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New Aruspex Whitepaper | |
What Makes a Great Workforce Planner?
 We have just completed a groundbreaking global study on the skills, activities and qualities that make workforce planners successful, and we are very pleased to announce the findings in our new white paper, “What Makes a Great Workforce Planner”. A wide reaching survey and then detailed interviews and case studies on successful practitioners have given an excellent insight into individual journeys in workforce planning, and this insight is shared in detail in the paper.
The research confirms that there is a noticeable difference in the skills, qualities of strategic workforce planners than those of operational workforce planners. The paper also considers the current and desired future skills and experience of practitioners, as well as their personal qualities, to give other aspiring practitioners ideas on how to best grow as workforce planners.
It seems that the top three things that make a great workforce planner are:
1. Skills and willingness to engage the executive and the business, and to drive change
2. Knowing that new skills are needed, and actively seeking them
3. Leveraging the assistance of others where individual skills aren’t present
With case studies of four different organizations practicing workforce planning, the paper sets out to help you become a better workforce planner. Download the white paper today, and please let us know if you have any comments or feedback on the findings!
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Book Review | |
Predictably Irrational: The Hidden Forces that Shape our Decisions
 In this book about human nature, MIT professor Dan Ariely explores how people tend to behave irrationally in a predictable fashion.
According to Ariely, we are not the rational decision-makers we like to think we are. For example, you might spend more money just to be able to “save” on shipping. Or, you might find that a 50-cent aspirin is more effective than an identical pill costing only 5 cents.
Using principles of behavioural economics, Ariely examines how factors such as emotions, social norms and relativitys affect the way we behave in certain situations. Ariely argues that by understanding the forces that affect our decision-making, we can learn to re-examine our motivations and re-think our choices.
The book is based on empirical observations and Ariely's own experiments, that include unusual methods such as adding vinegar to beer.
An entertaining read, Predictably Irrational might make you think twice about your decisions and learn to behave more rationally! For workforce planners it might give you some insight into why we need to use proven techniques to get our business leaders to question their management paradigms - why just asking how the future will be is usually not enough.
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