The war for talent will not let up any time soon. An aging workforce combined with rapidly changing customer demands, business needs, and technologies are strong driving forces for a nimble and the right mix of skills and contractor to employee ratios. Too many of the wrong types of competencies or an imbalance of contractors and employees in your organization - and your workforce will either be ill-equipped or too costly to enable the business strategies.
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Transformation Change Needs
Human Capital Management Goals
Organizational Change Management Objectives
We have curated methodologies, tools and techniques using more than
100 real-world case studies from
all over the world and experience gained from extensive research
with large consultancy firms. We combine decades of expertise,
best practices and lessons learned - to accelerate
your project execution, deliver quick wins and
establish credibility with your stakeholders quickly.
Our practical approach uniquely integrates
change management and human capital management techniques
with business strategy, operational goals, customer experience needs and the need for organizations to
develop, integrate and enhance the following lens and capabilities to stay current with
constantly changing business needs and consumer expectations ...
Diversity & Inclusion
Adaptive & Agile
Agile Thinking and Innovation
Satisfied clients have included the second most important financial regulatory body in the U.S., top Wall Street banks, Fortune 500 insurers, premium non-profit organizations, large government agencies and many more.
the new ConSTANT
Skillfully navigate difficult business or technology transformation change journeys by avoiding costly pitfalls and leveraging decades of lessons learned gained at organizations and industries similar to yours. Learn how to jump-start or accelerate your change program to build momentum and excitement for your change journey. Or find out proven techniques that can help sustain momentum when sponsors waver or the multi-year change journey starts to lose its luster.
A global survey of 700 CEOs conducted by the Conference Board (2013) showed that human capital management is their top priority. This should not be surprising since companies' people assets represent one of the largest operational cost line items across any industry (accounting for 30% to 80%). Numerous research studies have also shown that people is one of the most if not the most important driver of a company's success.
Integrated Human Capital and Talent Management Framework
To optimize return on investment for its people assets, companies should adopt a disciplined, structured and holistic approach to planning, designing and developing its most important assets - people.
The framework below shows all the major components, both strategic and business-as-usual elements that should influence the decisions companies make concerning the types of skills and workforce profile companies should have, the ways in which they attract, develop and retain talent to achieve and enable their business objectives and strategies.
Strategic Workforce Planning
Be it to prepare a company to transition and enable a digital business strategy, to refresh an
outdated workforce model or to better allocate resources in a cost-effective and efficient manner to sustain and grow revenues and margins, the benefits that can be gained from strategically planning for a company's workforce for the future cannot be over stated.
Aligning a company's workforce strategy and plans to its business strategy, imperatives, and goals are increasingly paramount to enabling a company to achieve its stated objectives.
Increased use of artificial intelligence to automate tasks and jobs, demand for new digital age skills and competencies, rapidly changing customer needs and technology innovations have upended the traditional ways of planning, allocating and staffing jobs to meet workload requirements. Strategic workforce planning incorporating what-ifs analysis and robust forecasted projections of demographics, supply of skills and contingent staff versus permanent hires are key to enabling companies to be agile in developing workforce models and responding to business needs.
How well aligned are companies' existing
workforce strategies and models to business strategies?
The gap between companies' current state workforce capabilities and profile and senior management's expectations of where it needs to be is wide. While 68% of senior management believes there needs to be a strong alignment between companies' workforce strategies with the business strategies, only 44% state they have a clear understanding of what are the critical competencies necessary to enable those strategies. Worse, only 39% feel they have the right workforce mix of skills and employee/contingent staff ratio to enable their business strategies.
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Alan Cooper, Ph.D.
We serve the needs of small and large clients
in public and private sectors across industry.
Select clients include those listed below:
Veterans Administration Hospital Network
St. Barnabas Hospital
Financial Regulatory Authority (FINRA)
The State of Florida
White Plains Hospital
Richmond University Medical Center
Staten Island University Hospital
Nathan Littauer Hospital
Fort Hudson Health System
VIP Community Services
Stevenson’s Family Health Center
Adirondack Health Institute
Hudson Headwaters Health Network
Blue Cross Blue Shield
Bridge Back to Life