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Their research revealed not only talent acquisition challenges\u2014virtually a universal issue given the current labor market\u2014but also process issues. To put the data in perspective, let\u2019s review the concept of workplace planning. As stated in Business Strategy and Workforce Planning<\/a>, workforce planning is a complex research and design problem that involves developing a detailed understanding of a role, its requirements, and how that role relates to organizational strategy and to other roles within the organization. Decisions made during this process have implications for virtually every aspect of business, including finance, legal and operations. Decisions made during this process\u2014in particular, job analysis and job design\u2014also have a significant impact on motivation, satisfaction and retention.\r\n\r\nChallenges cited by survey respondents include the following:\r\n![\"Photograph](\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/09\/22173120\/corporate-diverse-diversity-downtown-expatriates-expats-1433389-pxhere.com_-1024x745.jpg\")
In a competitive labor market, it is especially critical to assess the internal supply of labor accurately and manage it effectively. As author and educational advisor Sir Kenneth Robinson notes: Human resources are like natural resources...you have to go looking for them.\u201d Assessment or identifying capabilities is only one part of the equation. Other key elements are creating an effective development framework\u2014the workforce development plan\u2014and developing \u201cgood jobs,\u201d whether that\u2019s through job analysis, job design or a combination or the two. A more experimental option supported by Dr. Wrzensniewski\u2019s research is actively engaging employees in a job crafting process.\r\n\r\nDay & Zimmermann HR SVP Beth Albright\u2019s integrates these ideas in a coherent whole, observing that \u201cfundamentally, people want to come to work, do a good job, feel like they make a difference and be recognized for their efforts.\u201d[footnote]Jerant, Frederick. \"How to Heal Human Resources<\/a>.\" Forefront Magazine. 2014. Accessed September 12, 2019.[\/footnote] However, for that to happen, a company needs to have the right infrastructure and processes in place. Albright argues that \u201cif systems prevent people from doing a good job, you must fix them. If people aren\u2019t being developed and trained, they can\u2019t make a difference in the work they do.\u201d A simple, wholistic concept. Complex\u2014but critical\u2014to implement.","rendered":"Although workforce planning is often described in simple terms\u2014for example, Korn Ferry\u2019s 5 Rs: right shape, right skills, right size, right site, and right spend\u2014it is deceptively hard to put that framework in place, much less execute on it. Indeed, HR consultancy XpertHR lists \u201cUnderstanding Workforce Planning\u201d as one of the top 10 HR compliance challenges for 2019.[1]<\/sup><\/a><\/p>\n Challenges cited by survey respondents include the following:<\/p>\n Taking a strategic approach to workforce planning can address these challenges. As CalHR noted, \u201cworkforce planning informs recruitment, retention, employee development, knowledge transfer and succession planning.\u201d[2]<\/sup><\/a><\/p>\n Day & Zimmermann HR SVP Beth Albright\u2019s integrates these ideas in a coherent whole, observing that \u201cfundamentally, people want to come to work, do a good job, feel like they make a difference and be recognized for their efforts.\u201d[3]<\/sup><\/a> However, for that to happen, a company needs to have the right infrastructure and processes in place. Albright argues that \u201cif systems prevent people from doing a good job, you must fix them. If people aren\u2019t being developed and trained, they can\u2019t make a difference in the work they do.\u201d A simple, wholistic concept. Complex\u2014but critical\u2014to implement.<\/p>\n\n\t\t\t Their research revealed not only talent acquisition challenges\u2014virtually a universal issue given the current labor market\u2014but also process issues. To put the data in perspective, let\u2019s review the concept of workplace planning. As stated in Business Strategy and Workforce Planning<\/a>, workforce planning is a complex research and design problem that involves developing a detailed understanding of a role, its requirements, and how that role relates to organizational strategy and to other roles within the organization. Decisions made during this process have implications for virtually every aspect of business, including finance, legal and operations. Decisions made during this process\u2014in particular, job analysis and job design\u2014also have a significant impact on motivation, satisfaction and retention.<\/p>\n\n
In a competitive labor market, it is especially critical to assess the internal supply of labor accurately and manage it effectively. As author and educational advisor Sir Kenneth Robinson notes: Human resources are like natural resources…you have to go looking for them.\u201d Assessment or identifying capabilities is only one part of the equation. Other key elements are creating an effective development framework\u2014the workforce development plan\u2014and developing \u201cgood jobs,\u201d whether that\u2019s through job analysis, job design or a combination or the two. A more experimental option supported by Dr. Wrzensniewski\u2019s research is actively engaging employees in a job crafting process.<\/p>\nCandela Citations<\/h3>\n\t\t\t\t\t
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