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Whether for emerging trends or ground-breaking viewpoints, more executives are relying on Talent Strategy Advisors’ for talent management and workforce insights. Below, are links to recent publications.
December 2007 marked the end of the longest post-war expansion in history in which the U.S. economy grew at an annual rate of 5.9% for 25 years. With current projections at 3.0% to 3.5%, this historical period stands in sharp contrast to today. One outcome of this period is that it pulled many persons into the workforce. During this 25-year period, demand led supply for many occupations and as a result, many organizations had to employed under-qualified workers.
While growth tends to hide the phenomenon of under-qualified workers, an economic slow-down tends to reveal them. The issue of under-qualified workers is about to become center stage.
A Workforce strategy needs to satisfy the talent challenge while considering the organization’s capacity to change.
A demographic is simply a characteristic used to group people, like age, generation, culture or gender. In a workforce strategy demographics are analyzed for insights into why specific events are occurring, like challenges with attraction, retention, engagement and performance.
Conventional wisdom has many believing that labor in the U.S. is abundant. This seems logical since in 2010, alone, we have had a pool of unemployed workers hovering around 14 million or approximately 10% of the workforce. The trouble is, conventional wisdom in this case is misleading and many executives are at risk of not having a workforce of “the right workers, with the right skills, in the right jobs, and the right time.”
While the market has an abundance of labor, not all jobs have an abundance of qualified labor to meet demand. Workforce Intelligence is an emerging capability offering executives talent insights into the supply and demand situations impacting their critical positions.
The global economy is recovering faster than anticipated creating a demand for labor around the world. As US companies evaluate investment opportunities abroad, a country’ critical position workforce is quickly becoming a pivotal decision criterion. Here’s why.
Critical position workforce shortages require organizations to view workforce planning as a strategic core capability, yet its recent emergence as a domain means many organizations are still charting there course.
Reveals the justification for a strong customer facing workforce during the economic rebound.
As attention turns to the year ahead, Talent Strategy Advisors is forecasting a dynamic labor market with five distinct characteristics.
Six Laws have emerged that govern critical positions. While nothing says that executives have to follow these laws, failure to do so will likely bring consequences to an organization.
Think the recession has increased your supply of unemployed workers? Guess again. While the macro-economy continues to displace workers, several critical positions maintain low unemployment levels.
The unemployment rate reinforces conventional wisdom that the recession has created an abundance of labor. The problem with conventional wisdom is that it has a tendency to be misleading. In fact, hidden in the data is a truth that business executives should consider.
The global downturn forced many workers to suspend desires of a new job, but with the turnaround imminent, workers appear to be picking-up where they left-off. Three recent surveys suggest that employers should prepare for turnover as the economy rebounds.
Much has been documented regarding demographic trends and their impact on workforce supply. Yet, recent Bureau of Labor and Statistics (BLS) data suggests one area requires new attention...workforce mobility.