With human capital accounting for nearly 70% of an organization’s cost, optimizing the investment demands constant vigilance. While most organizations do engage in planning around talent development, organizational structure and future workforce needs, the planning is often performed on an ad hoc or as-needed basis – and with limited participation from line-of-business leaders.
In recent research, HCI examined the effects of planning on bottom line results. The findings? Organizations that build a management discipline around both organizational planning and talent planning enjoy higher employee engagement, profitability and strategy alignment. Planning for either without the other produces suboptimal results.
Research confirmed that organizational planning, or creating and adjusting the organizational structure to meet business goals, enables a new level of organizational agility when done with a methodical process on a regular basis. With an organizational planning discipline, a firm is better prepared to adapt quickly to changes in the business environment and is better equipped for long-term or strategic workforce planning. This flexibility can provide an outstanding competitive edge, especially when an organization is confronted with reorganizations, restructurings or mergers and acquisitions.
Attend this webcast and learn:
Recommended process, ownership and framework for organizational planning
The business case for investing in planning initiatives
Case Study: Tools and techniques Shionogi Pharmaceutical used to shift from tactical to strategic thinking around organizational issues.
All webcast attendees will receive a complimentary copy of the research report.