The resourcing rollercoaster
The highs and lows of the market are taking their toll as previously successful leaders consider resourcing their businesses for the future. Makes sense doesn’t it, but what is the future? For some it’s simply about reducing costs. We’ve heard stories of office closures, redundancies, and pay cuts. In such uncertain times, it’s often the CFO who drives the change agenda based on operational costs. Savings targets are calculated, and overall headcount budgets are constructed, often without regard for the knowledge and capabilities required to rebuild, let alone improve the target operating model.
Scratch the surface to reveal the decision-making behind the numbers and you’ll often notice a distinct lack of wisdom and emotional intelligence. Overhear statements like, “we’re not buying so we don’t need strategic procurement” or “we’re not hiring so we don’t need resourcing” and you’ll know they’ll be something about not being able to afford training just ahead of a ban on (post-lockdown) teambuilding events and non-essential travel. I’ve never understood that last one at the best of times, who travels if they don’t need to travel, although right now that’s music to my ears. Who wants to sit on public transport in a mask and pitch up at a socially distanced meeting in a deserted office without refreshment?
We may have satisfied the CFO and the investors for now, although we’re left with a business which resembles a piece of Swiss cheese without regard for the organisational strength required to rebuild the brand. With my credentials it’s inevitable that I’d be extoling the virtues of a strategic resourcing revival. It’s time to recognise the capabilities and values that will get us back on our feet, as well as the numbers. It’s time to evaluate our skills base and embrace flexibility. We need a resourcing strategy which differentiates between SLAs and hiring plans. A strategy which determines the services we can buy at the point of need or access on an ad hoc basis. Yes, we definitely need a plan.
Flip the coin and there are the disruptive or challenger brands which have gained in popularity over the past few months, rubbing shoulders with previously under-funded sectors like mental health and social care all competing for talent. Hospitality tries to reinvent itself as the High Street struggles for survival and the arts chew on their own creativity. Travel is in turmoil, yet a new band of entrepreneurs and epicurean stalwarts are emerging from the ashes of Covid-19. Their growth targets are undisputed although many are struggling to articulate their resourcing strategies and define the people they need with any precision.
I absolutely recognise that there are far fewer jobs available than there are people who want to work right now, although my sense is that we could get even more talented people back into work with a little creativity. Let’s encourage portfolio careers, volunteering and personal development options. It’s time to utilise objective assessments which will help you to determine successful partnerships and please try to reap the benefits of timely communications. Design a strategy which embraces diversity, acknowledges job seekers’ investment in your processes and provides an insightful candidate experience. They may not get to work with you, but they’ll certainly recommend you. Put simply, reputation is everything.
Even in such a difficult market, it’s vital that job seekers recognise your brand and what it stands for. They need to understand your vision so that they can quickly identify how they can help you to make a difference. You still need to tell them what the job’s all about because great job descriptions attract great people and they’ll need to know how you’ll value their transferrable skills. That way they can put together an authentic and compelling story which demonstrates their strengths. Their corporate track record may be daunting, although if it’s on offer, then why not grab it with both hands? Why not work out the detail together? Go on, be brave, I dare you!
And if you’re in need of some encouragement, let’s chat about how I can help you.
