Webcast:
The global recession that came about almost overnight in 2008 put a hard stop to the explosive growth that occurred following the downturn of 2001-2002. Markets around the world reeled from the banking crisis and its effects on local economies. Up until the downturn, many companies were scrambling to implement Strategic Workforce Planning processes that enabled them to get out from under perennial talent shortages. These companies were not only experiencing shortages in sheer numbers of people but more importantly, in getting talent that had the capability to meet the demanding needs of operating in a global marketplace. Once the downturn hit, most of these efforts were either set aside or re-focused on downsizing. Old behaviors quickly took root at many companies as calls echoed in the halls to cut "20%" or to open up the window to everyone and anyone who wanted a severance package. The near term results of this downsizing have provided sorely needed cost reductions. Unfortunately, they will inevitably cause significant challenges in quickly taking advantage of the upturn that is to come.
As a result of unprecedented government cooperation and intervention, the financial markets have begun to stabilize. The economic stimulus enacted by many countries is expected to resuscitate local and global markets beginning in 2010. Rays of hope are beginning to shine around the world now as consumer confidence and spending slowly returns. As with recessions of the past, companies that have the foresight and fortitude to leave the trenches early and proactively position themselves for growth will reap the economic benefits of being first to market to meet pent-up demand for their products and services. The competition for a limited supply of talent will resume and the companies with foresight into future talent requirements will come out the winner. Companies who remain entrenched and fail to take the appropriate and measured steps to ensure their workforce has both capability and capacity to respond will find themselves in second, third, or even last place.
Axiom Consulting Partners, a management consulting firm specializing in strategy execution and talent management, along with Aruspex, the leading provider of Strategic Workforce Planning software solutions, will share their perspectives on how companies can use Strategic Workforce Planning to proactively identify the number, type, and quality of talent needed to successfully execute business recovery-focused business strategies.
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Presenters
Stacy Chapman co-founded Aruspex in 2003 with the sole purpose of solving the challenge of Strategic Workforce Planning. Stacy is a highly sought after speaker and is quoted and published widely on the future workforce and how to prepare for it, including HR Monthly, IHRIM.link, Human Resource Executive, Human Resources Magazine, Business Review Weekly and other Conference Board events. She has more than fifteen years' experience with HR strategy, including a highly successful role as global product strategy manager for PeopleSoft in California, where she designed and launched world leading software. Stacy has significant experience coaching and consulting with global clients (including Starbucks, Applied Materials, Microsoft, Aetna, ESCO Corporation and many others), as well as facilitating workshops, futuring, and of course workforce planning, about which she is passionate.
Don brings over 24 years of experience as both a practitioner and consultant in helping companies improve their performance through organization and people. Don has worked in a variety of global organizations across a broad spectrum of businesses, including considerable experience working with innovation-based multinationals who are establishing and growing their Asian operations. Don specializes in helping companies implement their business strategy through changes in work process, job design, structure and organization governance. He also specializes in helping companies ensure they have the right number and type of talent needed to execute their strategy by implementing talent management processes that forecast, develop and manage talent. His work in Strategic Workforce Planning is recognized globally for its impact in helping companies understand the talent requirements of their business strategy.Prior to joining Axiom, Don spent 13 years with Sibson Consulting. Don helped establish and co-led Sibson's Talent Management and Organization Practice, managed Sibson's Raleigh office and served as an elected Managing Partner of the firm. Before joining Sibson, Don spent 12 years as a practitioner and manager in the areas of organization development, human resources and strategic planning. He held various management and consulting positions with AlliedSignal, Mobil Oil, The Quaker Oats Company and Lennox International.