My colleague, Maria, talks about the "Human Capital Millenium Point" - that is - when is your organisation's December 31st 1999? Trouble is, it won't have a clearly defined date. You know that you'll face some kind of people challenge that's sort of connected to the changing demographics of the population. Here's a few things to think about:
- Which segments of your workforce create the most value for you?
- Which areas of your organisation will be most impacted by impending waves of retirement?
- What skills do you need over the next five years that you don’t currently possess?
- In what areas is the talent market heating up?
- What is your turnover in critical areas? How much is it costing you?
- Are you actively developing talent portfolios that will help us understand the consequences of talent decisions?
1 comment:
What about:
Will there be any direct employees in our organisation in 10 years time?
How will we measure workforce capability?
How will the changes affect how we reward people?
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