The Strategy Behind Strategic Staffing
A company’s annual budgeting process generally requires managers to project personnel requirements for the upcoming fiscal period. Unfortunately, this task offers little value beyond influencing the short-term allocation of corporate funds. Besides narrowly focusing on a single year, needs are typically assessed in relation to the status quo.
Yet the harsh reality is that the business world is changing at a dizzying pace, and what makes sense today may not a year from now. Technology, in particular, is constantly redefining the nature of work. And despite the prevalence of the phrase “strategic staffing,” most recruitment activities can be described as tactical at best. In fact, more often than not, they are reactive: An employee resigns, and Human Resources (HR)—through no fault of its own—scrambles to fill the vacant position. While this may seem unavoidable, almost any recruiter or HR generalist will argue that there is a more effective way to staff a company. But even the most ambitious HR team can be only as proactive as the organizational context allows. As is the case with many HR projects, the “full support” of corporate leaders is not enough; a successful workforce planning initiative often requires sweeping changes to company-wide processes and procedures, demanding the commitment and cooperation of all levels of management in all departments/areas.
In our latest issue of Discover Doherty, an eMagazine, we breakdown what workforce planning is and why it matters, the four-step model to help you begin your strategic planning, and tips for managing the on-going efforts across internal departments.
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