"The best executive is one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it."— Theodore Roosevelt
Ensuring that an organization has the right people, in the right roles, at the right time, and at the right cost is essential to effective strategy execution. Failure to get the talent equation right can have significant implications on a company’s future growth and profitability.
We believe that
- If all you’re doing is calculating a headcount strategy and FTE costs, you’ll end up doing it again in 12 to 18 months.
- Not all work is created equal.
- The highest value work isn’t necessarily tied to the hierarchy in the organizational chart.
- The keys to prioritizing and managing talent investments are segmentation and portfolio management. Those are critical in assessing the relative value certain roles play in executing a company’s strategy.
- Clarifies the critical capabilities needed to execute strategy and the number and type of talent needed, over a defined time period. This helps an organization understand current and anticipated future labor markets (internal and external) and their implications on talent supply and demand.
- Models most likely future workforce scenarios to determine the workforce strategies that will best enable strategy execution.
- Identifies the nature, timing, and location of expected talent gaps and the risks they may have to the business.
- Develops a comprehensive and holistic workforce plan to close these gaps before they limit the organization’s ability to execute the business strategy.
- Mitigation of business risk associated with not having the right number, type, and, quality of talent needed to fully execute the strategy.
- Informed decision making related to the investments and allocation of resources needed to enable execution of the workforce plan.
- Direction for the HR function regarding the processes and organization to best support the talent needs of the business.