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workforceplanning RSS feed Tag: workforceplanning

Onboarding: The Missing Link to Productivity

by
Brendan Shields
Jun 14, 2012, 3:15 pm ET

How can a successful onboarding program improve productivity? What do organizations need to consider in order to build and to sustain this program? This webinar, based on research conducted in March and April 2012, will shed light on these critical questions and help organizations start to think strategically about linking onboarding to ongoing organizational performance.

For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!

 

2 Things You Should Know About the Skills Shortage

by
Ira Wolfe
May 30, 2012, 3:18 pm ET

A day doesn’t go by that I don’t read a blog, LinkedIn discussion, or business article challenging the existence of a skilled worker shortage.

Just last week I presented a keynote address to the Executive Women’s Roundtable in Dallas, Texas. Most of the attendees were shocked by the statistics and trends I presented about skilled worker shortages. As suspected, I encountered a few objections. Most of the arguments targeted employers. The antagonists say that management in many companies simply refuses to pay qualified workers what they are worth. I can’t argue with them on that accusation. That is absolutely true.

Some employers still don’t get it — that high unemployment does not equal more qualified workers in this new global and technology-driven economy. The bar for minimum requirements has been raised substantially. Many previously employed and experienced workers now fall under the bar. To recruit and retain skilled workers, employers will need to re-examine how they compensate their workforce.

Supply and demand also plays a part. The supply of workers — domestic and international — available to do many task-oriented jobs far exceeds demand. Jobs that were once a sure bet to middle-class wages can now be performed at a fraction of a cost in developing countries or by automation.  For those workers holding a high school diploma or less with no secondary education or trade school experience, I see low-wage, low-skill positions in your future.

But none of these arguments negates the fact that the U.S. has a significant and growing skills shortage. You need look no further than educational attainment, high school dropout rates, and basic literacy to see that U.S. employers are facing an acute shortage of skilled workers.

I can summarize my “case” for skilled worker shortages with two points. keep reading…

The 14 Components of an Agile Talent Management Strategy

by
Dr. John Sullivan
May 28, 2012, 5:06 am ET

In business, it is becoming more apparent every day that a large-size company is less of an advantage than speed and agility. There are new stories every month about how smaller firms like Facebook, Zynga, Instagram, and Zappos dominate over larger firms in their same space.

The same shift in critical success factors toward speed and agility is also occurring in the areas of talent management and recruiting. keep reading…

Integrated Talent Management: What Is It and Why Should You Want It?

by
Andy Rice
May 15, 2012, 5:22 am ET

How familiar do the three scenarios below sound to you? They’re a few examples of how the siloes in talent management impact HR, employees, managers, candidates, and corporate executives. The impact: companies waste time and money; they compromise on the quality of their talent; their employee engagement deteriorates; and, ultimately, their business performance suffers. Breaking down these siloes is the topic of a workshop I’m running at the fall ERE Expo.

Here are those three well-intended but ineffective scenarios of siloed talent management:
  • Company X has a rigorous succession planning process, but the results of this process sit in binders in several HR business partners’ desks. Mary, a senior manager, has a critical vacancy, so she calls her recruiter, John, to fill it. John hires a retained search firm at great cost and expends a great deal of effort, but finally fills this critical but difficult-to-fill position. After the hire, John gets a call from his HR business partner, who asks, “Why were the three ready-now internal successors identified during talent reviews not even considered for this position?”
  • Brad, a manufacturing site manager at Company Y, reviews his staffing needs on March 15 and determines that his plant is fully staffed. However, on March 22, he calls his recruiter, Jane, and tells her a change in business strategy has occurred, and he needs 100 new people at his plant by the end of April. Jane thinks, “Senior leadership must have known about this change three months ago. If only I had known ahead of time, I could have proactively pipelined external talent, and worked with Learning and Development and Succession Planning to pipeline internal talent. At this point, I’ll never be able to meet Brad’s timeline!”
  • Peter, a new employee at Company Z, meets with his manager, Lisa, two weeks after his start date. In that meeting, Lisa tells Peter that HR requires every employee to have a development plan. She hands him a copy of the development plan template, and tells him to put anything he wants on it. Peter thinks, “I wish Lisa would give me more direction and support for my career development. I interviewed with so many people to get this job; you think they’d have some sense of my development areas and some suggestions for how to grow. I guess this company’s stated commitment to employee development is just lip service.”

Integrated Talent Management: the Solution keep reading…

Employee Engagement Is Broken: Unlocking The True Driver of Employee Performance

by
Brendan Shields
May 3, 2012, 3:55 pm ET

In this dynamic, provocative and groundbreaking presentation, you will learn to see the science of employee engagement in a completely new way. You will understand why the way we have historically measured employee engagement is fundamentally flawed. You will discover that many of the ways we have been working to drive employee engagement may be actually hurting the company’s performance. And, most importantly, you’ll learn what to do about it. You will be introduced to the concept of Reality-Based Engagement where accountability and engagement intersect to produce awesome results. This will include some practical guidance for how to cultivate the power of personal accountability within your organization.

For more podcasts, webinars, and articles on HR be sure to check out TLNT!

 

Retiree Re-Staffing Can Help Ease the Coming Brain Drain Crisis

by
John Zappe
Apr 16, 2012, 9:45 am ET

What’s old is new again, as companies rediscover retiree re-staffing as a way of retaining the experience and skills of their Baby Boomer workers.

“Companies are losing way too much experience with the retirement of the Baby Boomers,” says Greg Doersching, founder of Bullseye Recruiting Process. “Some companies are sucking that experience back in on contract. They don’t have enough people to replace all of that experience.”

Doersching told Top Echelon that retirees will be the “contract candidate pool for the next five to 10 years, especially in areas like IT and Engineering.”

Cathy George, owner and founder of C.G. & Company in Odessa, Texas, says retiree re-staffing has been picking up steam in West Texas as the pace of hiring there has quickened. Previously it was mostly smaller firms that would rehire their retirees, but now, she says, the big service providers have entered the picture.

Besides simply finding enough talent to fill all the jobs, George says an almost even bigger challenge is housing the new workers. “There’s plenty of work, but no place to live,” she says, which is another reason the petroleum industry in the area is rehiring retirees. keep reading…

Powering Your People: Recruiting For The Energy Industry

by
Brendan Shields
Mar 15, 2012, 5:06 pm ET

Recruiting for the energy industry presents a unique set of challenges that many other fields do not face. It’s highly specialized, constantly shifting, and the consequences of an accident are critical. Join us as Dan Hilbert shares his experiences and the lessons he learned managing an award winning recruiting team at Valero. If you’re recruiting for the energy industry, this is an event you can’t miss!

For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!

 

Unless No One Gets Sick, Quits, or Dies, A Plan’s in Order

by
Tony Kubica and Sara LaForest
Mar 13, 2012, 5:24 am ET

Does your organization have a succession program in place? Too many organizations and small businesses default to the practice of reactionary assignment of a successor amid a now-glaringly-vacant position, or embark on a rushed external hire that often ends up as a high cost disappointment from a ”hiring misfire.” The consequences are not only expensive but are also a missed opportunity due to lack of focus and the inability to support fast growth.

And this is the challenge for recruiters: urgent hires, and the inability to explain the succession process (i.e. growth potential) to candidates, as well as to current employees who are looking to build their career. Recruiters can have an important role in helping leadership address the issue of succession readiness.

A succession strategy is about having an identified plan to fill key positions within your organization. A succession program is the implemented process of identifying, developing, and transitioning potential successors for the company’s present and future key roles, aligned with the talent and ambition of its current employees and talent network.

A common error that we see in succession planning is to target only the key executive roles (CEO, COO, CFO). This is a significant risk unless you are a micro business. For example, if you are in the construction or transportation industry, a logistics manager may be critical for the success of your business. Having a vacancy in this position could quickly result in a decrease in service and an increase in customer complaints, and possibly a decrease in customer retention.

This is why critical positions across the business need to be identified and replacement processes planned.

In our work with companies we hear some common arguments and justifications. We repeatedly see that the president or key executive doesn’t believe there is an immediate need for a succession plan. Their stated arguments are, “we’re too small,” “we’re too new,” “we already have good people in place,” or “I’m not going anywhere soon!”

In an unlikely static environment where no one leaves, no one gets ill (including the owner, president, or senior managers), growth isn’t that important, and performance is exceptional — these arguments hold true. But, we don’t live in a static business environment. People do leave, they do get sick, the executives need to focus on growing the business verses operating it, the employees are not all good performers, and some roles are hard to fill!

There is also a tendency to hold on to marginal performers because there is no clear plan on how to replace them. The impact: the business suffers, the executives suffer, employee morale and productivity decreases, the customers become less than satisfied with their service, and new candidates are not attracted to your company.

When organizations do not have a succession program in place, consequences include: keep reading…

VUCA: the New Normal for Talent Management and Workforce Planning

by
Dr. John Sullivan
Jan 16, 2012, 5:13 am ET

If you are among the many strategic leaders frustrated with your inability to anticipate and handle the volatility and the speed of change in the talent management environment, you should take a few minutes to understand VUCA. VUCA best describes the volatile and chaotic business, economic, and physical environment that we all now face. Unless you have had your head in the sand, you must have noticed the chaotic business and economic conditions under which we currently operate. In fact, the last decade was so chaotic that in its cover story, Time magazine labeled it “the decade from hell.”

Many in talent management have been hoping that this chaos is a short-term phenomenon, but it is a permanent condition that we must all learn how to manage under.

Because they were designed for more predictable times, almost all current HR, talent management, and workforce planning processes fail to perform in this chaotic environment. In a VUCA environment, there are more changes, a faster rate of change, and the size of the changes are so impactful that they must be labeled as “disruptive.” So the question for talent leadership becomes, “how do you effectively hire, develop, place, and retain individuals and leaders in the volatile environment where literally everything changes in months rather than years?” keep reading…

Does Your Company’s Passive Talent Acquisition Strategy Need a Chiropractor?

by
Lou Adler
Dec 2, 2011, 5:57 am ET

Of late I’ve been making the contention that the strategies and tactics used to recruit active candidates is fundamentally different than the ones used for passive candidates. Until this foundational difference is resolved, companies will never be able to hire enough top talent to meet their needs, unless they have a big employer brand to hide their process inefficiencies.

Employer brands, however, have limited shelf lives in maturing markets. As an example, just compare Google today and its continuing series of product blunders to the Microsoft of 10-15 years ago. When a company’s business strategy changes due to changing market conditions, its talent acquisition strategies must immediately follow suit.

Quickly, here’s what I believe are at the root cause of most companies’ hiring challenges: keep reading…

Succession Planning: Why Releasing the Names of High Potentials Is a Smart Move

by
Dr. John Sullivan
Nov 14, 2011, 5:19 am ET

Despite all of the recent talk about the need for openness and corporate transparency, there is still one area where corporations tightly hold on to secrets … revealing who is/isn’t designated as “high-potential.” According to Towers Watson’s 2011 Talent Management and Rewards survey, a scant 28% of employers let employees know their designation.

If you are a proponent of transparency, you’ll be happy to know that despite this low percentage of openness, there are many benefits associated with making managers and the high-potentials themselves aware of who is on the high-potential list for succession planning and leadership development. keep reading…

Succession Planning – 18 Reasons Not to Tell Hi-potentials Their Status

by
Dr. John Sullivan
Nov 7, 2011, 5:45 am ET

photo from Giorgio MontersinoFor years, being secretive has been the status quo in succession planning and leadership development, and few argued against the standard practice of keeping the names of high-performers secret. According to Towers Perrin, “72 % of companies do not tell employees they have been labeled as high potentials,” which means that only 28% do. While the number of organizations that do share is growing due in large part to demands from the workforce for greater transparency, internal debates on this issue continue to be extremely difficult and controversial.

Many are cynical about transparency in people-planning processes because there are numerous real and imagined consequences associated with revealing the names of the chosen few. Regardless of where you sit personally on this subject, realize that the impact of both positive and negative consequences can often be negated with poor/great approaches to the practice. Doing anything exceptionally well requires foresight and planning, something I hope this list helps you accomplish. keep reading…

Developing 21st Century Leaders Who Make a Difference

by
Brendan Shields
Nov 4, 2011, 4:59 pm ET

Bersin & Associates’ Senior Analyst Barb Arth presents findings of 2011 research on high-impact leadership development. The research shows that organizations with high-impact Leadership Development strategies are developing a different breed of leaders, and that they generate 7X greater business impact (business + talent results).

For more podcasts, webinars, and articles on HR be sure to check out TLNT!

 

Economists Give U.S. 1-in-3 Chance Of Recession. What Should HR Do?

by
John Zappe
Sep 16, 2011, 1:23 pm ET

The financial markets are abuzz today over a Wall Street Journal survey that says economists now give the U.S. economy a 1-in-3 chance of falling into recession in the next 12 months.

According to the Journal, the odds are the highest since the start of the recovery and rose 4 percentage points since the August survey. In addition, the economists in the survey doubt that anything the Federal Reserve will do during its meeting next week will make a difference.

The Journal‘s survey follows a similar Reuters poll earlier this week in which a consensus of economists put the likelihood of recession at 31 percent. A similar survey in August put the chance at 25 percent. keep reading…

Succession Planning: Preparing for the Perfect Labor Storm

by
Brendan Shields
Aug 10, 2011, 3:43 pm ET

There is overwhelming agreement among executives that succession planning is critical for business continuity. But only one-third of companies have a plan in place – and that’s for the CEO level. The numbers are worse for upper and middle management and almost non-existent for other positions. An even more compelling story is that for those companies with plans more than four in ten employees rate their companies’ talent efforts as “fair” or “poor.”

For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!

 

The Predictors of Performance

by
Brendan Shields
Aug 4, 2011, 3:38 pm ET

Paul Basile, CEO of Matchpoint Careers, Inc and a veteran business leader and H.R. specialist, will share insights, examples and the validated science that offers practical solutions to today’s recruitment dilemmas.

For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!

 

Economy: Heal Thyself Is a Foolhardy Approach

by
Ira Wolfe
Jul 18, 2011, 3:38 pm ET

Following the release of the June unemployment figures, House Speaker John Boehner released a statement that began with: “The American people are still asking the question: where are the jobs?

Boehner is not alone. A lot of people of all political, economic, and social persuasions seem to be asking the same question. But because many of us have been exhorting for years that such a scenario was inevitable, the current job crisis should be no surprise. More importantly, it should be more than obvious that strategies that worked in the past would not work in the future. As Peter Drucker once said, “the greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.”

A new report released by McKinsey Global Institute seems to confirm that political rhetoric and populist driven strategies won’t be enough to see the United States return to full employment before 2020.

The report includes quite a few compelling statistics that I hadn’t seen before, at least not in these terms: keep reading…

Fake Work Stealing Profits, Productivity and Morale?

by
Brendan Shields
Jan 13, 2011, 5:06 pm ET

On this week’s webinar we discussed the increasing trend of fake work and how it is costing organizations time and money. We were joined by Dr. Brent D. Peterson and Gaylan W. Nielson and took a look at what constitutes fake work, how to avoid it, and how to make sure all of your efforts are aligned with your company’s overall goals.

For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!

 

Succession Management: Let us in. We can help. Sincerely, Recruiting

by
Joe Shaheen
Nov 10, 2010, 2:43 pm ET

In the November Journal of Corporate Recruiting Leadership, in an article titled “Talent Acquisition as a Tool of Succession Management,” I discuss talent acquisition in the context of succession management programs. I propose that our recruiting leaders are not involved enough in succession planning and the execution of those plans. You’ll get more detail in the Journal, but to summarize: Talent managers and the executive echelon can make much more use of their internal recruiting capability than they currently do. Of course, it wouldn’t be a replacement strategy but simply a way to enhance and augment corporate succession management.

I Like My People, Even if They Don’t Perform!

Talent managers, in the designing, planning, and executing of a given plan, usually restrict themselves to the question: “Who internally can I preserve or develop to replace Jane Smith if she leaves,” and disregard the question “who externally can I attract” for consideration with Jane for that same position.

The implications of not using all available sources in succession management programs and not including talent acquisition as part of the plan (which also means integrating it with workforce planning) is apparent: What can be the greatest strategic competitive advantage in the human resource and human capital management arena is reduced to nothing more than a tactical, possibly irrelevant process, likely documented on a seldom-used Excel sheet. keep reading…

Analytics Driving New Definition of “Best of Breed”

by
John Zappe
Sep 30, 2010, 3:20 pm ET

Define “Best of Breed.” That’s rhetorical, but think about it because it illustrates a point about the direction of HR software that was part of the “Great Technology Debate” at HR Tech this morning.

It wasn’t among the questions posed to debaters Jason Averbrook, CEO at Knowledge Infusion, and Gartner’s Managing VP Jim Holincheck, though it lurked behind their generally affable agreement on most of the talent management issues that arose during their time on stage.

For instance, when show co-chair and debate moderator Bill Kutik asked about the meaning of strategic human capital management, and, later, about just what workforce planning is, there wasn’t much debate.

The former is the linkage of employees, their skills, training, performance, management, compensation, and deployment directly to the business goals and needs of the enterprise. As Holincheck said, it is “more than talent management,” and as both agreed, it is well more than the mere automation of HR functions.

Workforce planning was a little more complicated. keep reading…