RPO and Talent Management Blog by Ochre House | Ochre Talk

Over the past couple of months I have been speaking with a number of organisations who are grappling with Strategic Workforce Planning. What became apparent to me is that almost every organisation I have been in contact with is  transforming in some shape or form, but when it comes to the long term picture there seems to be a disconnect between the workforce plan and the overall business strategy.
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Planning, forecasting, workforce analysis, headcount prediction, manpower planning and plenty more. Even the plethora of expressions illustrates the uncertainty around whether people needs can be forecast and how accurate this can be – never mind whether that can be used to make recruitment more effective.
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Attending one of Ochre House’s HR Network workshops recently got me thinking anew about how we’re going to meet the challenge posed by the fact that talent is the number one goal on CEO agendas today. I hope that sharing my thoughts with you will stimulate your thinking too.
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“He just felt right”… it’s the line any assessment professional dreads hearing from a line manager. The brutal truth is that almost everyone over-estimates their own ability to make good hires. As humans, we often have a habit of trusting intuition over reason, thinking that we’re the best judge of who will make a good hire for often emotive reasons.
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In the June 2011 addition of Harvard Business Review, there is an interesting article exploring some of the misunderstandings and fallacies about China when seen through a Western lens.

Of striking reality is the size and scale of growth of what is commonly referred to as China’s domestic demand.
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