Completing the People Puzzle

November 7th, 2018

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“It’s always the small pieces that make the big picture” – Author Unknown

It is no secret that business leaders and organisations are under enormous pressure to become more nimble and agile in how they do business if they are to grow their position in tomorrow’s global marketplace. As they face increased market volatility, changing workforce demographics, increased demands for flexibility and a constant demand to do more with less, understanding how to best leverage their ‘people capability’ in a timely and efficient manner will be critical.

Whilst we’ve often heard it said that the key to effective workforce planning is in ensuring that the right people are in the right place at the right time, doing so in a rapidly changing environment is often far more difficult and complex than anticipated. With many change processes taking lengthy times to deliver, it is not unusual for new business needs to emerge midway that require organisations and individuals to pivot or change direction. Doing so seamlessly though is the challenge!

According to the 2016 Hay Group report, Delivering Strategy Through People, direct people costs make up 40% of organisational costs. With almost half the workforce in complex, knowledge intensive roles that are key to the organisation’s success and profitability, the cost of getting the ‘people puzzle’ wrong is high. Whilst the phrase ‘right people, right place, right time’ certainly isn’t redundant, there is a view that it needs to be expanded to ensure that it remains relevant and impactful.

No longer are the ‘right people’ necessarily part of our organisational headcount. With access to the right talent and skills – and a growing self-employed and contract led workforce – accessing external talent pools for one off requirements and interim projects is often a very real and viable option. How we identify and engage the right people with these relevant skills in a timely manner is key and will require strong partnerships and relationships not only with our internal people but also those in the external market.

Where once the term ‘right place’ tended to refer to a geographical location, it is now more appropriate to consider what role or area within the organisation the skills are required. As we continue to move away from more traditional, hierarchical organisational structures to flatter more matrixed team based models, how we enable our people to move with agility and confidence into the ‘right place’ as required will be critical.

As businesses continue to navigate unprecedented amounts of change they will be required to make quick decisions around how they (re) deploy the skills and talents of their people if they are to capitalise on emerging opportunities or mitigate risk against market changes. To do this, they need an agile and resilient workforce that can nimbly move and respond at the ‘right time’ and are not change adverse.
There is no doubt that the optimal workforce lies at the intersection of all three areas. Failing to do so will leave you as a business leader and the organisation feeling like they are sitting on a two-legged stool unable to find balance and stability. When you are out of balance it is all too easy to end up with too many people ‘sitting on the bench’, no longer aligned to the organisational strategy and where engagement and productivity is risked.

What follows are my four key tips to completing the ‘people puzzle’:

Know where your skills are: Both within your organisation and in the external marketplace.

Foster agility: Help your people develop agile mindsets to support changing workplace structures.

Make it easy for people to adapt: Consider the systems and processes that support changing roles, teams and locations.

Communicate, communicate, communicate: Ensure transparency and timely communication is delivered to support engagement and productivity.

As always, I would love to hear your thoughts. Reach out to me below, or directly through LinkedIn.

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