|
It seems that almost every time we talk about a human resources/human capital issue the conversation veers dramatically and quickly toward what hardware or software is in the market. It doesn’t matter if it is about planning, staffing or paying. (Only training seems to understand we need a new learning model.). To me this is like saying I want to take a trip so let’s rent a car.
How about first discussing: a) where do we want to go, b) who is going on the trip, c) what is the best transport to get us there, d) do we know how to operate it, e) what will it cost, f) where will we stay, g) will we need a car when we get there, et cetera, et cetera and so forth?????
So What’s Your Point Bub?
In the case of planning what I see is people running out to look at software packages assuming they know how to do planning. Would you try to rent an airplane if you didn’t know how to fly?
My experience is that much of what we call workforce planning is a shallow, misguided, industrial era, gap analysis, supply-demand exercise. Other than that it is perfect. In 2007-2008 we put together the Predictive Initiative Consortium composed of a dozen large organizations, commercial, government and not-for-profit, and a couple bright guys: Nick Bontis and Doug Hubbard. Coming out of that we laid out a two step process composed of a Strategic Scan and Capability Planning.
The scan is much more comprehensive than the typical environmental scan and the concentration shifted from bodies (the workforce) to capabilities (sustainable performance).
It’s a New World Pal
Insanity is defined as repeating a process over and over and expecting the outcome to be different. We’ve been doing workforce planning for at least 60 years one way. The market has changed and continues to change yet we still apply the old planning/budgeting process.
Read the latest edition of Predictive Management on this website. You might find it enlightening.
Dr Jac
|
Dr. Jac Blog 
