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Why Analytics Isn't Enough
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Lately we've been coming across a lot of people confused by the relationship between workforce analytics and workforce planning, and seeing quite a few people trying to use analytics alone FOR workforce planning. While metrics and quantitative analysis are an important part of workforce planning, they can't stand alone. |
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Done well, workforce planning is a long-term strategic and proactive approach, which combines internal and external influences, and uses both quantitative and qualitative futuring. However, many approaches are far too heavily focused on numbers, ignoring what businesses really need to plan for the future – insight into the organisation and good sound judgment.
Good strategic workforce planning will expertise and judgement to explore multiple possible futures, and then set in plan an action plan for the future you decide to target. Rather than attempting to mathematically predict a certain future and over-simplifying the real world, it prepares the organisation for any event.
A true strategic planning approach will also focus your attention on collecting and processing the most important and valuable information, avoiding the danger of information overload. This should be done in conjunction with staff and managers to provide the best overview of the organisation. It should also include qualitative as well as quantitative aspects, look forward (ie not just base itself on history), and incorporate things which happen outside the organisation (not just your own internal data).
Ultimately, strategic workforce planning leads you to develop a future workforce profile that allows you to craft talent management strategies with a purpose, and with measurable goals. A successful plan is not one size fits all, but the size that fits your future workforce needs.
If you need more information on how to build a comprehensive workforce planning approach in your organization, please contact us. | |
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“Human Capital”, by Brian Kelley, is the first of a series of books published by OECD which sets out offer insight into global issues - and while the OECD talk about capital as an issue for society, the themes are really relevant for workforce planners, especially in global workforces. The book focuses on explaining in straight-forward language, how globalisation affects human capital – our education, skills, competencies and knowledge.
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Globalisation has changed the way business works by allowing jobs to move between countries and introducing computers and other technologies into the everyday. Furthemore, economies are starting to shift away from manufacturing, and the quality of human capital becomes increasingly important for economic success.
Kelley discusses how societies can best raise human capital and ensure they get the education they need – from early childhood to adulthood. It draws on research and analysis by the OECD and explains how different countries are attempting to raise their levels of human capital through early childhood development, improving school and tertiary education and widening access to adult learning.
The book is an excellent introduction to the subject, which explains a current trend in the business world in a straight-forward way.
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"93% of companies believe being employer of choice is crucial to attracting candidates. 52% of candidates report they are rearely or never attracted to a company by its claim of being an employer of choice."
Business Rerview Weekly, April 2007 | |
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AHRI Conference Melbourne Extension Workshop featuring Aruspex's Tess
Walton, Workforce planning: building your future workforce today, Wednesday June 6 |
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Business plan to change succession planning and integrate with other talent management practices
Organisations must change their approaches to attract new Generation Y talent
Australian employers without formal processes to identify and develop high potential candidates
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