80% of companies lack a reliable picture of their total workforce leaving most organizations lacking a clear total workforce perspective and no integrated strategy to engage workers at the right time, cost, and contractual arrangement.
John Boudreau, Mara Swan, and Amy Doyle, “The Big Disconnect in Your Talent Strategy and How to Fix It,” Harvard Business Review, December 26, 2016
Guided by the objectives laid out in the talent strategy, we work with the business to establish a continual workforce planning process that anticipates future workforce requirements and proactively addresses them.
An organization without an effective workforce planning process may fail to invest in strategically important roles and skills and may not realize the value of top performers. We ensure that your workforce planning process is equipped to maximize the potential of the existing workforce and reduce the gaps in the future workforce.
Scaling Impact Through the Alignment of Work Activities
A Fortune Global 100 technology company anticipated changes in their industry that would impact the future of work for their people. To prepare their people for the future of work, they needed to understand the changes in work activities and competencies that would be required. Current work activities and competencies were documented, but the business lacked an understanding of the time the activities took to perform. The organization needed a baseline of current activities to understand what changes would be required.
We gathered the list of current work activities and competencies and developed a sizing survey. A sample of employees across the organization participated in the survey by selecting the work activities they performed in their role and indicating the average amount of time it took to perform the activity, how frequently the activity was performed, and the complexity of the activity. Synthesizing the data, we hosted group and one-on-one conversations to share the survey results and record initial reactions. The qualitative commentary on the quantitative survey data provided insight into the impact of job changes on employees. We were able to combine what we had learned to estimate the time, frequency, and complexity of future work activities.
The organization had a map of the changes that would be required as they moved from current to future state activities. The organization's leadership understood which competencies the workforce needed to develop for future state work, how much time could be freed up by replacing current state activities with future state activities, and the number of FTEs required to perform each future-state task.