Being a cricket aficionado (ok, obsessive) and working in the talent management space, one cannot help but see that one side in the current Ashes series has got succession planning woefully muddled. In stark contrast, the other has a clearly defined plan in place that is aligned to its future strategy and consequently enables it to fill critical roles seamlessly once top talent either retires, has a spell on the sidelines injured or has a prolonged dip in performance level. Read full post

Getting the ‘How’ right in Strategic Workforce Planning

getting-the-how-right-in-strategic-workforce-planning

Posted by Shilpa Unalkat - Talent Acquisition Leader, GE Europe | strategic planning, Workforce Planning
Posted on March 30th, 2012 at 1:55 pm

I attended a Strategic Workforce Planning (SWP) workshop this week hosted by ArcelorMittal, for the Ochre House HR Network. As per a previous blog, ArcelorMittal have made great progress in SWP and although this topic is widely discussed, in my experience, no one has ever shown “how” to do it. Before we go into the details, here are some key facts:
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Strategic Workforce Planning – the what and the how

strategic-workforce-planning-the-what-and-the-how

Posted by Prashanie Dharmadasa - Global Engagement Lead | strategic planning, Workforce Planning
Posted on December 19th, 2011 at 4:08 pm

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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ROI – Return on intelligence – a sure fire thing in recruitment…

Posted by Ian Price - Business Unit Director | recruitment, strategic planning, Talent management, Workforce Planning
Posted on September 30th, 2011 at 10:16 am

Planning, forecasting, workforce analysis, headcount prediction, manpower planning and plenty more. Even the plethora of expressions

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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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Meeting the talent imperative

meeting-the-talent-imperative

Posted by Shilpa Unalkat - Talent Acquisition Leader, GE Europe | business value, Future talent, HR Network, Measurement, Talent management, Workforce Planning
Posted on August 10th, 2011 at 8:24 am

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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China and the pressure for talent

china-and-the-pressure-for-talent

Posted by Paul Daley - Director, APAC | APAC talent management, Talent management, Workforce Planning
Posted on June 23rd, 2011 at 1:59 pm

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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