Talent Readiness Beyond the Demographics: How are you preparing for the future?

We all approach this ‘workforce crisis’ issue from different perspectives.  For some of us, the issue is quite real and our organizations are worried about a range of issues, including impending retirements, brain drain, a revolving door in key markets, a lack of talent in certain disciplines, generational issues, and looking for actionable insights.  Meanwhile others of us are legitimately left wondering what the ‘fuss’ is about. . .yes, we’ve seen the data but our current talent piplines seem to be happy, healthy and full.  Still others of us are quite simply too busy ‘right sizing’ our organizations and trying to survive in the current economic climate.  Regardless of your starting place on the issue, I think we ought to be asking ourselves some tough questions on behaf of the organizations we serve . . .

  • Do you know what your organization needs to enable its future success?  Do you know what specific organizational capabilities and individual skills will be required to support the organization’s growth strategies . . . short and long term?  Do you systematically spend an adequate amount of time looking outside the organization for predicitive insights about what the future holds for your organization?  Do you drive today’s talent decisions in a way that enables your future viability? 
  • What strategies do you have in place to address key talent gaps?  Do you have a workforce plan . . .have you determined which talent needs are critical to the growth of the business?  As you are making key talent decisions today, are you protecting your future?  Are you global in your mindset, even if your business is local . . . because your talent most certainly thinks globally about where and how they do work. 
  • Do you have an organizational culture that fits the future needs of the organization and the evolving workforce?  What shifts in the organizational culture do you need to start driving now?  Do you have the type of culture that attracts the talent you need to enable your future?  As Edgar Schein so elegantly puts it, “Leaders create culture.  Culture in turn creates the next generation of leaders.”  To influence the success of our future, I think we need to pay attention to leader behavior now.  Given that refining culture talkes time, are you actively and consistently coaching leaders in a way that enables your future not disables it?
  • How strong is the talent pipline?  Has your leadership team identified the key constituencies which have a material impact on both the current and the future performance of the company?  In what ways will the rapidly evolving workforce demographics have the most impact on the talent for these positions?  I think one of the most intriguing questions is how the demographic changes will impact the path to senior management.  The development road to the top is arduous, and once there, the challenges are significant and demanding.  Add generational aspirations and lifestyle needs to the equation, and therein lies the organizational dilemma.  Will your talent pipeline be robust enough to yield the right number of talented leaders when the time comes?
  • How engaged is your workforce?  As your organization competes for talent and a share of mind, employee engagement becomes an important part of the total employment equation.  Over the past several years, companies have tapped into employee engagement initiatives as a way to increase customer satisfaction and bottom line results.  Others have tapped into engaged employees as compelling ways to fuel their growth engine with innovative ideas.  What are your key touch points that influence your workforce’s impression of the company and thus, their engagement?  What undiscovered potential does the employee engagement equation have for your business?  What “unintended messages” has your organization been delivering. . .disengaging your talent at a time when you most need them? 
  • In what ways have you created a culture of learning within your organization?  How will your company retain the institutional memory of those leaving the organization?  Are your employees adequately prepared to deliver against your future needs?  I am convinced that learning will be a source of competitive advantage.  And to do that internal training organizations need to morph into sophisticated learning consortiums with deep experience in a range of learning methodologies and technologies.  They will not only develop the human capital of the company but serve as the innovation engine for the business.  Companies at the forefront are actively using social networking with a range of technologies that appeal to different generational cohorts.  What are you doing to compete?  

The fundamental shifts in the workforce demographics will impact every aspect of our organizations.  The talent decisions we make today will most certainly impact our ability to compete in the future.  Are you forward looking enough to help your organization navigate these challenging issues, regardless of your starting place?

So, how are you preparing?  

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