Forecasting future fitness
“There is a trend for risk identification in Human Resources, eg: weak hiring, absence of developed leaders and turnover of key talent”
Dr John Sullivan, HR Thought Leader – 2012 predictions for talent management
What if we could forecast the future fitness of your team?
Stand back and take a good look at the people in your organisation. Are your leaders competent and able to lead and motivate? Is there trust, authenticity and transparency? How will you adapt to the fast-arriving future? Where are the potential obstacles between 'here' and 'there'?
In 2012, organisations and individuals must be more adaptive. Global change is shifting us out of comfort zones: mergers and acquisitions are increasing, markets are volatile, politicians are full of surprises, leadership (both political and corporate) has lost status, workforces are changing rapidly. These are interesting times.
Riding waves of change takes skill. Top talent is in demand, but errors of judgement with regard to people are expensive. We need solid teams, innovative approaches and people worth the investment. We need ways to retain our best and engage, develop and harness potential. We have to eliminate risks and grab opportunities. Don’t you wish you had a crystal ball?
No surprise is the growing trend for predictive human resource metrics. Key decision-makers need to know: How will our people cope? What prediction can we make for this team in six months time? Is our culture helping or hindering? Where are potential obstacles? What skills must we develop now?
When it comes to managing people, theory and policies are not enough. Trying to forecast human resource issues with static tools is like using accounting tools to grade art. We need fluid, dynamic, change-focussed approaches and it is no longer pertinent to look to the past as the only indicator of the future. We must be able to spot trends and patterns, understand the implications of behaviours and attitudes, forecast the outcomes of practices - and do this all in a world that is changing exponentially.
Assessment tools, learning methodologies and personality profiles have little meaning unless they are forward looking. Future-skilling our talent for change, self-motivation and innovation is a key trend, identified globally by leaders who also identify their own lack of ability to coach, manage and inspire these skills. Hard skills do not stand alone. Understanding the trends implicit within our workforce, the adaptive potential of certain abilities, the capacity for performance over time – these are the predictive metrics that will make a critical difference.
Contact us if you would like to discuss ways to enhance the performance of your team and strengthen their future fitness.