identifying gaps, and implementing strategies.
- The company discussed provides assessments and solutions to help organizations with strategic workforce planning, talent management, and other human resource needs. Their tools help with tasks like workforce analysis, candidate selection, employee
This document describes a two-day Strategic Workforce Planning Masterclass hosted by Kienco, a boutique consultancy specializing in workforce strategy. The masterclass provides a comprehensive introduction to strategic workforce planning through case studies, examples, and hands-on exercises to help participants apply the principles in their own organizations. Previous attendees have used what they learned to successfully conduct strategic workforce planning. The document outlines Kienco's eight-step methodology and provides details on course locations and dates in Australia, New Zealand, and other countries.
Accounting Today - Practice Profile - Clear Paths at CSHBrad Self
Clark Schaefer Hackett takes a holistic approach to change management and career development that focuses on building strong internal relationships. They have implemented several initiatives including:
1) A comprehensive onboarding program that introduces new employees to the firm culture and prepares them to immediately contribute through hands-on training.
2) Clear career progression paths outlined for each role, emphasizing performance over tenure, to guide employees and address their need for a clear vision.
3) Formal mentoring and coaching relationships to support staff's personal and professional growth beyond technical skills training.
4) Engagement surveys that demonstrate the success of their emphasis on internal relationships in boosting retention and satisfaction.
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Re-thinking HR through Innovation. Introduction to Hr 2015 focus issuesCayetana Pablos LLona
This document summarizes an article about the need for organizations to become 21st century learning organizations. It discusses how competitive forces, changing job requirements, emerging technologies, an aging workforce, new ways of working and a shorter shelf life of knowledge are driving the need for re-skilling and up-skilling employees. It argues that the focus is shifting from recruitment to employee development. It also discusses how the nature of work is changing from routine manual and cognitive tasks to more complex work requiring tacit skills like judgment, intuition, and expertise. Creativity and innovation are becoming increasingly important skills. Organizations must align learning strategies with business strategies to stay competitive in this environment.
The document provides an overview of strategic workforce planning. It discusses that while 92% of companies do some workforce planning, only 21% take a strategic long-term approach. It then outlines a 6-step process for strategic workforce planning: 1) establish business strategy, 2) understand the labor market, 3) identify future talent needs, 4) assess current talent, 5) identify gaps, and 6) implement strategies to address gaps. The document emphasizes that strategic workforce planning is a continuous process that requires executive sponsorship.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
The document discusses McKinsey & Company's research on "the war for talent" - the phenomenon of increased competition among companies for highly skilled workers. It finds that having strong talent is now critical for business success given the knowledge-based economy. However, attracting and retaining talent is also becoming more difficult. The war for talent will persist for decades due to demographic trends reducing the future supply of managerial talent. While most companies recognize winning this war is important, few feel prepared to strengthen their talent pools. The document outlines five imperatives that top performing companies follow: instilling a talent mindset, creating an attractive employee value proposition, continuously recruiting talent, growing great leaders, and differentiating and affirming employees. It urges
Sharpen focus on connecting and integrating people, work and platform - Makar...Anil Kaushik
Technology will touch literally all the elements of a typical employee lifecycle. Self - service will be the basic tenet of organisational working and to that extent, transactional activities like managing routine data, transactions and controls will be eliminated. Employees will be expected to take significant responsibility for their own learning and development. HR Professional will have to manage shorter and fragmented employee life cycle.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Insights Success Magazine, we have introduced The 10 Most Admired Corporate Recruitment Companies, in order to assist businesses to choose their right Corporate Recruitment Companies
An Introduction to Strategic Talent Sourcing Matthew Best
The document discusses the challenges a client faced in strategic talent sourcing and how a strategic talent sourcing model was implemented to address them. The client lacked internal candidates for key roles, risked lost productivity and revenue, and their recruiting was too reactive. The new model strengthened understanding of talent markets, built talent maps and pipelines, and took a more proactive approach to strategic hires. It provided high-touch support for critical hires aligned with business strategies through dedicated recruiters.
2017: Where are we going?Trends in HC, Recruitment, & AssessmentBrian Marwensdy
The document discusses trends in human capital, recruitment, and assessment. Some key trends include organizations moving toward interconnected, flexible teams rather than traditional functional models. There is also a need to develop leaders more rigorously through evidence-based approaches. Culture is seen as important for guiding strategy during change initiatives. Continuous learning and designing employee experiences using design thinking are also highlighted as trends. The use of people analytics, digital HR technologies, and contingent workforce management are growing. Recruitment trends include a focus on quality of hire, employer branding, diversity, and screening automation. Assessment trends include growing use of online assessments, prediction of performance, mobile assessment, and talent analytics.
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
This document discusses people, strategy, and workforce planning. It covers several topics: allowing flexible working arrangements and compassion for employees' responsibilities outside of work during difficult times; developing an HR strategy aligned with the overall business strategy; and the need for workforce planning to ensure the right people are in the right roles. Workforce planning touches on attracting, recruiting, onboarding, developing, and retaining employees over their career lifecycle.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Page 2809.1Strategic Human Resource ManagementMAJOR QUESTION.docxhoney690131
This document discusses strategic human resource management and effective recruitment practices. It begins by explaining that human resource management involves planning, attracting, developing and retaining an effective workforce, as people are an organization's most important asset. It then discusses how companies like Google attract top talent through competitive benefits and a focus on employee happiness. Finally, it covers the importance of strategic human resource planning, which involves understanding current employee needs through job analysis and descriptions, and predicting future needs based on an organization's strategic plan and available labor pools. The goal is to recruit and select the right people to help achieve organizational goals.
Lim Hwa Choo discusses her experiences with HR at Cisco in Singapore. She notes that Cisco achieved second place in 2015 for the Best Companies to Work by Great Place to Work due to asking the right questions about employee experiences and impact. She also emphasizes the importance of continual learning to stay aware of changes in both business and HR. Lim highlights that in 2015, HR analytics needed to provide real-time, relevant data linked to business outcomes to help organizations achieve strategic objectives. However, drawing meaningful results from collected data remains a challenge due to the advanced skills and resources required for effective analysis.
- Strategic workforce planning is a process that ensures a business has the right people in the right jobs at the right time to meet its goals. It involves analyzing the current workforce, predicting future needs, and developing strategies to address talent gaps.
- Only 21% of companies take a strategic, long-term approach to workforce planning. The document outlines a 6-step process for effective strategic workforce planning: establishing business goals, understanding labor market trends, identifying future talent needs, assessing current talent, identifying gaps, and implementing strategies.
- The company discussed provides assessments and solutions to help organizations with strategic workforce planning, talent management, and other human resource needs. Their tools help with tasks like workforce analysis, candidate selection, employee
This document describes a two-day Strategic Workforce Planning Masterclass hosted by Kienco, a boutique consultancy specializing in workforce strategy. The masterclass provides a comprehensive introduction to strategic workforce planning through case studies, examples, and hands-on exercises to help participants apply the principles in their own organizations. Previous attendees have used what they learned to successfully conduct strategic workforce planning. The document outlines Kienco's eight-step methodology and provides details on course locations and dates in Australia, New Zealand, and other countries.
Accounting Today - Practice Profile - Clear Paths at CSHBrad Self
Clark Schaefer Hackett takes a holistic approach to change management and career development that focuses on building strong internal relationships. They have implemented several initiatives including:
1) A comprehensive onboarding program that introduces new employees to the firm culture and prepares them to immediately contribute through hands-on training.
2) Clear career progression paths outlined for each role, emphasizing performance over tenure, to guide employees and address their need for a clear vision.
3) Formal mentoring and coaching relationships to support staff's personal and professional growth beyond technical skills training.
4) Engagement surveys that demonstrate the success of their emphasis on internal relationships in boosting retention and satisfaction.
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Re-thinking HR through Innovation. Introduction to Hr 2015 focus issuesCayetana Pablos LLona
This document summarizes an article about the need for organizations to become 21st century learning organizations. It discusses how competitive forces, changing job requirements, emerging technologies, an aging workforce, new ways of working and a shorter shelf life of knowledge are driving the need for re-skilling and up-skilling employees. It argues that the focus is shifting from recruitment to employee development. It also discusses how the nature of work is changing from routine manual and cognitive tasks to more complex work requiring tacit skills like judgment, intuition, and expertise. Creativity and innovation are becoming increasingly important skills. Organizations must align learning strategies with business strategies to stay competitive in this environment.
The document provides an overview of strategic workforce planning. It discusses that while 92% of companies do some workforce planning, only 21% take a strategic long-term approach. It then outlines a 6-step process for strategic workforce planning: 1) establish business strategy, 2) understand the labor market, 3) identify future talent needs, 4) assess current talent, 5) identify gaps, and 6) implement strategies to address gaps. The document emphasizes that strategic workforce planning is a continuous process that requires executive sponsorship.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
The document discusses McKinsey & Company's research on "the war for talent" - the phenomenon of increased competition among companies for highly skilled workers. It finds that having strong talent is now critical for business success given the knowledge-based economy. However, attracting and retaining talent is also becoming more difficult. The war for talent will persist for decades due to demographic trends reducing the future supply of managerial talent. While most companies recognize winning this war is important, few feel prepared to strengthen their talent pools. The document outlines five imperatives that top performing companies follow: instilling a talent mindset, creating an attractive employee value proposition, continuously recruiting talent, growing great leaders, and differentiating and affirming employees. It urges
Sharpen focus on connecting and integrating people, work and platform - Makar...Anil Kaushik
Technology will touch literally all the elements of a typical employee lifecycle. Self - service will be the basic tenet of organisational working and to that extent, transactional activities like managing routine data, transactions and controls will be eliminated. Employees will be expected to take significant responsibility for their own learning and development. HR Professional will have to manage shorter and fragmented employee life cycle.
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Insights Success Magazine, we have introduced The 10 Most Admired Corporate Recruitment Companies, in order to assist businesses to choose their right Corporate Recruitment Companies
An Introduction to Strategic Talent Sourcing Matthew Best
The document discusses the challenges a client faced in strategic talent sourcing and how a strategic talent sourcing model was implemented to address them. The client lacked internal candidates for key roles, risked lost productivity and revenue, and their recruiting was too reactive. The new model strengthened understanding of talent markets, built talent maps and pipelines, and took a more proactive approach to strategic hires. It provided high-touch support for critical hires aligned with business strategies through dedicated recruiters.
2017: Where are we going?Trends in HC, Recruitment, & AssessmentBrian Marwensdy
The document discusses trends in human capital, recruitment, and assessment. Some key trends include organizations moving toward interconnected, flexible teams rather than traditional functional models. There is also a need to develop leaders more rigorously through evidence-based approaches. Culture is seen as important for guiding strategy during change initiatives. Continuous learning and designing employee experiences using design thinking are also highlighted as trends. The use of people analytics, digital HR technologies, and contingent workforce management are growing. Recruitment trends include a focus on quality of hire, employer branding, diversity, and screening automation. Assessment trends include growing use of online assessments, prediction of performance, mobile assessment, and talent analytics.
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
This document discusses people, strategy, and workforce planning. It covers several topics: allowing flexible working arrangements and compassion for employees' responsibilities outside of work during difficult times; developing an HR strategy aligned with the overall business strategy; and the need for workforce planning to ensure the right people are in the right roles. Workforce planning touches on attracting, recruiting, onboarding, developing, and retaining employees over their career lifecycle.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
Page 2809.1Strategic Human Resource ManagementMAJOR QUESTION.docxhoney690131
This document discusses strategic human resource management and effective recruitment practices. It begins by explaining that human resource management involves planning, attracting, developing and retaining an effective workforce, as people are an organization's most important asset. It then discusses how companies like Google attract top talent through competitive benefits and a focus on employee happiness. Finally, it covers the importance of strategic human resource planning, which involves understanding current employee needs through job analysis and descriptions, and predicting future needs based on an organization's strategic plan and available labor pools. The goal is to recruit and select the right people to help achieve organizational goals.
Lim Hwa Choo discusses her experiences with HR at Cisco in Singapore. She notes that Cisco achieved second place in 2015 for the Best Companies to Work by Great Place to Work due to asking the right questions about employee experiences and impact. She also emphasizes the importance of continual learning to stay aware of changes in both business and HR. Lim highlights that in 2015, HR analytics needed to provide real-time, relevant data linked to business outcomes to help organizations achieve strategic objectives. However, drawing meaningful results from collected data remains a challenge due to the advanced skills and resources required for effective analysis.
This document outlines emerging roles in recruiting that provide opportunities for career growth beyond traditional recruiting roles. It describes several new roles including Director of Recruiting Strategy who ensures recruiting maintains a competitive advantage; Director of Recruiting Programs and Program Managers who strategize and oversee recruiting initiatives; and Talent Acquisition/Marketing Manager who shapes employer brand perceptions. These roles demonstrate recruiting is becoming more strategic, technology-centric, and brand-focused.
For decades, industries and companies around the world have known talent can serve as one of the best competitive advantages. It is also clear identifying the right talent for your business is vital because not everyone is going to be a perfect fit.
PSJ 38.3_Perspectives Commentary by Eric Severson July 2015Eric Severson
This document summarizes an article about the future of work and the role of human resources (HR). It discusses 5 major trends that will impact companies in the coming decade: 1) trend forecasting and change leadership, 2) talent sourcing and community building, 3) organization and performance architecture, 4) culture and community activism, and 5) operational excellence. The article argues that HR must proactively evolve to lead these changes, rather than just follow trends. Commentaries provide examples of how some companies are already addressing these trends and the future of work by thinking differently about talent, networking, and running their business.
E book 2017 transform to perform. from outplacement to active placementLee Hecht Harrison
This document discusses the evolution of outplacement services from a traditional model focused on support after job loss, to a new model called "active placement." Active placement aims to more directly connect talented individuals who are out of work with potential employers. It argues active placement could shorten unemployment time and reduce stress for job seekers by finding them new opportunities. Some progressive companies now offer outplacement support before termination to help redeploy talent internally first or prepare them for an external job search. Going forward, outplacement firms need to market talented candidates to hiring managers and recruiters, taking a more direct role in job placement rather than just passive support. This represents the next stage in transforming how companies and outplacement services approach workforce changes.
Transform to perform the future of career transition ebookMichal Hatina
Lee Hecht Harrison (LHH) helps companies transform their leaders and workforce so they can accelerate performance. In an era of continuous change, successfully transforming your workforce depends on how well companies and their people embrace, navigate and lead change.
Change within the organization, and their career. At Lee Hecht Harrison we use our expertise in talent development and transition to deliver tailored solutions that help our clients transform their leaders and workforce so they have the people and culture they need to evolve and grow. We are passionate about making a difference in peoples’ careers and building better leaders so our clients can build a strong employer brand.
McKinsey on Organization CHROs and talent managementPeter Allen
This document discusses the future of performance management in organizations. It begins by noting that traditional annual performance evaluations are widely disliked but still commonly used. It then outlines some emerging trends in how top companies are rethinking performance management, such as focusing only on top and low performers rather than trying to differentiate average ones, providing continuous feedback instead of annual reviews, and basing compensation more on team performance and skills development than individual ratings. The document suggests the changes signal performance management practices are overdue for an update to better suit modern job roles and business needs.
For this assignment you will need to complete the following1..docxAKHIL969626
For this assignment you will need to complete the following:
1. Explain what procurement is.
2. Define the terms “project” and “project management” according to the Project Management Book of Knowledge (PMBOK guide).
3. Explain the concept of business process.
4. Describe the five process groups that are found within project management.
5. List the skills that a procurement manager needs to have to be successful in today’s evermore challenging business environment.
6. Discuss the concept of prioritizing and list some of the tools that can be utilized to prioritize tasks and activities successfully.
7. Explain the differences between competitive and sole-source contracts.
8. Define the terms “Request for Proposal (RFP)” and “Internet Reverse Auctions”.
9. Compare lowest cost versus best value procurements. What are the advantages and disadvantages of the both methods?
10. Explain what a Request for Procurement Services (RFPS) is. What information the RFPS form must contain?
11. What skills do the members of a procurement team need to have in order to be successful?
12. Explain what a Statement of Work (SOW) is. Why the SOW is one of the most important documents of the plan procurements process.
WORKFORCEWORK WORKPLACE
A collection of thought pieces
February 2015
Changing HR
operating models
1 Changing HR operating models
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
135,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
1 Changing HR operating models
Changing HR operating models
A collection of thought pieces
Foreword 2
Executive summary 3
Thought pieces
A modern HR operating model: the world has changed 5
Josh Bersin, Bersin by Deloitte
The future is ‘centres of expertise’: What impact has 18 years of the Ulrich 8
model had on the HR operating model and what does it tell us about the future?
Allan Boroughs, Orion Consulting
‘You can’t put in what God left out’: not everyone can be a strategic 12
HR business partner
Nick Holley, Henley Business School
The strategic role of HR: What does a strategic HR function look like? 15
John W. Boudreau and Edward E. Lawler III, University of Southern California
Cloud technology in the HR operating model 18
Gareth Williams, Travelex
Will the cloud have a silver lining for HR outsourcing? 20
Andrew Spence, Glass Bead Consulting
Reflecting on the past and looking to the future: the importance of 23
business structure
Dave Ulrich, Ross Business School, University of Michigan and RBL Group
Owning our HR operating model: an enterprise-centred ...
The document discusses questions related to human resource management. It provides definitions of strategic human resource management and analyzes the importance of HRM in organizations. The document also examines the strategic HRM process, roles in SHRM, and development and implementation of HR strategy. Contemporary issues that influence HRM are identified and analyzed. A range of HR strategies for organizations are also identified and assessed.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, 92% of executives surveyed see a need to redesign the organization itself. The "new organization" is built around highly empowered teams, driven by a new model of management, and led by a breed of younger, more globally diverse leaders. Organizational design has risen to the top priority among executives as companies strive to become more agile and customer-focused by shifting from traditional functional structures to interconnected, flexible teams organized in a "network of teams" model.
After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, 92% of executives surveyed see a need to redesign the organization itself. The "new organization" is built around highly empowered teams, driven by a new model of management, and led by a breed of younger, more globally diverse leaders. Organizational design has risen to the top priority among executives as companies strive to become more agile and customer-focused by shifting from traditional functional structures to interconnected, flexible teams organized in a "network of teams" model.
2-2 Interview Reflections I felt that my interviewee understo.docxeugeniadean34240
2-2: Interview Reflections
I felt that my interviewee understood that the job of HR needed to change to stay relevant. According to Grossman, being a “credible partner” is part of the competencies that are required in the new reality that is HR. With speaking to Joe, my interviewee, it appears that he recognized a long time ago that to survive, HR was going to have to make changes and become relevant to the business they are in, which is the moving industry. With doing this, they have looked for ways to outsource the “usual” HR functions and become involved with supporting the staff that they have, getting great talent, and being a source of knowable for the company. Taking an early lead in being a part of the development of their tariff has allowed Joe’s HR division to be taken very seriously within the company. They continue to evolve into the HR of today and even the future.
3.2 The Organizational Culture
After taking the survey, I realize that the organizational culture that I would want at my “Best Place to Work” would be similar to what I have now. My current company believes that HR is the responsibility of everyone. We have a benefits manager but recruiting top talent is such an important part of our cincture, that we receive a $10,000 bonus for recruiting staff.
Credibility- It is important that staff and clients feel that they can trust us. We find that we have repeat customers within the client base and recommendations due to our credibility.
Respect- Clients and staff are treated with prospect. The CEO understands that we make the company run. He rewards the staff with many different gifts and shows of appreciation.
Fairness- Being fair is a hallmark of a good company. Nothing ruins moral faster than favoritism.
Pride and Camaraderie- Staff are happy and proud to tell people they work for the company. This is due to the stellar reputation.
4-4: Leading Change
With my industry, which is hirer education financial aid, change is driven by new policies and regulations that come from the federal government. These changes are inevitable and uncontrollable. Within my consulting firm, we stay ahead of the change by paying attention and participating in negotiated rulemaking, which allows the financial aid industry to have a say in the policies that re coming down the pipe. We definitely use the analyze/think/change model.
The emotional reactions to change that I see very often is fear. Many times, staff is afraid that within the change, they will seem incompetent if they don’t take on the change as quick as other staff. During my current project, which is redesign of the student employment office, the staff involved went through all the emotions in varying levels. They eventual got to renewal and are fully vested in the process.
It is import for HR to take a front seat when change happens. This helps staff to understand that they are supported. It is also important for staff to be able to have their negative feelings openly, .
This document is a project report on recruitment and selection at HDFC Standard Life. It includes an introduction, declaration, acknowledgements, and index. The introduction defines key terms like management education, human resource management, and human resource planning. It also outlines five steps for HR professionals to prepare for the future, such as rethinking their role, gaining business training, developing creativity, gaining varied experience, and recognizing ongoing challenges.
Recruiters will need to adapt to changing demands and take on more strategic roles. Their work will require:
1) Staying agile to keep up with companies' rapidly changing hiring needs by closely aligning with business leaders.
2) Acting less as order-takers and more as advisors who provide strategic counsel to hiring managers.
3) Shifting from purely tactical roles to those requiring creativity, problem-solving and developing talent strategies.
This document discusses talent management strategies for organizations. It defines talent management as the process of recruiting, developing, and retaining an organization's most important asset - its people. The document outlines five rules for effective talent management: 1) Invest differently in talent segments to optimize results 2) Measure programs' business impact 3) Let numbers drive talent decisions 4) Build adaptable skills 5) Simplify performance management. It emphasizes aligning talent strategies with business goals and using data-driven approaches. Effective talent management is important for organizational success, especially during economic changes.
summer internship report - sourcing and recruitmentSwetaSaroha
this file is all about process of sourcing and recruitment by recruitment agencies. how they select candidates from various job portals and how they screen the resumes. each detail is mentioned in this report.
summer internship report - sourcing and recruitment
Team Bee_KC-Bradley_White Paper
1. Workforce Planning:
An Interview with KC Bradley
Written By:
Rashed Alkhaili
Soo Choi
Vivian Nguyen
Kathleen Truong
Victoria Vertilo
Past, Present, & Future
2. INtroduction
Executive Summary
Within the last 15 years, the world has seen a rapid evolution of technology, which in turn has affected how
organizations conduct their businesses. The new technological developments affect various organizational
functions, but one in particular was slow to adapt. Human resources is known primarily as a function with very little
change and very little growth. But as of recently, human resource professionals have started to make progress
towards creating a more strategic impact on their organizations. In their efforts to “have a seat at the table”, human
resource professionals are incorporating more of the technological advancements to concretely demonstrate their
impact. We were fortunate enough to interview KC Bradley, an industry leader in Workforce Planning. The following
white paper will summarize KC’s insights on the current field of Workforce Planning, as well as where it is heading
and how we can get there.
With the rapid growth of technology, organizations are expanding beyond their traditional borders and into the global
marketplace. These trends create an uncertain and ever changing environment for organizations and only those
who can adapt appropriately will survive. One function in particular is beginning to identify how they can have a
direct impact on the strategic trajectory of their organizations. You are probably thinking, “What function could that
be? C-suite management? Finance?” Although you are not necessarily incorrect, there is an unsuspecting function
that is climbing its way into the strategic hearts of organizations, and that is the field of human resources. As the
field of HR continues to evolve into a more forward-thinking and data-driven function, HR professionals are seeking
a way to be a new strategic lever for their organizations. More specifically, talent management is beginning to
manifest itself into what is now known as “workforce planning”.
Workforce planning is a continual process used to align the needs and strategic priorities of an organization with
those of its workforce. More simply, workforce planning is intended to ensure an organization has the right people
in the right place at the right time and at the right cost to meet business needs. You may now start to question how
HR can be situated to accomplish such a feat. In order to shed some light on the new potential within HR, this white
paper will focus on insights provided to us by a Workforce Planning thought leader, KC Bradley.
KC Bradley is currently an Advisory Services Manager at PwC, where she is leading a team who will bring
talent management and workforce planning consultation to other organizations. Previously, she has held various
management level positions with ConAgra Foods. When KC first started her career 20 years ago, Workforce
Planning was not a distinguished field. She believes that it was not until the last 7 years that organizations, other
than manufacturing (e.g., airplanes and car production lines), began to think about workforce planning. Even now,
KC explains how many organizations are not currently using any sort of workforce planning. And for those who are,
it has become a big competitive advantage for them. Even though technology has grown, which makes conducting
workforce planning analyses much more manageable, only larger organizations are utilizing workforce planning
strategies.
The following section of this paper is intended to provide you with insights from KC Bradley during our informational
interview with her. She will elaborate on her background and how she came into the field of workforce planning.
She will also provide her thoughts on the future of workforce planning and how HR can be better suited to tackle
the strategic challenges of their organizations.
1
3. Workforce Planning Resources
Interview with KC Bradley
Victoria: Tell us about your career journey: Did any of your previous positions have components of
workforce planning? How did you get interested in workforce planning?
KC: I have been in HR for almost 20 years. I received a B.S. in Finance and started out as a financial analyst. The
company I was working at was bought out, and HR became irrelevant, since the focus shifted from recruiting and
hiring to managing numbers. The company let go the head of HR and gave HR to finance. I was responsible for
managing the transition of headcount. Once that was done, I left to pursue a job at ConAgra Foods and worked on
implementing an HRIS system. I then began to do metrics: collecting and reporting HR data to improve business
processes. I always had a passion for project management and took on a project within the HR services area.
Following that experience, I moved into a leadership and development role to build the “softer” skills within talent
management. That role transformed into a talent management role and during this time I was getting my EMBA
degree and one of my significant papers was on workforce planning, which in 2010 was a new concept. Now I
work on HR Transformations at PwC, which involves getting other companies to improve their HR processes and
technology.
2
Leading Companies in WFP
Magazines & Conferences:
• PwC – Analytics function, there is
an hour webinar around analytics
and planning every Thursday
• Talent Management Magazine
• CFO Magazine
• Center for Effective Organizations
(research by Dr. John Boudreau)
• Institute for Corporate Productivity
(Membership based)
• Various Talent Management
Conferences
My theory is that if companies
are doing workforce planning
well, you are not going to know
about it because they will keep it
as their competitive advantage.
For instance, when I worked at
ConAgra, I found a little network
of people who I can talk to about
workforce planning, but I did not
want to publicize what I was doing
because it was a big win.
Currently, GE, Pacific Gas and
Electric, Boeing, and Ford are
companies that have been doing
workforce planning for a long time
and are considered leaders in the
field.
4. Soo: What challenges have you experienced while working in Talent Management or Workforce
Planning?
KC: Overall, the process of workforce planning is difficult because it is a completely new capability and companies
need to figure out how it fits within their strategic business plans. In addition, people working in HR do not
normally know how to think or how to do workforce planning. There have also been technological challenges with
consolidation of vendors and realizing the workforce planning capability, since a lot of people have not received
training on how to think or do workforce planning. The biggest challenge for me was getting people to broaden their
thinking about workforce planning. HR has grown from a personnel department to be more of a resource for the
business, and now into a function that provides insights to the business. Workforce planning is the next lever to be
pulled to get HR that seat at the C-suite table.
3
Kathleen: Could you describe a typical process carrying out a workforce planning project?
KC: Details vary widely based on what technology you have. At a high level, one of the first workforce planning
exercises that I did - still to this day - was one of the most impactful, which was an assessment in one of our plant
locations. We found that the best and most viable pipeline for the plant managers was a team lead. The team lead
is someone who is on the production line managing hourly workers who are creating our products.
We did a detailed review of 60 plant managers and tracked all the way back to the team leads. Pouring through
historical documents, we looked at where these leads were hired from, how long it took them to go from a team
lead to being a plant manager, how they were performing, their tenure, and how their pay changed over that career
path. The big question was how to take all of this data, make the best case plan out of it, and create a toolkit to say
this is the gold standard for what development, training, and engagement should look like for a team lead that takes
them from entry-level salary position into the highest position at a plant location. It took months to collect all the
data, and to go through the analysis of what had happened in the past and to make our predictions for what that
meant for future promotions and future movement.
When we got back to the business leaders, many of our findings were significantly different to what they thought
about managing this type of population. For example, in compensation, they were paying their team leads
up through plant manager positions very differently at way higher or lower salaries across different parts of the
company. That was definitely a detriment to other parts of the business when people find out that you can make
money by making the switch to another position. So leveling that out and making it a fair playing field for everyone
was really important to the business leaders.
Looking back, it took a lot of resources. We collected all that data and had to go to the head of recruiting,
compensation, and talent management. Everybody had a different piece of the data before an integrated system
was established. Smaller companies are still at the point where the data is not coded or brought together, so they
cannot easily go through these processes.
5. Soo: How do you persuade people who do not see the value in what you do?
KC: There are two theories on this. First, there is the theory of “I need to convince you that my idea is the best
idea.” Another tactic is to find people who believe in what you are doing. These people see how the pieces fit
together, and they are happy to have someone volunteer to put the pieces together. In my career, I have been
fortunate to choose people who are already excited about workforce planning and this has allowed me to begin my
projects faster.
Rashed: What are some important skills or talents one needs to be successful in this field?
KC: Workforce planning takes the effort of a team of people with different sets of skills and capabilities. In reality,
I do not think workforce planning can ever be done by one person because it takes a lot of work. The important
thing is being able to integrate thinking in terms of dollars and headcounts as well as thinking in terms of skills and
capabilities. Most of the time, people with different skill sets are brought in to mix these capabilities together. For
instance, financial analysts are brought in to get to the numbers. On the other hand, HR generalists understand
how to keep the employees motivated and happy. The skills and talents these types of roles bring are essential for
workforce planning to be done well from start to finish. The analytical capabilities are important in looking at data
and forecasting numbers. To understand what these numbers mean, it is important to have the skills to translate the
numbers in terms of a person.
Professional & Personal Successes
4
I consider my workforce planning projects a success if I have furthered the profession in some
way. For instance, was I able to make more people want to do this tomorrow than they did today?
In terms of my overall career, I am a self-proclaimed “change junkie” because I don’t like doing
the same things everyday. I constantly evaluate if I’m happy with what I’m doing and if I’m making
a difference. And finally, in my personal life, I am always setting goals for myself and constantly
attempting to achieve my goals. My goals encompass not only family and work, but education
as well. It’s important to find a way to stay up-to-date with the field and the industry and I’m
continually trying to find ways to further my knowledge.
Vivian: What are some mistakes people commonly make when starting in WFP?
KC: Some mistakes people make is trying to force-feed the concept of workforce planning to others or trying to
make others do something that they do not understand or are not ready to do. Furthermore, not educating the
company’s HR workforce or not giving them an opportunity to learn something different from what they have done in
the past. People need to be aware that it is going to take time for individuals to understand workforce planning and
that different industries are at different places in terms of this function.
6. 5
Vivian: Based on your experience, what is some advice that you can give to someone who is
interested in starting in this field?
KC: When you are looking for a company, try to get into companies where workforce planning is already
established. I would look for companies that have analytics or talent management. At the same time, you have
to be creative in what you are looking for when you are looking for job postings, because workforce planning
is not confined within HR. Workforce planning can sit anywhere, it can sit in finance or compensation or talent
management. Even when you get to these postings, you have to make sure to look at how much workforce
planning that company actually does. For instance, if you see a company with a dedicated analytics group, I would
take a second look at them because there are a lot of companies that say the buzzword but do not actually do
workforce planning because they do not know what it really is. Also, do not just think about the corporate side of
it. There are a lot of different routes when you are considering a career in workforce planning. Your options are not
confined to working for a company. You can also be on the software side or on the consulting side providing tools
and teaching them how to do workforce planning. For instance, a company called Visier is building a workforce
planning tool. They provide amazing technology.
Workforce Planning Leadership
Rashed: What was the structure of your Workforce Planning team at ConAgra?
KC: At my previous employer, ConAgra, which is a manufacturing organization, workforce planning sat firmly within
HR not because it was the right place for it to be, but because the HR group understood it and saw value in it.
For workforce planning to work correctly, however, it requires partnership between finance and HR and with each
business leader it is supporting.
Soo: If you had all the resources to build an ideal WFP team, what would it look like?
KC: I believe that one of the values workforce planning is going to bring to an organization is breaking down silos,
not just within HR but also across the business. In order for workforce planning to work, it is important to have
someone who can get resources from finance, someone who can get resources from HR, and a business leader.
Having a business leader stepping in is crucial because finance and HR professionals are not going to have an
understanding of strategy like a business leader has, such as where the company is going, what the demand
forecast is, and what skills and capabilities are needed to achieve the 3-5 year strategy. As far as skills and
capabilities go, a combination among those three functional areas is important and anyone on this ideal team has
to have a good grasp of all three areas. For instance, HR professionals in this case must be willing to understand
finance and the impact their efforts have on the business.
At the core, leadership competencies in workforce planning are not any different from those in other
fields. Yet “leading edge bravery” is important as it helps to get an organization to change. Managers
need to be open-minded, have a growth mindset--because the field is constantly changing--and be
willing and able to have people underneath them who are smarter than they are.
7. 6
Kathleen: What part of your work do you find most rewarding?
KC: I find my work most rewarding when I do something differently and push the envelope. Specifically, I like the
technology and process improvement side of my work and tying solutions to business outcomes in a non-traditional
HR way. Because I was trained as a financial analyst, I thought differently from every HR person when I began doing
HR work.
Victoria: How does Workforce Planning stand alone from Talent Management?
KC: Currently workforce planning stands alone because it is difficult to do both together, but in the future these
two functions should not stand alone. I see it terms of supply and demand analysis: knowing what you have and
what you need and identifying that gap. Workforce planning is geared towards numbers. The gap is where talent
management comes in. Once the company has identified the number of people they need, when they need them,
and the skills they are looking for, talent management looks at people currently in the workforce who can provide
those skills. That is the bridge between workforce planning and talent management taking it from a number or dollar
amount and tying it back to the people and skills within the organization.
Soo: In what ways do you see the field expanding or growing? Challenges in the future?
KC: It is a growing field, especially in terms of software and technology. It is only a matter of time before it is picked
up and learned by all organizations. Eventually, it will become as common in organizations as accounting and
would no longer provide companies with a competitive advantage. The ubiquity of workforce planning will be due
to the people who are going through the education for this and bringing it to organizations. Business leaders are
beginning to realize that the time and effort put towards workforce planning is worth it. For workforce planning to
work correctly, it requires a partnership between finance and HR and each of the business leaders.
Kathleen: Is there something we didn’t ask you yet that we should ask you about?
KC: Keep the lens wide. Workforce planning is not narrow; it is not a small scope view. There are parts, where
you have to put your head down and think finitely about the datasets you have. But a person who will succeed in
workforce planning should not just have “laser-point” thinking as this is only seeing one piece of the whole puzzle.
Instead, a successful person will have the ability to step back and see the whole picture of the organization’s
strategy while understanding all the pieces that make up this puzzle. This skill will benefit anyone in any industry or
role.
A Special Thank you
Our team would like to give a big thank you to KC Bradley for sharing her time and her professional
insights about workforce planning with us. We would also like to extend our appreciation to Professor
Mike Manning for providing us with this opportunity and making this white paper possible.