Strategic workforce planning
We work with clients to connect the dots between business strategy and people with the goal of having the right people, with the right skills, in the right places, at the right time and for the right cost. Our scenario-based methodology ties the analysis of workforce gaps into the talent strategy and planning, connecting recruiting, talent development, mobility and other talent processes to the workforce plan.
Recruitment and talent acquisition
We work with clients to support all aspects of their talent acquisition strategies, including recruitment function transformation and data analytics to better understand and predict recruitment/talent acquisition needs, recruitment process outsourcing, and recruiting tactics such as gamification.
Learning and upskilling
We have a dedicated team of L&D experts who have a wealth of experience in developing both the approach and content for learning curricula and in the selection of technology platforms and providers. We help clients think through innovative new solutions to developing workforce skills and behaviours – including applying lifelong learning concepts to overhaul traditional models and how to leverage cost-effective solutions such as Massive Open Online Courses (MOOCs) – and apply them to deliver business objectives. We do so by identifying and building targeted learning and development interventions such as incentivized learning through spot rewards and bonus, digitized, on-demand and bite-sized learning through mobile apps, podcasts and learning bursts, and digital badging to recognize earned skills and promote through social channels.
Leadership and succession planning
Attracting and retaining high performers and the future leaders of an organization requires a thoughtful and proactive approach, offering those individuals rewarding development opportunities and a clear path to the next level. Leadership and succession planning provides the tools to manage this element of the workforce and minimise risk in leadership roles across an organisation.
Aligning organizational goals to individual performance metrics is a complex balancing act. As organizations shift to enhance focus on ‘how’ work is executed and impact to the business, performance management has come into the spotlight. We believe that robust performance management offers a clear connection between organization-wide and individual performance, and brings a broader range of rewards that appeal to changing generations in the workplace, such as compelling career paths, relevant skills, and flexible work policies.
By understanding what is happening in the wider world ofwork, along with the interplays of organisational DNA, we can focus on getting the employee value proposition right by generating a purpose that contributes to larger business ideas and goals, delivering value through automation of manual tasks, promoting diversity of learning opportunities and formats to foster personal and professional growth, and motivating employees through benefits and rewards.
Diversity and inclusion
Many organisations have identified diversity as a key element to driving innovation, improved working environments for employees and enhanced customer service. And, studies show that a diverse and inclusive environment drives outcomes and better business performance. Our global D&I framework identifies the four key components of developing and executing a D&I strategy, each of which must be considered at all stages of the talent lifecycle.