Looking back over this past year, it is clear that the topic of change is on everyone’s mind: Where is a given industry heading? Who has to change within the organization to allow it to succeed? And, of course, what elements will indefinitely change and how?
Numerous pundits have published their vision of tomorrow, particularly as the end draws to a close, but is predicting change really the key to success, or are organizations missing the general idea?
Workforce planning: The very definition of success
True organizational success depends on having the right employees with the right competencies at the right time. And this is where the real challenge lies, as being able to assess future needs before change has taken place is a much more crucial step toward success than identifying said change. It’s a simple matter of pro-activity.
Workforce planning is a coordination process, which seeks to identify gaps between the workforce of today and the human capital need for tomorrow. It is one of the most important HR issues being discussed today, as it carries multiple impacts on where a business can improve when done effectively, including:
- Eliminating surprises
- Smoothing out business cycles
- Identifying problems early
- Preventing problems before they happen
Proper workforce planning provides organizations with a strategic basis for making the right human resource decisions by anticipating needs as a result of change, rather than change itself.
Enabling a culture of change
It is important for organizations to act as enablers of change and organizational improvement in order to remain competitive, regardless of changes in their respective industries. This can be achieved by altering your leaders’ mindset and emphasizing unique abilities, such as:
- The ability to take initiative
- Demonstrating of a sense of urgency
- Persisting in the face of resistance
- Refusal to accept the status quo
When it comes to planning and implementing change-based competencies, there is great emphasis placed on understanding the difference between what constitutes a forward-thinking competency and general leadership competencies. The difference is often identified in job competency models. Once the distinction is clear, then a true change-focused culture can be implemented to prepare the company for the future.
The future is now
In reality, organizations cannot operate by simply anticipating change. They need to understand that actions must be taken today to be ready to act once change has arrived.
Whether your organization requires assistance in any or all aspects of change within your workforce, we can help. Please visit our website and take the first step.
For more information, contact me at 800-870-9490 or firstname.lastname@example.org