Capita ResearchWorkforce Horizons

Attraction, Development, Retention and Deployment of Talent in

Tomorrow’s Workforce

Future ScopingIts 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

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)

Holistic 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/ Satisfaction

(4)

Innovation(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 gap/

skills shortage?

Supply ChannelsIn the future, where will talent come from?

Graduate Recruitment

(13)

Links with University

(10)

Apprenticeships (9)

Grow your Own(9)

Targeted Communities

(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

Holistic Solution • Solutions more closely aligned to the

business agenda. Shift away from operational to more strategic

• Workforce planning linked to business planning

• Better linkages between talent acquisition and talent development

• Longer term horizons and engagement with tomorrow’s workforce

• Personalisation in both recruitment, reward and wider HR

• Brand and EVP/ differentiation • Quality of hire/predictive analytics• Values-based recruitment• Managing diversity • ATS improvement & time to hire• Talent pool building • Engagement-led communication • Targeted social media • Mobile recruitment• Flexible working • Using data to inform decision-making• Talent mapping • Talent pooling • Succession planning • Engagement and retention

More of the Same

• Solutions more closely aligned to the business agenda. Shift away from operational to more strategic

• Workforce planning linked to business planning

• Better linkages between talent acquisition and talent development

• Longer term horizons and engagement with tomorrow’s workforce

• Personalisation in both recruitment, reward and wider HR

Holistic Solution • The HR function becomes the strategic ‘enabler’ of attracting, developing, retaining and deploying talent

• Data and evidence will drive a better understanding of workforce trends and HR will design interventions to fill skills gaps through engagement, attraction and development

• Personalisation will be supported by line managers who will become very different ‘agents’ within the organisation – supported by HR personnel intent on making organisations attractive and dynamic workplaces

Strategic Enabler

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

14

Thank you!

Does anyone have any questions?