I’ve always said that one of the worst things that organizations can do is ask employees for their opinions and then do nothing with it. The same philosophy applies. It doesn’t make any sense to collect a bunch of data and then do nothing with it.
Even when we know the truth, it may not change our behavior. This is largely due to prioritization. We weigh, often unconsciously, the trade-off of changing behavior or staying the same based on what is in it for us. Combine an irrational sense of our own strengths and infallibility, and we often do not change when we should.
Despite its maturity, workforce planning analytics can be a frustrating topic to address. No matter how good our analytics tools, we are still making predictions about an uncertain future based on managers' estimates about what the business will need. Also, managers may be unclear about what specifically they want from workforce planning analytics, leaving analytics pros with an unmanageably large task. Here are four steps that will guide your approach to workforce planning.
I get lots of surveys drop into my in-box, and a great many of them aren't terribly insightful. However, this recent one from The Conference Board made me think that hope is what really drives employee satisfaction.
Lower Manhattan was plunged into darkness at about 9:00 PM on October 29, 2012. Hurricane Sandy was at its peak, and the superstorm was hammering New York City and the northeastern seaboard with torrential winds and driving rains. One of my clients at the time was a not-for-profit, home-healthcare provider based in New York City. My client knew that, in order for its employees to be ready to git the ground running, payroll had to be run on-time despite the superstorm.
The Center for State and Local Government Excellence recently released their 2019 Workforce Trends survey which found that the top workforce challenges facing U.S. state and local governments are (1) recruitment and retention of qualified personnel with the needed skills for public service and (2) providing competitive compensation. The survey results emphasize the importance of state and local governments adopting innovative practices in order to attract and retain needed staff. Other workforce issues important to state and local governments include employee morale, employee engagement, retaining staff needed for core services, and leadership development.
We all have beliefs about why employees leave, and some of them might even be true. But unless you are systematically tracking why your employees are leaving, the real reasons might surprise you.
Organizations that push accountability to the front line know that employees will step up and grab it. Little things like being allowed to make decisions about replacing a dropped ice cream for a crying child, refunding an elderly gentleman who has purchased the wrong charging cable, pulling a disabled guest to the front of a queue – all make employees feel valued and responsible for business outcomes.
My company, Future Workplace, recently worked with The Workforce Institute on a global study of over 3,000 Gen Z’s and discovered new details about how they view themselves and the type of work culture they are interested in.
The needs for today’s workforce have changed and as such, employers should position themselves to attract top talent to include the gig economy worker and the W-2 employee. The time for On Demand Pay adoption is now, as the workforce will not wait for those employers who can’t meet their needs.
Organizations tend to think about and plan for potential scarcities. However, many large companies fail to understand how to sustain their workforces.
Despite the cultural and emotional focus on wellness at work, today’s emphasis on a healthy workplace remains disconnected from management-led solutions and management-focused solutions, and shifts the onus to the employee. The message seems to be: We will help you with your problems, because we are enlightened employers; here are some things you can do. This approach doesn’t acknowledge the more complex possibility that the employer may be a large part of the problem. Further, companies are not measuring whether the programs offered actually make a difference.