There are two types of companies today—the quick and the dead; and when leaders in businesses hesitate, they become lost leaders, literally. HR has never been known as particularly forward looking or fast-moving; and while this reactive stance may have been acceptable twenty or thirty years ago, it is not now.
Traditional HR practices, such as workforce planning, are not wired to this new, “real-time” reality. These conventional practices take too long, are linear & sequential, not parallel, tend to be too risk-averse; and consequently, more often result in lost opportunity as opposed to stronger competitive and market positioning.
Instead of waiting for others to act, HR-using the principles of agile workforce planning—can help organizations see around corners and prepare for different futures. This role of “being a lead- time ahead” is particularly important in times of rapid change, active disruption and increased pressures to innovate.
Among the key topics addressed in this session are:
· Agile HR and the scarcest resource of all.
· New Best Practices: The 2% and 5% rule for talent deployment.
· Possibalistic Thinking: The unforeseen (but identifiable) disruptions impacting companies and industries.
· Real-time Adjustments: HR Control Panels and Levers.
· Mind the Gap: The Optimal Gap.
· Six Future Scenarios for HR.
· Preparing for Economy 4.0