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The Staffing Equation: Strategies to Address Key Workforce Risks and Close the Capability Gap

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The Staffing Equation: Strategies to Address Key Workforce Risks and Close the Capability Gap

Delivered by Dr Paul Wood (Head trainer at OPRA in New Zealand at the time) at the CIO Summit in New Zealand in 2010, this presentation discusses the strategy to attract and retain the most talented and valuable staff, who are incidentally the most mobile in a competitive market. The strategic use of technology and tools in selection was relevant then, remains so today, and continues to be part of OPRA’s approach to empowering our clients in their talent management.

Delivered by Dr Paul Wood (Head trainer at OPRA in New Zealand at the time) at the CIO Summit in New Zealand in 2010, this presentation discusses the strategy to attract and retain the most talented and valuable staff, who are incidentally the most mobile in a competitive market. The strategic use of technology and tools in selection was relevant then, remains so today, and continues to be part of OPRA’s approach to empowering our clients in their talent management.

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The Staffing Equation: Strategies to Address Key Workforce Risks and Close the Capability Gap

  1. 1. Excellence in Business. Excellence in People. The Staffing Equation Strategies to Address Key Workforce Risks and Close the Capability Gap
  2. 2. Excellence in Business. Excellence in People. Content The Latest Trends & What will shape the next 3- 5 years Recruitment Trends: Talent will be available  Strategy 1: Know what you are looking for and how to attract it Training Trends: Diverse resources  Strategy 2: Be flexible Retention Trends: Focus on talent management  Strategy 3: Move with the times Leadership and Management  Staying ahead of the game (it’s changed!) Human Capital Management Systems  The move towards integrated data
  3. 3. Excellence in Business. Excellence in People. The Latest Trends Employers:  Pessimistic  Salary/hiring freezes Employees:  64% of New Zealanders intend changing organisations within the next year (Kelly Global Workforce Index, 30th January 2010)  The best talent is often the most mobile
  4. 4. Excellence in Business. Excellence in People. Staffing market Ability to attract the best staff  Employment branding/signature Who are you? What is it you offer? What makes you different? Ability to retain the best staff  Career Development: Source of dissatisfaction for 55% of New Zealanders (Kelly Global Workforce Index)  Technology Driven Flexibility: The changing nature of where and when people work What will shape it in the next 3-5 years?
  5. 5. Excellence in Business. Excellence in People. Recruitment Trends: Talent will be available
  6. 6. Excellence in Business. Excellence in People. Strategy 1 Know what are you looking for and how to attract it The key to successful hiring is knowing:  Knowledge of role success factors  Understanding person-organisation / culture fit  Attracting top talent at any level of your organisation Remember to recruit strategically concentrating on Person/Organisation Fit. In the ever increasingly competitive marketplace organisations can no longer afford not to have the best talent.
  7. 7. Excellence in Business. Excellence in People. Application of Strategy 1 Understanding role success factors and organisational culture Ernst & Young:  Job analyses and culture surveys  Technical and core competencies  Potential, performance and values
  8. 8. Excellence in Business. Excellence in People. Application of Strategy 1 Technology Driven Ernst & Young:  Pandora Channel  Careers Facebook page  Facebook Application  Online tools  Virtual tour of workspaces
  9. 9. Excellence in Business. Excellence in People. Training Trends: Diverse Resources
  10. 10. Excellence in Business. Excellence in People. Strategy 2 Be Flexible Good training will:  Involve blended learning  Contain formal ad informal components  Focus on specific needs  Be ongoing  Clearly link to career development Flexibility is crucial! Different information – different mediums, different people – different learning styles!
  11. 11. Excellence in Business. Excellence in People. Application of Strategy 2 Maximise available resources Employee Access and Awareness
  12. 12. Excellence in Business. Excellence in People. Retention Trends: Focus on Talent Management
  13. 13. Excellence in Business. Excellence in People. Strategy 3 Move with the times 80% of New Zealanders say mobile communication technology has boosted personal productivity. 76% say the ability to be in constant contact with the office is a positive development, despite more than a third now working longer hours! 89% view telecommuting, or working from home/remotely as positive. Employers embracing technological enhancements likely to increase productivity and be seen as employers of choice.
  14. 14. Excellence in Business. Excellence in People. Application of Strategy 3 Flexibility Across Common Dimensions Deloitte Product:  Generational Differences  Undulating Journey  Multiple Streams  Empowerment
  15. 15. Excellence in Business. Excellence in People. Leadership and Management: Staying ahead of the game (it’s changed) Reducing Paternalism Coaching not commanding Nurturing autonomy Generating loyalty and Morale Tomorrow has arrived People join organisations and leave managers!
  16. 16. Excellence in Business. Excellence in People. Human Management Capital Systems: A Holistic Approach Long-Term Solutions Recruitment Performance Culture Exit Avoid being data rich and information poor!
  17. 17. Excellence in Business. Excellence in People. Where We Are At and Where We Are Moving Towards This is where IT & HR meet and both have a critical part to play OracleHCM article (Livingstone, Richey & Kirsanoff, 2010):  Hold all your people data in one place  System needs to have capability to cover the entire employee life-cycle  Whole organisation working as “one talent management team” “Integration of talent management processes, systems and data (this is key!)” “You need integrated processes with an application/infrastructure backbone to support them. While the CIO may have a systems focus with a lack of sympathy for HR needs, his/her demands actually will enable HR to gain better process focus.”
  18. 18. Excellence in Business. Excellence in People. Summary Recruitment Trends: Talent will be available  Know what you are looking for and how to attract it - Technology driven and proactive Training Trends: Diverse Resources  Be flexible - Maximise available resources Retention Trends: Focus on Talent Management  Move with the times - Flexibility across common dimensions  Maximising leadership while reducing management Human Management Capital Systems  Holistic and Integrated

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