"You can mandate diversity, but you cannot mandate inclusion. Inclusion is about behavior. You have to change hearts and minds."
Vice President, HR
Asset Mark Financial
of American workers in 2020 believe discussions about race are inappropriate. To change this dynamic, we must drive real change in the hearts and minds of our workforce. We must change the culture.
In a recent PwC Global Study, 65% of executives surveyed believe an organization's cultural competency (measured through employee engagement) is more important to performance than an organization’s strategy or operating model. High employee engagement is said to improve revenue per employee by nearly 15% and reduce cost of absenteeism by nearly 70%.
Learn how leading organizations increase employee engagement and action cultural change to engender and embed diversity, equality and inclusion in their organization's DNA .
World renowned turnaround expert Simon Freakley, CEO of Alix Partners advises that companies who want to survive and thrive post pandemic should focus not just on financial performance but ensure it puts its people first.
During a time of historic social unrest in America coupled with the most crippling pandemic in modern history, after the Spanish Flu, and double-digit unemployment, leading companies and organizations, big or small put the needs of their employees first.
These companies work on getting the right answers and solutions to these questions to create a resilient business:
How are your employees doing?
Do you have an accurate pulse on your employees' engagement across several key dimensions instrumental to a company's performance?
What are their top concerns?
Do they have what they need (equipment, tools, furniture, space, support) to bring their best to work in a virtual environment/working remotely?
Do they feel heard and seen during this great economical and social upheaval?
Do they feel they have a safe environment to work in (if they are required to return to the office)?
Are they ready for all the changes being introduced at work?
Do they have what is needed to support and enable change in the company?
Do they feel respected and treated equally?
Do they feel the company has taken adequate measures to promote and espouse diversity and inclusion norms and behaviors in the workplace?
Do they feel their managers and top management "walk the talk"?
In a nutshell, how truly engaged is your workforce during this period of constant change?
Why should you care? Statiscal research of 1.4 million employees by Gallup shows that a more engaged workforce increases productivity by as much as 22%. It is not surprising then that 65% of 2,000 senior executives surveyed in 50 countries believe opined a company's culture is more important to enabling and driving performance than its strategy or operating model.
To learn more about how you and your HR team can assume a leadership role in substantially increasing your workforce's engagement and transforming your company's culture, contact us now for a free consultation.
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 ...
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, government agencies and many more.
Is your organization paralyzed by change or is it a change enabler?
Learn how to create an agile workforce, build adaptive processes and cultivate a culture of innovative thinking and operational excellence - to promote, enable and sustain change.
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.
Human Capital Management
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.
Talk to one of our experts today to
Alan Cooper, Ph.D.
Specialties: Human Capital, HR Strategy, Policy and Process, Leadership Development, Learning and Education Innovation, Organization Design and Development
Specialties: Transformation Change, Strategic Communications, Human Capital, Risk Management, Governance, Strategic Training and Development,
Executive Buy-In, Strategic Change Management
Specialties: Diversity and Inclusion, Anti-Harassment, Organization Design and Development, Culture Assessment, Human Capital
Specialties: Talent Management, Workforce Strategy, Planning and Development, Organization Design and Development, Culture Assessment, Human Capital
We serve the needs of small and large clients
in public and private sectors across industry.
Select clients include those listed below:
A major international law firm
A state bank
A major insurer
A leading professional sports organization
A major nonprofit
A major pharmaceutical company
A Big 4 accounting firm
Veterans Administration Hospital Network
St. Barnabas Hospital
Financial Regulatory Authority (FINRA)
The State of Florida
American Cancer Society
White Plains Hospital
Richmond University Medical Center
Staten Island University Hospital
Blue Cross Blue Shield