Capita Research Workforce Horizons

Attraction, Development, Retention and Deployment of Talent in Tomorrow’s Workforce

Setting the Context The subject & our

research

Future Scoping Its Importance to Resourcing

Today Tomorrow 2030

Already aware of certain trends and challenges that we know will be important into the future: •  Ageing workforce •  Skills shortages •  Changing working

patterns

How will these things change the way we need to engage, attract, develop and deploy our staff?

And what about the things that we can’t plan for?

Are we spending enough time today planning for the outcomes we do know about…. And thinking about how to prepare for those we don’t?

Economics

• Globalisation • Shifting patterns of economic

activity • The hourglass workforce • New demand and

replacement demand • War for talent • Changing contractual terms

Demographics

• Ageing workforce • Multigenerational workforce •  Increase in workforce

diversity

Legal/Political

• Decreased political action – and less money to invest, particularly in training and education

• Policy change which is empowering employees

The things we can predict….. Understanding the Trajectories

People and Society

• With empowerment comes changing expectations – engagement and meaningful work

• Work as a consumer experience and implications for employer branding

• Different career pathways and implications for employee branding

Technology

•  Flexible working •  A different type of workplace • Work-life balance •  Impact of AI – new jobs requiring

new skills •  Big data

5

What we’ve done… what we plan… The Research

Exploratory Face-to-face Interviews

01 02 03

Group Discussion And What Next?

10 Senior Resourcing Professionals (including: car industry, logistics, broadcasting, I.T., engineering, local government) 5 HR Directors (public sector, utilities, business services)

10 Senior Resourcing Professionals (including financial services, telecommunications, online retailing, local government, building materials)

An on-line survey with Resourcing and HR Professionals

The Findings Starting to Tell a Story

7

What will keep you awake at night? Project Forward 10 Years…

Branding •  Being clear about what the company

stands for and positioning against peers •  What does good look like – matching

people to the brand (skills and values) •  Tailoring the EVP to the target audience

– and tailoring rewards (particularly for millennials)

•  Influencing perceptions at a young age •  Questions over the locus of

responsibility for employer branding

Flexible Working •  Getting the balance right between

meeting employee needs and expectations and customer needs and expectations

•  Not just about logistics… about culture •  Focus on outputs not inputs •  Agile working – employer led •  Contract workers seen as a necessary

evil and not a solution to flexible working

Workforce Planning •  High on the agenda and

critical to successful talent management….

•  But hampered by a lack of joined up thinking between corporate teams and strategic units….

•  And hampered by a lack of skills/capacity for data analytics

Engagement and the Passive Candidate •  Candidates becoming more

discerning and more demanding… “sell to me and tell me why I should work for you”

•  Early engagement important so the benefits are understood before the vacancy becomes available

•  Engagement with current staff critical to retention….

•  And improvements in succession planning required to nurture and retain top talent

•  Do candidates want to stay with one organisation – or do they want to job hop?

•  Social communication central to this theme

Holistic Career Management •  People are ‘buying’ careers and

development opportunities – not just jobs

•  Balance between supporting individuals in their career aspirations and supporting the business in its change/development agenda

•  There are barriers •  Line manager lack of

understanding of career management and planning

•  Lack of role models other than managers

Closer Working with the Business •  Closer alignment of HR planning

with business strategy •  Is HR about protecting the interests

of staff in the workplace or about aligning people to the needs of the business?

•  The balance is shifting towards the latter (although not at the expense of engagement)

•  HR professionals need to be more business savvy

•  HR should have a place at the top table?

Branding  and  EVP  

Development  (14)    

Flexible  Working    (13)  

Workforce  Planning    (12)  

Engagement  and  the  Passive  

Candidate  (9)  

HolisFc  Career  Management  

(6)  

Alignment  with  the  Business  

(5)  

…where does it feature in resourcing’s future? Big Data

Workforce  Planning    (14)  

Improved  Working  with  

Senior  Managers  (5)  

Performance  Management  

(4)  Engagement/  SaFsfacFon  

(4)  InnovaFon  

(1)  

Workforce Planning •  Big data is key ….but few can

articulate the specific data they will need

•  It must add value and not just provide some interesting facts

•  It should provide clear direction for action

•  Data hard to gather in devolved structures

•  We also need to look outwards Improved Working with Senior Managers •  A more legitimate voice at the top

table

Performance Management •  A need to be able to demonstrate

the linkage between people assets and business performance

Engagement •  Measuring real engagement

(whether or not the organisation is providing work that enhances personal value) will remain important

Innovation •  Not wholly clear how… but in terms

of designing new recruitment solutions that better meet the needs of candidates and the business

9

Where will the skills gaps be? If the war for talent is still raging…

Areas of Skills Shortage I.T./Technical Engineering Project Management Finance Languages Qualified Drivers Social Workers/Qualified Care Staff

Why are we still fighting the war for

these skills when they have been in short supply for so long?

What is stopping the development of talent

in these areas?

What do we really mean by a skills

shortage?

Supply Channels In the future, where will talent come from?

Graduate  Recruitment  

(13)  

Links  with  University  

(10)  

ApprenFceships    (9)  

Grow  your  Own  (9)  

Targeted  CommuniFes    

(5)  

Graduate Recruitment •  A continual supply of high calibre

individuals to fulfil ‘replacement demand’

•  As well as graduate programmes, developing internships and placements

Links with University •  But not always leaving the nature

and content of training ‘to chance’….increasingly developing relationships with Universities and even designing bespoke programmes

Apprenticeships and School Leaver Programmes •  Talent required through the layers

of multidisciplinary organisations meaning that these types of programmes are important in filling different types of roles

Grow your Own Schemes •  Some organisations have clear

strategies for ‘building from the bottom’.

•  The perennial challenge of retaining the staff you train remains.

Targeting •  At a business unit level – targeting

particular community groups with specific skills/values/lifestyles proves a positive solution

11

What will it look like? The Future Resourcing Landscape

More  of  the  Same   HolisFc  SoluFon     Strategic  Enabler  •  Brand  and  EVP/  differenFaFon    •  Quality  of  hire/predicFve  analyFcs  •  Values-­‐based  recruitment  •  Managing  diversity    •  ATS  improvement  &  Fme  to  hire  •  Talent  pool  building    •  Engagement-­‐led  communicaFon    •  Targeted  social  media    •  Mobile  recruitment  •  Flexible  working    •  Using  data  to  inform  decision-­‐making  •  Talent  mapping    •  Talent  pooling    •  Succession  planning      •  Engagement  and  retenFon      

•  SoluFons  more  closely  aligned  to  the  business  agenda.    Shi]  away  from  operaFonal  to  more  strategic  

•  Workforce  planning  linked  to  business  planning    

•  Be^er  linkages  between  talent  acquisiFon  and  talent  development    

•  Longer  term  horizons  and  engagement  with  tomorrow’s  workforce      

•  PersonalisaFon  in  both  recruitment,  reward  and  wider  HR  

•  The  HR  funcFon  becomes  the  strategic  ‘enabler’  of  a^racFng,  developing,  retaining  and  deploying  talent    

•  Data  and  evidence  will  drive  a  be^er  understanding  of  workforce  trends  and  HR  will  design  intervenFons  to  fill  skills  gaps  through  engagement,  a^racFon  and  development    

•  PersonalisaFon  will  be  supported  by  line  managers  who  will  become  very  different  ‘agents’  within  the  organisaFon  –  supported  by  HR  personnel  intent  on  making    organisaFons  a^racFve  and  dynamic  workplaces  

•  Brand  and  EVP/  differenFaFon    •  Quality  of  hire/predicFve  analyFcs  •  Values-­‐based  recruitment  •  Managing  diversity    •  ATS  improvement  &  Fme  to  hire  •  Talent  pool  building    •  Engagement-­‐led  communicaFon    •  Targeted  social  media    •  Mobile  recruitment  •  Flexible  working    •  Using  data  to  inform  decision-­‐making  •  Talent  mapping    •  Talent  pooling    •  Succession  planning      •  Engagement  and  retenFon      

More  of  the  Same  

•  SoluFons  more  closely  aligned  to  the  business  agenda.    Shi]  away  from  operaFonal  to  more  strategic  

•  Workforce  planning  linked  to  business  planning    

•  Be^er  linkages  between  talent  acquisiFon  and  talent  development    

•  Longer  term  horizons  and  engagement  with  tomorrow’s  workforce      

•  PersonalisaFon  in  both  recruitment,  reward  and  wider  HR  

HolisFc  SoluFon    •  The  HR  funcFon  becomes  the  strategic  ‘enabler’  of  a^racFng,  developing,  retaining  and  deploying  talent    

•  Data  and  evidence  will  drive  a  be^er  understanding  of  workforce  trends  and  HR  will  design  intervenFons  to  fill  skills  gaps  through  engagement,  a^racFon  and  development    

•  PersonalisaFon  will  be  supported  by  line  managers  who  will  become  very  different  ‘agents’  within  the  organisaFon  –  supported  by  HR  personnel  intent  on  making    organisaFons  a^racFve  and  dynamic  workplaces  

Strategic  Enabler  

The Findings Ask as many questions…

13

The Big Themes We Need to Prepare For…. The Questions

Is Resourcing stuck in an operational rut without the right

permissions to join the top table?

Are we prepared for a role at the top table?

(Business savvy, market savvy, au-fait with

analytics)?

Are we resourcers or talent managers and do we need to re-define our

discipline?

Are we doing enough to prepare for the

knowledge and skills the business will need

tomorrow?

Is our tool kit polished and honed?

What should we be doing today to prepare

for tomorrow?

Summary

The Short Term: Getting our House in Order The Longer Term: Being Strategic