Talent Strategy and Governance

Does your organization have a strategic initiative that’s employee-related? If so, how is it measured, managed, and improved upon? How is your organization’s talent strategy formulated, measured, and managed? Who’s involved? Are key stakeholders – representatives from Operations, Finance, HR, Facilities, Legal, etc. – contributing to such decisions? Is there a formal governance body or is talent strategy put together inconsistently year-to-year by a select group of HR leaders? If there is formal governance body determining priorities and facilitating ongoing communication?

As organizations gain an ever-increasing appreciation for the critical importance of coherent, systematic talent strategies, the means in which such strategies are formulated, measured, and managed need to be better understood. In other words, effective talent strategies can’t be put together by HR alone, or by HR facilitating a series of interviews with business leaders. There needs to be a more formal, systematic way of identifying opportunities, setting priorities, and measuring and managing the implementation of talent-related initiatives. This is where Talent Governance comes in: Talent Governance helps ensure talent strategies include key stakeholders, consider diverse perspectives, reduce business risk, and achieve desired outcomes.

PCS creates and facilitates Talent Governance bodies (e.g., Talent Committees). We offer proven processes and tools, along with thought leadership and talent process consultation. In the end, we help organizations ensure its talent, and the management of related processes, serve as true sources of sustainable competitive advantage.

Strategy Measurement & Execution

Formulating a well thought out, data driven strategy is important, yet what is equally important, if not more so, is how it’s measured and managed over time. It’s not about wanting to do the right things. It’s about getting the right things done. PCS offers proven frameworks like the Balanced Scorecard and HR Linkage ModelTM to measure and manage strategy, particularly how HR or people strategies relate to operating plans. All too often, this linkage is what lacking in strategy management: an understanding of how employee behaviors affect what gets done (and what doesn’t). The good news is that it’s not as difficult as many leaders think. With tools likely already in place, a measurement strategy can be devised and implemented that will show how employee attitudes, behaviors, actions, etc. are driving performance and executing the strategy.

Talent Process Audit & Roadmap

Where are we? Where do we need to focus? How mature are our processes relative to competitors and leading practices? Where should we be allocating scarce financial and human resources? How aligned is our team in answering these important questions?

The Talent Process AuditTM creates alignment by enabling leaders to collectively identify the talent-related processes that they believe will have the greatest impact on desired outcomes. It also considers the perceived complexity and costs to improve processes. In the end, leaders gain an understanding of all improvement opportunities across the employee life-cycle, as well as clarity into which should take priority over the near-term vs. longer-term.

The Talent Process RoadmapTM is the plan that places all talent-related process improvement initiatives on a timeline, noting dependencies, resource requirements, and anticipated impact. It ultimately serves as a guide for the ongoing program management of these initiatives. With such visibility, it becomes likely that the intended improvements are, in fact, achieved.

Workforce Planning & Analytics

Workforce Planning

Workforce Planning simply looks at the internal supply of talent relative to the anticipated demand for talent at a certain point in the future. It then assesses the difference between the two – a shortage or surplus. From there strategies are formulated that determine how the organization is going to develop talent internally and attract it externally. Of course, competencies and skills are evaluated as are talent sources, geographies, compensation and benefit requirements, etc. In the end, Workforce Planning deliverables help shape recruiting and internal development strategies. Learn more about Workforce Planning by clicking here...

Workforce Analytics

Workforce Analytics is simply the process of generating insight into workforce dynamics: "Who is leaving and why?" "Who is staying and what's keeping them here?" "What groups are disproportionately critical to our success?" "Are our pay and benefits sufficient to attract and retain key talent?". Answers to these questions and others enable leaders to make the best decisions possible. The absence of such information leaves leaders guessing and at a competitive disadvantage. Do you and your leaders have the insight you need? Learn more about Workforce Analytics by clicking here...

HR Metrics & Reporting

flowchart1A lot of time and energy is being spent on HR metrics and reporting, yet many organizations remain frustrated. They’re not receiving value commensurate with the associated investment. Why? First, there needs to be clear processes around data-entry, management, and governance. Measures and metrics need to be clearly defined and staff need to be entering them consistently. Second, data sources and reporting needs to be accessed and used consistently. Without such rigor metrics can be calculated differently or their presentation can be confusing if not misleading. The good news is that there are systematic ways of getting dashboards, scorecards, and reports to a point where they’re consistent, insightful, and build confidence among those viewing them.

Once there’s confidence in measures and metrics, these can be placed in a Quarterly or Bi-annual Workforce Review & Plan. This is the deliverable that measures progress towards stated targets (headcount, retention, diversity, etc.) and communicates the plan moving forward. This is proving an indispensible means in which to report to executive committees and boards.

Note the paragraphs above did not mention technology once. This is because technology evaluations, improvements, or selection come after these considerations have been thought through, if not implemented. PCS does, however, help with Business Intelligence (BI) and reporting as well.

Coaching & Leadership Development

Executive Coaching

Coaching is the idea of helping a person go from where they are to where they want to be. It is a process. It is a journey of self-discovery that leads, hopefully, to positive individual change. In turn, this positive change can lead to improved team dynamics and organizational decision-making. Most importantly, it can help the individual him or herself as well as those around them.

Leadership Development

Nurturing and developing the competencies of potential leaders is critical to maintaining leader continuity and, in turn, business continuity. PCS utilizes scenario-based interviewing techniques to evaluate and improve cognitive intelligence, emotional intelligence, and other qualities associated with leader effectiveness. In turn, we develop comprehensive curriculum, involving proven methodologies and tools, to improve these qualities.

Executive Education

With strengths and improvements opportunities clarified, and the leadership development curriculum developed, we then educate leaders on what they can do to leverage their strengths and diminish the impact of their weaknesses. This insight can be delivered in team or individual forums and are meant to offer understanding and practices that ultimately result in improved behavior and, in turn, improved performance.

Performance Measurement & Management

performance_measurementHow is your organization’s strategy measured and managed? Are there comprehensive reports generated on an ongoing, predictable basis that help leaders understand and adjust as needed? Are these reports as good as they need to be? Do they bring together finance, operational, customer, and employee data, or do such data reside within discrete reports?

PCS has a unique, yet tested approach that creates consistency to measurement and reporting processes. This enables performance to be managed more frequently and actionably. Leaders can more readily identify or even anticipate problem areas, discern what might be causing the challenges, then quickly determine the best course of action. Conversely, they can also identify areas of high performance and celebrate those contributing to the success.

In the end, PCS helps align Corporate Performance Management with Employee Performance Management, so strategy is managed effectively by leaders and executed as intended by those responsible for key initiatives.