Strategic Workforce Planning (SWP): Applica6ons of Latest Research
www.advancedworkforcestrategies.com PRESENTER: Colin Beames
About AWS: Consul6ng Services, Surveys and Workshops
Developing Workforce Strategic Plans Human capital measurement and repor>ng Workforce analy>cs Workforce segmenta>on and reconfigura>on Organisa>onal development / business reviews Outsourcing roles and ac>vi>es Engagement and reten>on surveys, on-‐boarding and exit interviews Profiling Employment Value Proposi>ons (EVPs) Our goal is to help organisa>ons to fundamentally change the way they make decisions about their workforce star>ng with strategy PRESENTER: Colin Beames
Agenda
A.
B.
C.
D.
5 Ways of Building Human Capital
3 Level Capabili>es/ Competencies
The AWS Skills-‐Based Segmenta>on
MODEL ONE
INTRODUCTION
MODEL TWO
E.
F.
EVP Profiling: The Psychological Contract
People Data Cube
MODEL FOUR
MODEL FIVE
MODEL THREE
G.
SUMMARY
PRESENTER: Colin Beames
A 4 ‘M’ Integrated Approach
MINDSETS
MODELS
strategy emphasis, role differen>a>on/ segmenta>on, best prac>ce
5 human capital models
4M METHODOLOGY
Including resources
MEASURES
3 categories of human capital data
PRESENTER: Colin Beames
The Business Case for a Workforce Strategy?
People factor the largest single driver of business success (CIPD, 2003)
Cons>tute 35-‐80% of cost base (HR func>on approx 0.3% of costs)
But one of the less effec>vely managed corporate func>ons (CEO surveys, Hall, 2008)
Organisa>ons have a marke>ng strategy & IT strategy, but not necessarily a strategy for their highest cost item!
PRESENTER: Colin Beames
Lack of Workforce Strategy Symptoms: Lower People ROI!
Confusion, lack of insight, ad hoc / poor people decisions
Opera>onal inefficiencies (vacancies, poor capability), dissa>sfied customers
Unable to execute the business strategy and achieve goals
Lack of flexibility, lower performance, increased turnover risk..........
PRESENTER: Colin Beames
A Workforce Strategy Defini6on
A workforce (or human capital) strategy is a form of asset management, the sum of ac>ons taken to acquire, retain, develop, mo>vate, and deploy human capital in the service of an organisa>on’s mission
Asset based, whole of workforce approach over the employment life cycle
More than a suite of HR policies, talent management, succession planning & workforce planning (supply and demand, forecas>ng), ad hoc HR ini>a>ves, etc.
PRESENTER: Colin Beames
B.
MODEL ONE 5 WAYS OF BUILDING HUMAN CAPITAL
PRESENTER: Colin Beames
Model 1: 5 Ways of Building Human Capital
Human Capital
Knowledge
Experience
Skills
Mo6va6on
(Cascio)
Increasing Human Capital
Acquiring (recruitment)
U6lising / Engaging and Retaining (people management policies and prac>ces)
Developing (training and development)
Borrowing (consultants)
Mergers, Acquisi6ons and Alliances
Q
Does your workforce strategic plan address the above 5 ways of building human capital?
Q
Which of the 5 ways are more important to your business? PRESENTER: Colin Beames
Workforce Strategy Audit Survey Findings
31 organisa>ons completed, larger organisa>ons scored higher (bigger is beder!) Scoring: 0% = False, 25% = Mainly False, 50% = Partly True, 75% = Mainly True, 100% = True Findings a “mixed bag”, SWP at an Emerging Stage, slightly beder than the Australian sample PRESENTER: Colin Beames
One of the reasons why?
PRESENTER: Colin Beames
Key Conclusions from the Survey Findings
Strategic component missing in SWP (strengthening cri>cal capability & core competencies) Piecemeal approach to SWP Workforce segmenta>on deficiencies: Role characteris>cs & differen>a>on (‘make’ v’s ‘buy’) ‘One size fits all’ for EVPs, competency & appraisal assessments Reac>ve orienta>on (lack of succession planning, forecas>ng recruitment & risk focus) Struggling with HR data and analysis Sub-‐op>mal outcomes from implementa>on of SWP Locked into some obsolete/limi>ng mindsets & models
Q
Are you able to ar>culate how exis>ng HR policies and prac>ces, investments in people, workforce configura>ons, organisa>onal structures, etc., are linked to/ aligned with the business strategy? PRESENTER: Colin Beames
NEW WHITE PAPER: JUST RELEASED
HOW TO AVOID THE
12 DEADLY TRAPS OF
WORKFORCE STRATEGIC PLANNING
DOWNLOAD AT: www.advancedworkforcestrategies.com
Also interview on Workforce Strategic Planning: hdps://www.youtube.com/watch?v=MUffK8UAjDs PRESENTER: Colin Beames
The 12 Deadly Traps of Workforce Strategic Planning
01
02
03
Associa>ng the importance of a job with its posi>on in the organisa>onal chart.
Relying on tradi>onal job evalua>on methodologies to iden>fy the true value of roles to the business strategy.
Not dis>nguishing between ‘make’ versus ‘buy’ roles, cri>cal roles, and roles suitable for outsourcing.
04
05
06
Segmen>ng the workforce primarily on a job/organisa>onal level or by job families.
Offering the same Employment Value Proposi>on (EVP) for all roles.
Paying all people at the same market point.
If you iden>fy closely with any of the above failings, you may be using yesterday’s models to solve today’s complexity! PRESENTER: Colin Beames
The 12 Deadly Traps of Workforce Strategic Planning
07
08
09
Repor>ng turnover for the organisa>onal as a whole (or any other metric).
Stamping the word ‘strategy’ onto workforce planning.
Not explaining precisely how business and workforce strategies are linked or aligned.
10
11
12
Not dis>nguishing between ‘lag’ and ‘lead’ HR data.
Embracing HR analy>cs before having first developed a workforce strategy.
Not involving CEOs, CFOs and Execu>ves in the development of a workforce strategy.
If you iden>fy closely with any of the above failings, you may be using yesterday’s models to solve today’s complexity! PRESENTER: Colin Beames
Ac6vity
Do you really have a workforce/human capital strategy?
Complete the 10 item quizz for your organisa>on Discuss your answers within your group
PRESENTER: Colin Beames
C.
MODEL TWO 3 LEVEL CAPABILITIES/COMPETENCIES
PRESENTER: Colin Beames
Model 2: 3 Level Capabili6es/Competencies
1
Differen>a>ng or Cri>cal Capability
2
Core Competencies (organisa>on)
3
Work/job competencies (individuals – develop or recruit against)
• Defines the iden>ty/brand/DNA • Why customers buy • Important to success, compe>>ve advantage
• Main func>ons the organisa>on performs (e.g., designs widgets….)
• Recent shio from focus on individual job competencies to strengthening 2 and 3 above
The value of human capital is inherently dependent upon its poten7al to contribute to the compe77ve advantage or core competence of the firm (Lepak & Snell 1999) PRESENTER: Colin Beames
Business Strategy, Workforce Strategy & Roles
1
Differen>a>ng or Cri>cal Capability
2
Core Competencies (organisa>on)
Business strategy (& workforce strategy) embedded in strengthening 1 & 2 Key to performance improvement, compe>>ve advantage, & sustainability
3
Work/job competencies (individuals – develop or recruit against)
Q What are the cri7cal capabili7es and core competencies of your organisa7on? What is the line of site between various roles and strengthening/maintaining cri7cal Q capabili7es & the more importance core competencies?
Q
Do the people resources, organisa7onal structure, etc., support the business strategy? Key Role of HR: The interface between workforce and business strategies PRESENTER: Colin Beames
8 Skills Values/Drivers of Cri6cal Capabili6e/Core Competencies
1. Revenue/sales (marke>ng, sales) 2. Stakeholder rela6ons (customer service, PR) 3. Costs and efficiency (produc>on/manufacturing, logis>cs, purchasing) 4. Quality (produc>on/manufacturing, technical) 5. Innova6on (market research, R & D, strategic planning) 6. Organisa6onal capability (HR, management) 7. Reputa6on/risk management (environmental, compliance, risk mgt., OH&S) 8. Financial (CFO, accountant, credit) Some of these skills values/drivers more important to the achievement of the business strategy Roles incorporate one or more of these drivers – hence some roles will also be more important
PRESENTER: Colin Beames
Case Study
Role importance: Not seeing the wood from the trees!
Global Coal Mining Company: Mine Planning role in large open cut coal mines
PRESENTER: Colin Beames
About the Mine Planning Role
Large mining opera>ons (1,000 people working at a site, 24/7, 4 shio crews)
Q
7 key mining ac>vi>es (e.g., overburden removal) plus service ac>vi>es (e.g., maintenance)
Number of pits over a large area (e.g., 70km long)
What do you think is the Cri1cal Capability of the mine?
Note. A Cri7cal Capability (of the organisa7on) is important to business success
PRESENTER: Colin Beames
About the Mine Planning Role ctd.
Integra6on of the above ac>vi>es cri>cal to the mine efficiency (Integra>on is a Cri>cal Capability)
The role that impacts most on integra6on is that of Mine Planner (plans & coordinates all of the 7 key mining ac>vi>es)
But this role is just another mid-‐level posi>on in the organisa>on chart
PRESENTER: Colin Beames
About the Mine Planning Role
Company employed junior (inexperienced) mining engineers in this role as part of their career development
Also employed contract mine planners because of shortages, unfamiliar with the mine opera>ons
Consequently mistakes being made, produc>on interrup>ons, equipment having to be moved around, poor longer term decisions Company had under es>mated the importance of the Mine Planning role (Deadly Trap 1) • Miss-‐classified as a ‘buy’ rather than a ‘make’ role (see Deadly Trap 3) • It lacked capability in that role PRESENTER: Colin Beames
Deadly Trap 1 Associa6ng the importance of a role/job with its posi6on in the organisa6onal chart • Org. charts explain repor>ng arrangements, rela>onships between func>ons • But not necessarily an indica>on of role importance!
PRESENTER: Colin Beames
Deadly Trap 2 Relying on tradi6onal job evalua6on methodologies to iden6fy the true value and contribu6on of roles to the business strategy and outcomes • E.g., HR Director’s/Manager’s role in 2 equivalent companies, but because of the different business strategies, one of these roles may be more important than the other
PRESENTER: Colin Beames
Job Evalua6on Methodologies Outdated?
The conven>onal approach to job evalua>on is sta>c, inflexible and primarily focused on internal equity… There is a need to move away from conven>onal approaches to determining job importance and job-‐worth to a model which focuses on future value crea>on, strategic job worth and compe>>ve advantage. (Becker, Huselid & Beady, 2009)
More concerned with preserving internal salary rela1vi1es! PRESENTER: Colin Beames
Deadly Trap 3 Failing to dis6nguish between ‘make’ versus ‘buy’ roles, cri6cal roles, and roles suitable for outsourcing • • • • • •
‘Make’ roles – require greater $ investment in people (obtain unique knowledge/skills) ‘Buy’ roles – people can be acquired virtually ready made from the market Different EVPs, HR policies, turnover costs apply to these role types This dis>nc>on is fundamental to developing a workforce strategy Misclassifica6on of roles has dire consequences (e.g., Mine Planner) Roles come first before people considera>ons!
PRESENTER: Colin Beames
Ac6vity
Business Strategy, Capabili6es & Competencies
Complete the 8 ques6ons for your organisa6on Discuss your answers within your group
PRESENTER: Colin Beames
D.
MODEL THREE THE AWS SKILLS-‐BASED SEGMENTATION
PRESENTER: Colin Beames
Workforce Segmenta6on
Differen>a>on & segmenta>on are universal concepts (e.g., marke>ng) Segmenta>on (roles) the key to trea>ng workforce assets as a portolio that can be managed
The key to maximising the ROI on your people (targeted investments) Greater workforce complexity (all shapes and sizes) = more sophis>cated & differen>ated approach PRESENTER: Colin Beames
Model 3: The AWS Skills-‐Based Segmenta6on -‐ 4 Standard Roles High
QUADRANT 4
QUADRANT 1
Train drivers, air traffic controllers, casino dealers… associated with firm specific systems, procedures, equipment, or products
Managers, designers… have tac>c knowledge which may be path / supply chain dependent
QUADRANT 3
QUADRANT 2
SKILLS UNIQUENESS
“SPECIALISTS”
“CRITICALS”
“DOERS”
“PROFESSIONALS, SKILLED/SEMI SKILLED”
Manual labour, admin.
Nurses, accountants, engineers… generic skills… influence costs, efficiency, customer benefits and services, etc.
‘Make’ -‐ Develop from within $
‘Buy’ ready made Outsourcing possibili6es (Borrowing)? The EVP and HR polices should vary for roles in the 4 quadrants (see Deadly Trap 5)
Low Low Lepak & Snell (1999, 2002)
SKILLS VALUE
High PRESENTER: Colin Beames
Architectural Theory of HRM
…..the Lepak & Snell (1999) employment model is the most prominent conceptual model in the architectural theory of HRM Review paper by Cappelli & Keller (2014), Talent Management: Conceptual Approaches and Prac7cal Challenges
The AWS Skills-‐Based Workforce Segmenta>on Model is based on this model
• •
Guides the development of a comprehensive workforce strategy The key to beder understanding characteris>cs of roles, applying differen>ated HR policies, EVPs, repor>ng HR data, $ people investments, developing deeper workforce insights and making beder people decisions!
PRESENTER: Colin Beames
Role Analysis: The Skills Segmenta>on Ques>onnaire (SSQ)
•
49 item ques6onnaire
•
Plots are par6cular to organisa6onal circumstances, not universal
•
Uniqueness: higher uniqueness, higher cost $ of investment and turnover
•
Value: higher value means role is more important to business outcomes, greater influence/impact
•
Both value & uniqueness impact on HR policies, EVPs, $ investment L & D
PRESENTER: Colin Beames
Mine Planning Role Misclassified: Performance Issues!
‘Make’ roles -‐ develop from within ($ investment)
‘Buy’ roles – acquire ready made Outsourcing possibili6es (Borrowing)?
The Mine Planning role impacts across the en6re opera6on (i.e., wide versus narrow skills value impact) PRESENTER: Colin Beames
E.
MODEL FOUR EVP PROFILING: THE PSYCHOLOGICAL CONTRACT
PRESENTER: Colin Beames
Model 4: The Psychological Contract Employer – Employee Rela6onship
Hodest research topic in I/O psychology (Del Campo, 2007) Not a wriden document Includes a mix of tangibles (e.g., pay) & intangibles (e.g., recogni>on) Different Psych Contracts with each of the 4 skills segments (rela>onal to transac>onal) ‘Deal’ = Employment Value Proposi>on (EVP) Key determinant of employee engagement and reten>on PRESENTER: Colin Beames
AWS Model: Psych. Contracts, Turnover Mul6ples QUADRANT 4
High
QUADRANT 1
“SPECIALISTS”
SKILLS UNIQUENESS
PC Long term (Rela6onal)
“CRITICALS”
PC Long term (Rela6onal)
$
High ini6al investment
$
Higher Investment
T
1-‐1.5
T
1-‐2.5
QUADRANT 3 “DOERS”
PC Short term/Long term (Transac6onal)
Many defini6ons of Cri6cal Roles
QUADRANT 2
“PROFESSIONALS, SKILLED/SEMI SKILLED”
This segmenta6on model is a basis for repor6ng HR data
PC Medium/Long term (Hybrid)
$
Low investment
$
Lower Investment
PC Psychological Contract
T
0.3-‐0.5
T
0.5-‐1.0
T
(rela>onship)
Turnover mul>ple of job
Low Low Lepak & Snell (1999, 2002)
SKILLS VALUE
High PRESENTER: Colin Beames
Model 4: The Psychological Contract
EVPs vary by skill segment (mix of tangibles & intangibles)
PRESENTER: Colin Beames
Differen6a6on: HR Policies by Skills Segment QUADRANT 4
High
QUADRANT 1
“SPECIALISTS”
“CRITICALS”
U6lising/Engaging Human Capital AS
Skill & performance based
AS
C/R
Skill & performance based
C/R of firm specific competencies, include
SKILLS UNIQUENESS
CA
Development focus Skill based related to development other benefits (e.g.. Share op6on)
Minimal
C/R Compensa>on / Reward System
Promote on poten6al as well as
Invest to ini6ally develop and then
CA performance, provide defined career paths with 6melines
T/D maintain currency of skills
Extensive training including
T/D mentoring & coaching
QUADRANT 3 “DOERS”
Developing Human Capital CA Career Advancement
QUADRANT 2
“PROFESSIONALS, SKILLED/SEMI SKILLED”
T/D Training & Development
MODEL 1
AS
Compliance & performance focused
AS
C/R
Performance based
C/R bonuses
CA
Minimal
CA work
Performance focused
Only invest in essen6al training
T/D immediate return / benefit likely,
Performance & skill incen6ves, Achieve by job rota6on, challenging
T/D rela6ng to company policy, procedures, systems
AS Appraisal System
Only significantly invest where
iden6fy high poten6als & invest in them
Low Low
SKILLS VALUE
High PRESENTER: Colin Beames
Ac6vity
Case Study: Local Government – Child Minding Centres
Read the case study scenario and then answer the 7 ques6ons within your group Prepare to jus6fy/present your answers to the larger group You may use me as an external consultant (for a small fee) to answer any ques6ons
PRESENTER: Colin Beames
F.
MODEL FIVE PEOPLE DATA CUBE
PRESENTER: Colin Beames
Model 5: People Data Cube
3 CATEGORIES OF HR DATA
Service
Age
DEMOGRAPHIC DATA
Gender Job Level Workforce Segment
Workforce analy>cs: analysis across mul>ple dimensions
(LAG)
(LEAD)
ORGANISATIONAL PROCESS DATA
PREDICTIVE / ATTITUDINAL DATA
PRESENTER: Colin Beames
Case Study LGA: Workforce Strategy & Risk
Fast growing local council (+8%)
Needed to take a step back and have a fresh look at managing their workforce, alloca>ng limited resources
PRESENTER: Colin Beames
Integrated HR Data Repor6ng: Combining 3 Models
01
03
05
Reconfiguring your HR data in new ways Integra>on mul>plies business value! PRESENTER: Colin Beames
E.g.: Cost of Turnover by Quadrant: Iden6fying Workforce Risk
CRITICALS
PROFESSIONALS
DOERS
SPECIALISTS
48
175
149
0
12% (6 leq)
15% (26 leq)
17% (25 leq)
Ave Salary $
150k
95k
55k
T/O mul>ple
2
0.5
0.3
$1.8m
$1.24m
$0.42m
# staff Annual voluntary T/O
Cost of T/O per annum
• • •
Segmenta>on model also a basis for analysing & repor>ng human capital Investment $ in reten>on the highest ROI of any HR ini>a>ve! Strategy: Focus on Cri>cals in reducing T/O $ costs (3 Ps: ‘Push’, ‘Pull’, ‘Personal’) PRESENTER: Colin Beames
Predic6ve Data: Engagement & Reten6on Risk for Cri6cals RETENTION RISK # Stayers (70%)
20
# Moderate risk of leaving (15%)
8
# High risk of leaving (15%)
11
TURNOVER COSTS Turnover mul6ple
2
Average salary
$150k
Es6mated cost of controllable turnover
$720k
ALIGNMENT
• •
# Commised and sa6sfied (60%)
24
# Commised and dissa6sfied (15%)
3
# Uncommised and sa6sfied (10%)
6
# Uncommised and dissa6sfied (15%)
6
Surveyed 39 people in cri>cal roles (WRDI survey based on model of the Psych Contract) Next step – generated WRDI individual reports, conducted confiden>al debriefs, determined 3 P’s for leaving: “Push”, “Pull” or “Personal”, career dialogue with manager PRESENTER: Colin Beames
Workforce Configura6on: Size & Composi6on
Q1 CRITICALS
• • • •
# 48 (average age 47 yrs) Succession planning: 11 posi>ons with successors, 12 no successor, 25 likely successors in 3 years Recruitment numbers next 12 months: 7
Q2 PROFESSIONALS/SKILLED
# 179 (challenge to contain) Recruitment numbers next 12 months: 26
Q3 DOERS
# 149 (maximise outsourcing) Recruitment numbers next 12 months: 22
Fast growing local council (+8%) Workforce composi>on: Lean, skilled & flexible workforce High % of female Professionals part-‐>me (max. flexibility, minimise risk, win-‐win) No ideal composi>on/configura>on! PRESENTER: Colin Beames
Forecas6ng Future Recruitment Needs
Calculate future recruitment needs by quadrant (Excel tool) # of exis>ng posi>ons # of new posi>ons taking into account:
•
Growth considera>ons (new opportuni>es, new products & services)
• •
Adequacy of exis>ng systems/infrastructure, workloads Impact of technology
Projected turnover Number of imminent re>rees (voluntary) Next 12 months recruit: 7 Cri6cals, 26 Professionals, 22 Doers PRESENTER: Colin Beames
Case Study: LGA -‐ Key Findings
WORKFORCE CONFIGURATION:
RETENTION:
STAFF NUMBERS:
New mindsets (cri>cal role mentality), need to invest dispropor>onally in Cri>cals
T/O of Cri>cals (previously 12%), no current measure of engagement or reten>on risk
Capacity to absorb some growth with exis>ng systems, processes & infrastructure
SUCCESSION:
EVPs:
REPORTING HC DATA:
24% (12) posi>ons don’t have a successor (recruit externally), 22% have somebody ready made, 54% have successors in 3-‐4 years
NOT DEFINED
Currently basic, in silos with limited ability to analyse data (not integrated)
PRESENTER: Colin Beames
Ac6vity
HR Data and Analy6cs: Can You Answer these Ques6ons?
Complete the ques6onnaire for your organisa6on Discuss your answers within your group
PRESENTER: Colin Beames
G.
SUMMARY
PRESENTER: Colin Beames
A 4 ‘M’ Integrated Approach
MINDSETS strategy emphasis, role differen>a>on/ segmenta>on, best prac>ce
MODELS
5 human capital models
4M METHODOLOGY
Including resources
MEASURES
3 categories of human capital data
PRESENTER: Colin Beames
Workforce Strategic Plan Structure
Execu>ve summary
Workforce segmenta>on: Roles by quadrants & their importance
Iden>fica>on of cri>cal capability(s), core competencies, business strategy
Desired state: (1) Engagement & reten>on; (2) L & D; (3) Recruitment including EVPs, # new posi>ons; (4) Outsourcing
Summary of the exis>ng workforce prac>ces/strategy (according to 5 ways of building human capital)
Human capital data and interpreta>on (series of tables based on these models)
Ac>on plan
PRESENTER: Colin Beames
The SWP Process (Advanced Version)
START:
01
02
03
Presenta>on to Execs for endorsement, business case, responsibili>es, etc.
Introductory 1 day workshop for HR professionals, planners/ strategists on How to Develop a SWP
Series of workshops/ interviews with BU Managers according to a pre-‐determined format for informa>on & data gathering
07
06
05
04
Presenta>on of report to execu>ves
Prepara>on and review of the SWP report, including an ac>on plan (by client with review by AWS)
Reconfigura>on of exis>ng HR data according to the 4 role categories or quadrants (skills’ segmenta>on model)
Analysis of roles by HR with the Skills Segmenta>on Ques>onnaire (SSQ), including the iden>fica>on of Cri>cal Roles (client with review by AWS)
PRESENTER: Colin Beames
Deadly Trap 12
Workforce strategy is a business issue
CEO, Execu>ves must assume ownership, can’t be delegated
HR professionals manage the process, provide advice & assistance
PRESENTER: Colin Beames
The Benefits of a Workforce Strategic Plan?
01
02
A document that can be presented to the Board, CEO & Execu>ves
Raises the influence of HR
03
04
05
Provides a Creates a conceptual broadened framework for awareness, reconfiguring your deeper insights workforce and for and new mindsets measuring, into op6mising repor6ng and people reviewing human performance & capital mi6ga6ng risk
An essen>al people decision making document (making beder decisions)
PRESENTER: Colin Beames
Key Workforce Strategy Message
Vs • A peanut buder approach – spread $ and resources evenly?
• A focused approach – inves>ng $ and resources in roles that mader most • Adopt the mind of an investor!
2 Guiding Principles:
01
Segmenta>on, role types and differen>a>on (ROI in people)
02
Focus on those roles linked to key drivers of cri>cal capabili>es and more important core competencies PRESENTER: Colin Beames
The Dawn of a New Era in People Management?
Adop>ng a HRM architecture and human capital models that address the complexi>es of contemporary workforce management
Moving beyond a suite of HR policies, succession planning, talent management, supply and demand and ad hoc HR ini>a>ves?
Adop>ng a more ‘fine grained’ approach In understanding the characteris>cs of roles and their rela>ve importance to the business strategy?
Best prac>ce is adop>ng a sound framework/models to underpin people/ human capital decisions
PRESENTER: Colin Beames
Key References • Beady, R. W., Becker, B. E., & Huselid, M. A. (2009). The differen>ated workforce: Transforming talent into strategic impact. Boston, Massachuseds: Harvard Business Press. • Cappelli, P., & Keller, J. R. (2014). Talent management: Conceptual approaches and prac>cal challenges. The Annual Review of Organiza>onal Psychology and Organiza>onal Behavior, 1, 305-‐331. • Cascio, W. F. (1991). Cos>ng human resources: The financial impact of behaviour in organisa>ons. Boston: PWS-‐Kent. • Guest, D. E. (1998). Is the psychological contract worth taking seriously? Journal of Organisa>onal Behavior, 19, 649–664. • Lepak, D. P., & Snell, S. A. (1999). ‘The human resource architecture: Toward a theory of human capital alloca>on and development’. Academy of Management Review, 24(1), 31–48. • Lepak, D. P., & Snell, S. A. (2002). Examining the human resource architecture: The rela>onships among human capital, employment, and human resource configura>ons. Journal of Management, 28(4), 517-‐543.
PRESENTER: Colin Beames
AWS Resources Available
Aligning Workforce and Business Strategies: Mobilising the 21st Century Workforce
Develop a Workforce Strategic Plan Pack
Resource rich with workbooks, guides, templates, samples, Excel tools
PRESENTER: Colin Beames
? ?
Reflec6ons Ques6ons www.advancedworkforcestrategies.com PRESENTER: Colin Beames
CONTACT +61 (0) 3 9419 0598
+61 (0) 411484923
Colin Beames
Managing Director Advanced Workforce Strategies
c.beames@advancedworkforcestrategies.com
PRESENTER: Colin Beames