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The COVID-19 pandemic was the watershed moment that turned remote work from an "employee perk" to an "operational must-have" almost overnight. As the world breathes a collective sigh of relief and people begin to return to their offices, it's clear that remote work is far from over. In fact, it's evolving into a new paradigm that requires revisiting your HR and talent acquisition strategies. Understanding this paradigm shift will help you plot the course for your organisation in a post-pandemic era. The Rise of Remote Work: A New Workforce Culture While remote work was already on an upward trend, the pandemic acted as a high-speed accelerator. According to a Gartner survey, 82% of company leaders are maintaining at least a partial remote work policy. What's particularly interesting is the shift in attitude. Remote work is no longer seen as an "additional benefit" but as an integral part of a new workforce culture that values flexibility, autonomy, and work-life balance. Technology and remote work tools have advanced significantly. Video conferencing, instant messaging, and project management software have all helped maintain, and in some cases improve, productivity levels. Not to mention the rise of AI. This has influenced many organisations to embrace a 'hybrid work model,' blending in-office and remote work schedules as well as gig, permanent and hybrid employee models. The Impact on Talent Acquisition: A New Game Entirely Wider Talent Pool: Beyond Geography to Skill Diversity The immediate, and perhaps most striking, benefit of embracing remote work lies in the sheer expansion of the talent pool available to organisations. This isn't just a matter of crossing state lines or even country borders anymore; we're talking about unlocking access to a truly global workforce. But let's not stop there. The real power of a wider talent pool isn't merely geographic; it's the immense diversity of skills, experiences, and perspectives that become accessible. A global talent pool also introduces a wide range of skills that may be scarce in your immediate geographical area. For instance, you can tap into specialised skill sets from regions known for their expertise in certain domains—think tech talents from Silicon Valley or renewable energy experts from Scandinavia. This allows for a more nuanced and skill-diverse team that's equipped to tackle challenges from multiple angles. Moreover, the broader reach enabled by remote work can lead to attracting talent from various socioeconomic backgrounds, age groups, and life stages. The remote work model makes it feasible for parents re-entering the workforce, semi-retired professionals, or even digital nomads to contribute their skill sets. This adds another layer of diversity and can result in a team that's rich in both skills and life experiences. Just like the shift towards a 'cultural add' perspective enriches your organisation, a wider, more diverse talent pool does the same but on a larger, more impactful scale. You're not just gaining numbers; you're gaining a rich tapestry of talents that can collectively propel your organisation to new heights. Competitive Benefits: Beyond Remote Work to Holistic Well-Being While remote work remains a significant benefit that many prospective employees seek, it's fast becoming a standard offering. It's vital to think beyond that to maintain a competitive edge in attracting top-tier talent. The focus now should not just be on the 'work' aspect of remote work but the overall well-being and growth opportunities for your employees. One way to do this is by offering mental health support that's geared toward the specific challenges of remote work, such as isolation or work-life balance issues. This could take the form of online therapy sessions, mindfulness apps, or even mental health days. A step further could be to provide "well-being stipends" that employees can use for anything that enhances their mental health, from exercise equipment to online courses on stress management. Professional development is another area where you can set your organisation apart. In a remote setting, you have the opportunity to offer online training, certifications, or even sponsor part-time courses that can help your team upskill. These not only make your employees feel valued but also ensure that you have a continually evolving skill set within your team. Flexible scheduling can also be a game-changer. Remote work provides the possibility of asynchronous work, allowing people to choose their most productive hours. By giving employees control over their time, you're enhancing job satisfaction, which often leads to higher retention rates. Finally, there's the aspect of financial well-being. Apart from competitive salaries, organisations can offer benefits like additional superannuation or retirement contributions, healthcare plans tailored to remote work, or even co-working space memberships for those who are not located within commute distance but prefer an office environment occasionally. In essence, the goal is to create a comprehensive benefits package that addresses not just the professional but the personal needs of your team. It's about creating an environment where people don't just come to work; they come to grow, contribute, and thrive. Like the shift towards 'cultural add' and a more diverse talent pool, offering a holistic range of benefits contributes to building a robust, diverse, and satisfied team. Cultural Add and Diversity: Rethinking 'Cultural Fit' with a New Set of Soft Skills The concept of 'cultural fit' is not just undergoing a transformation due to remote work; it's also being reframed through the lens of diversity, equity, and inclusion. While a hybrid or remote team does shift the focus toward soft skills like initiative, adaptability, and excellent written communication, it also opens up an opportunity to create a more diverse workforce. The shift from focusing solely on 'cultural fit' to considering 'cultural add' allows organisations to assess what a candidate can bring to the table to enhance the existing work culture, rather than just conform to it. One aspect that's often overlooked but is increasingly significant is generational diversity. In the age of remote work, different generations—from Baby Boomers to Gen Z—are finding common ground in the digital landscape. Each generation brings its unique set of skills, work ethics, and perspectives on technology and collaboration. While older generations may bring years of experience and wisdom, the younger generations often contribute fresh perspectives and are typically more adept at using new technologies. This mix can be extremely valuable in fostering an innovative and adaptable work environment. This shift to a 'cultural add' perspective becomes even more relevant in a remote work environment where 'face time' is largely virtual. It broadens the attributes that organisations value in their teams by encouraging the inclusion of different worldviews, problem-solving approaches, communication styles and perspectives. Inclusion becomes less about conforming to a pre-existing culture and more about contributing to a dynamic, evolving one. In a remote work setting, employees from various cultural backgrounds can contribute different perspectives on how to handle work-life balance, team collaboration, or project management. Their unique insights could be informed by their cultural upbringing, making the team more diverse not just in ethnicity but also in thought. Soft skills like empathy, open-mindedness, and the ability to work in a culturally diverse environment become just as essential as traditional skills like communication and self-discipline. By adopting a 'cultural add' perspective, you're not just expanding your talent pool but enriching it. You're making it possible for your organisation to benefit from a mosaic of talents, skills, and perspectives that can be especially invaluable in solving complex problems and driving innovation. Actionable Insights: - Practical Steps for Seamless Transition Update Recruitment Tools and Platforms: Be Remote-Specific While scouting for remote talent, ensure that your recruitment software can accommodate a variety of candidates from different locations and diverse backgrounds. Utilise AI-based filtering that focuses on skills and qualifications over traditional credentials, allowing a broader, more diverse talent pool. Virtual Interview Processes: Assess Skills and Cultural Add Shift from in-person interviews to a virtual format that assesses remote-specific skills. Introduce virtual assessment centers or skills tests that help you gauge technical aptitude, communication skills, and cultural add. While these tests should primarily assess skills necessary for remote work, design them to be universally accessible to ensure you're not inadvertently filtering out diverse talent. Onboarding & Integration: Remote-First, But Inclusive Once a candidate is selected, kick-off a remote-first onboarding process. Incorporate video presentations, virtual team-building exercises, and mentorship programs to accustom new hires to your corporate culture and values. Use this stage to communicate company values subtly, including its stance on DEI, by, for example, assigning a diverse range of mentors. Focusing on remote work in your talent acquisition strategies not only expands your reach but also naturally infuses your team with a rich tapestry of diverse perspectives. Diversity is more than just a box to check; it's a competitive edge. By sourcing talent from different geographical locations, cultures, and backgrounds, you inherently create a melting pot of ideas and approaches to problem-solving. These diverse viewpoints can catalyse innovation, driving your company to explore uncharted territories, challenge the status quo, and ultimately, stay ahead in a rapidly evolving marketplace. It's a symbiotic relationship where remote work enhances diversity, and diversity, in turn, spurs innovation—a win-win for any forward-thinking organisation. As we evolve into a new normal, it's increasingly apparent that remote work is not a mere trend, but a permanent fixture that will continue to shape the future of work and talent acquisition. Navigating this change is a complex task that requires thoughtful strategies, careful execution, and a flexible mindset. Stay ahead of the curve by integrating these insights into your talent acquisition plan, and you'll not only attract but also retain and nurture the top talent that will drive your organisation forward. At Optimal Resourcing, we specialize in strategic workforce planning, custom sourcing, and operational efficiency. Our insights and services are designed to help you not only adapt to the changing landscape of remote work but also leverage it to attract, retain, and develop top-tier talent from diverse backgrounds. If you're committed to staying ahead of the curve, it's time to talk with us. Explore our range of services, download our whitepapers, or register for our newsletter to stay informed. For a more in-depth discussion tailored to your unique needs, contact us today.

Having navigated the theoretical landscape of project management in organizational restructuring and the use of tools in our previous articles, we now turn to the real-world applications of these concepts. This final installment of our three-part series will look at case studies of businesses that successfully employed project management methodologies and tools during organizational restructures, demonstrating the practical relevance of these approaches. Case Study 1: Agile Project Management at Work in Spotify’s Squads When Spotify needed to scale its operations without losing speed or innovation, they turned to an Agile framework. This approach led to the creation of the now-famous 'Spotify model' of Squads, Tribes, Chapters, and Guilds. Squads are cross-functional teams working like startups, with the autonomy to decide what to build, how to build it, and how to work together while building it. Project management tools, like JIRA and Trello, are widely used within Squads to manage workflows and enhance collaboration. Spotify's successful scaling is a testament to the effectiveness of Agile project management in organizational restructuring. Case Study 2: The Lean Approach in NUMMI The New United Motor Manufacturing Inc. (NUMMI), a joint venture between General Motors and Toyota, exemplifies the successful implementation of Lean project management methodology. Faced with productivity issues, NUMMI adopted Toyota's Lean Manufacturing principles, focusing on continuous improvement and waste reduction. Visual scheduling tools and Kanban were used to manage resources and work-in-progress effectively. This led to increased productivity and significant quality improvements, highlighting how Lean methodologies can drive operational efficiency. Case Study 3: PRINCE2 in UK Government Projects The UK government has a strong track record of implementing PRINCE2 methodology in its projects, notably in its governmental restructuring initiatives. PRINCE2 provides a systematic approach to project management, defining clear roles and responsibilities, and dividing the project into manageable stages. Project management tools, such as Microsoft Project, are used extensively to plan, monitor, and control these stages. The successful delivery of complex restructuring projects within the government sector illustrates the power of PRINCE2 in handling large-scale transformations. These case studies—Spotify's adoption of Agile, NUMMI's implementation of Lean, and UK government's use of PRINCE2—underline the significant role of project management in successfully navigating organizational restructuring. They also highlight how diverse project management tools can streamline these processes, managing resources, tracking progress, and facilitating communication. While organizational restructuring presents numerous challenges, the strategic use of project management methodologies and tools can guide businesses through these complexities, resulting in a stronger and more efficient organization. Need help with project or change management of your restructure or transformation project? Our team of experts are hand-picked for each assignment and bring with them a wealth of experience in organisational design and implementation. Reach out for a confidential conversation: jude@judemahony.com References: Kniberg, H., & Ivarsson, A. (2012). Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds (https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf) Adler, P.S. (1993). Time-and-Motion Regained. Harvard Business Review (https://hbr.org/1993/01/time-and-motion-regained) Office of Government Commerce (2009). Managing Successful Projects with PRINCE2 (https://www.axelos.com/store/book/managing-successful-projects-with-prince2-2017)

In the first part of this series, we established the pivotal role of project management in organizational restructures and transformations. We analyzed its benefits, the perils of sidelining its methodologies, and briefly touched upon different project management methodologies. In this second installment, we delve deeper into the practical side of things: how can organizations leverage project management tools to bolster their restructuring endeavors and navigate the associated complexities with greater ease? The Essence of Project Management Tools in Organizational Restructures Project management tools provide a structured platform for planning, tracking progress, managing resources, and ensuring communication. They are invaluable in the chaotic atmosphere that organizational restructures often embody. Clear, Visual Planning Visualization is a crucial aspect of planning complex projects. Tools with Gantt charts or Kanban boards enable teams to visualize the project timeline, critical tasks, interdependencies, and milestones, thus ensuring a smoother workflow and efficient resource allocation. Real-time Tracking and Control Project management tools offer real-time tracking features. These help managers keep a pulse on the project's progress, spot potential bottlenecks, take corrective measures when needed, and keep the project on track. Communication and Collaboration With integrated communication features, these tools facilitate better coordination, prompt issue resolution, and foster a collaborative environment, which is indispensable during a turbulent phase like restructuring. Document Management Organizational restructuring involves myriad documents. Project management tools provide centralized document management, ensuring that essential files are easily accessible and securely stored. Harnessing Specific Project Management Tools Trello Best known for its simplicity and user-friendly interface, Trello is a versatile project management tool. Its board-and-card system, modeled after the Kanban approach, provides a clear view of the project progress, making it easy to manage tasks during a restructuring process. Microsoft Project An ideal tool for complex restructures, Microsoft Project offers robust features like Gantt charts for task scheduling, resource management tools, and intricate reporting capabilities to track performance. Asana Asana provides a blend of list views, Kanban boards, and Gantt charts, making it flexible for various project management methodologies. It also has strong communication and collaboration tools, making it a solid choice for restructuring projects. JIRA Originally designed for software development, JIRA has evolved into a comprehensive project management tool that supports Agile methodologies. Its Scrum and Kanban boards, customizable workflows, and robust reporting make it suitable for managing dynamic restructuring projects. The road to successful organizational restructuring is often steep, but with the right project management tools, the journey can be less strenuous. These tools provide the much-needed structure, visibility, control, and collaboration capabilities necessary for effective restructuring. As we move on to the final part of this series, we'll explore real-life case studies of businesses that have utilized project management methodologies and tools to spearhead successful restructures. Stay tuned to see theory and tools in action! Need help with project or change management of your restructure or transformation project? Our team of experts are hand-picked for each assignment and bring with them a wealth of experience in organisational design and implementation. Reach out for a confidential conversation: jude@judemahony.com

Business restructuring and transformations are an integral part of an organization's growth and survival in today's rapidly evolving business landscape. These large-scale changes are fraught with challenges and uncertainties. They require meticulous planning, effective management, and close monitoring, a set of capabilities that are intrinsic to project management. Join us as we delve into the importance of project management in business restructures and transformations, discuss the benefits it provides, the risks of not employing its methods, and introduce a variety of project management methodologies that can be applied to these scenarios. You'll also find a chapter on project management in Jude's book "Offshoring or Not-Sure-ing" available on Amazon or the Optimal Resourcing website. Why Should You Use Project Management in your Restructures and Transformations? Clarity and Direction One of the primary benefits of project management is that it provides clarity and a clear direction. By outlining the goals, objectives, and the steps required to achieve them, project management eliminates ambiguity and ensures everyone involved understands their roles and responsibilities. Risk Management Project management allows for early identification, assessment, and mitigation of risks. By proactively managing potential roadblocks, companies can avoid costly delays and damage to their reputation. Cost and Time Efficiency Employing project management principles in business restructuring or transformation initiatives can save time and resources. By setting a realistic schedule and budget, project management ensures that the project remains on track and within its financial limits. Improved Communication Efficient communication is vital for the success of any project. Project management establishes clear communication channels, ensuring that all stakeholders are updated regularly and any issues are addressed promptly. Quality Control Through consistent monitoring and evaluation, project management ensures that the deliverables meet the set standards, thereby maintaining quality throughout the project. Risks of not Managing Your Projects Methodically The absence of project management in business restructures and transformations can result in numerous challenges and risks: Lack of Clarity Without project management, the lack of a well-defined plan can lead to confusion, miscommunications, and role ambiguity among team members, potentially derailing the process. Unmanaged Risks Failing to proactively identify and manage risks can lead to unforeseen issues cropping up during the transformation, causing delays and increased costs. Cost and Time Overruns Without project management, there is no effective control over the project's budget and timeline. This lack of control can result in cost overruns and extended timelines, negatively impacting the organization's bottom line. Poor Quality Without the continuous monitoring and control processes of project management, the quality of the final output may suffer. Project Management Methodologies Different project management methodologies can be employed to manage business restructures and transformations. The choice largely depends on the organization's culture, the complexity of the transformation, and the desired outcomes. Waterfall This traditional project management method is best suited for projects with clear, unchanging requirements. It involves a linear approach where each phase is completed before moving onto the next. However, it is less flexible in accommodating changes. Agile Agile methodology is ideal for projects where the requirements are likely to evolve. It follows an iterative approach, with work divided into small, manageable parts known as "sprints." Agile offers flexibility and continuous improvement, but may require more time and effort to manage. Lean Lean project management focuses on efficiency by eliminating waste in the form of unnecessary processes or resources. It's ideal for organizations looking to streamline their operations during a transformation. PRINCE2 (Projects in Controlled Environments) This is a process-based approach that emphasizes clear project definition, controlled management and delivery, and learning from project experience. PRINCE2 is beneficial in managing complex transformations. Project management plays an indispensable role in business restructures and transformations. Its structured approach, risk management capabilities, efficiency, and quality control not only streamline the transformation process but also increase its chances of success. Neglecting project management can lead to a lack of clarity, unmanaged risks, cost and time overruns, and poor quality outcomes. Adopting a suitable project management methodology, whether Waterfall, Agile, Lean, or PRINCE2, is crucial to guiding the process of restructuring or transformation to its successful completion. Project and change management are separate approaches but are synergistic. When undertaking one, be aware of the impact on the other and what must be done to keep the balance and engender an optimal outcome. - Offshoring or Not-Sure-ing; Mahony, Jude; P182 Need help with project or change management of your restructure or transformation project? Our team of experts are hand-picked for each assignment and bring with them a wealth of experience in organisational design and implementation. Reach out for a confidential conversation: jude@judemahony.com

The bedrock of any successful business is often rooted in its organisational structure. While it might not be an everyday topic for some, it's an integral aspect of how businesses and corporations operate. Let’s define and explore the concept of organisational structure. Definition of Organisational Structure Organisational structure, at its core, refers to how an organisation arranges its lines of authority, responsibilities, and communication. It essentially dictates the layout of positions, roles, and the overall chain of command within an organisation. An effective organisational structure provides a clear and understandable path of delegation and communication for employees at every level of the company. This structure allows for clear objectives, appropriate decision-making processes, and overall, a well-functioning corporation. Key Components of an Organisational Structure Hierarchy The hierarchical framework forms the backbone of an organisational structure. The organisation's leadership is typically at the top of the hierarchy, followed by middle management and then employees at the operational level. It dictates who reports to whom and the path of command and control. Division of Labour This involves breaking down tasks into jobs and roles. Employees are assigned specific tasks according to their skills and expertise. The division of labor allows for job specialisation and increases operational efficiency. Coordination and Collaboration Organisational structure must enable coordination and collaboration between different departments and individuals. It should facilitate the flow of information and resources in a way that ensures effective cooperation. Types of Organisational Structures Functional Structure In a functional organisational structure, departments are divided based on the functions of the organisation, such as marketing, human resources, finance, and operations. Each function is managed independently and contributes to achieving the company's objectives. Divisional Structure A divisional organisational structure segregates the organisation based on the different products, services, or markets. Each division operates semi-independently, having its own set of functional units like marketing, sales, and operations. Matrix Structure The matrix structure combines the functional and divisional structures, creating dual lines of authority. Employees report to two managers - a functional manager and a project or divisional manager. Explore matrix organisational structures further in the book “How Matrix Organisations Work”, available on Amazon now. Flat Structure Flat structures, or horizontal structures, have fewer levels of management, promoting open communication and a collaborative working environment. These are common in smaller organisations or start-ups. Importance of Organisational Structure Clarity and Direction A well-defined organisational structure provides clarity regarding roles, responsibilities, and reporting relationships. This helps employees understand their part in achieving the organisation's objectives. Communication and Collaboration Organisational structures foster better communication and collaboration. A clear structure ensures that the right information reaches the right people at the right time. Efficiency and Productivity Organisational structures facilitate effective division of labour and resource allocation, thus leading to operational efficiency and increased productivity. Choosing the Right Organisational Structure There is no one-size-fits-all approach to choosing an organisational structure. The structure that works best depends on the organisation's nature, its goals, size, and industry. As companies grow and evolve, they may also need to alter their structures to meet new challenges or opportunities. The key is to ensure that the structure enhances communication, facilitates efficient operations, and aligns with the organisation's strategic objectives. Organisational structure, as simple as it may sound, is a complex and crucial element of a business. It is an invisible backbone that provides shape, support, and direction to the corporate body, influencing its success or failure. Understanding and implementing an effective organisational structure is a strategic asset for any organisation aspiring to thrive in today's dynamic business landscape. Read more on matrix organisations in the ebook “How Matrix Organisations Work” available on our website or through Amazon.

How Does AI in HR and other Disruptors and Drivers Shape HR and Talent Management? The human resources (HR) and talent management function is in a state of flux due to various value chain disruptors and drivers. As we navigate the digital era, the advent of advanced technology, data analytics, changing workforce demographics, and the shifting nature of work continue to redefine the field. Join us as we delve into these value chain disruptors and drivers that are shaping HR and talent management. Value Chain Disruptors in HR and Talent Management Technological Advancement A significant factor disrupting the HR and talent management value chain is technological advancements, particularly the introduction of AI (artificial intelligence) in HR. AI-powered systems are being deployed to streamline recruitment processes, support decision-making, and facilitate talent management. They bring increased efficiency, accuracy, and objectivity to HR, transforming traditional practices. AI algorithms are now capable of screening thousands of resumes, analyzing candidate data, and predicting potential responses to job offers, greatly improving the efficiency and effectiveness of the recruitment process (Brynjolfsson & McAfee, 2014). AI's role extends to performance management and talent development as well, with the capability to identify patterns and trends from various data sources, providing insights that inform strategies for training, development, and succession planning (Cortes, R. & Campello, R.J., 2020). Remote Working and Gig Economy A shift towards remote working arrangements and the growing prevalence of the gig economy present significant disruptors for traditional HR structures and practices. Both factors have necessitated new and adaptable approaches to talent management. Remote work has grown exponentially in recent years, catalyzed significantly by the COVID-19 pandemic. Organizations around the world have been forced to adapt and implement remote work arrangements to continue their operations (Brynjolfsson, E., et al., 2020). The gig economy — freelancers, independent contractors, and part-time employees — has also been steadily growing. A study by the Australian Government's Future of Work Report, showed that by 2021, one in three Australian workers was engaged in some form of gig work (The Senate, Australian Government, 2021). This shift presents challenges in terms of managing and integrating a more fluid workforce. As a result, HR has had to devise new systems, procedures and strategies for managing and motivating remote and gig workers; and ensuring legal and regulatory compliance. The War for Talent The increasing competition for talent has disrupted traditional recruitment and retention strategies. With rapid technological advancement, there has been an increased demand for digital competencies and advanced technical skills. Positions in areas such as data science, artificial intelligence, and cybersecurity have seen a surge in demand but have a limited pool of qualified talent (World Economic Forum, 2020). The COVID-19 pandemic also shifted the talent landscape substantially. As businesses pivoted to remote work, the competition for talent became a global affair. Companies are no longer confined to local talent pools; they are now competing on a global scale for top talent (Bloom, N., et al., 2020). In Australia, there has been an acute skills shortage in areas like healthcare, IT, and engineering, intensifying the competition for skilled professionals in these sectors (Department of Education, Skills and Employment, Australian Government, 2021). Changes in immigration policies and the aging demographic also influenced the war for talent in Australia. Stricter immigration policies have meant fewer skilled migrants, shrinking the available talent pool. Concurrently, an aging population has led to higher retirement rates, further limiting the talent pool (Productivity Commission, Australian Government, 2021). In response, companies have been innovating their recruitment and retention strategies. There is an increasing focus on employer branding, creating an engaging workplace culture, and offering career development opportunities to attract and retain top talent (Gallup, 2020). Value Chain Drivers in HR and Talent Management Digitization and Automation of HR Processes HR has seen significant advancements with the digitization and automation of its processes. Tasks that were once manual and time-consuming, such as payroll processing, benefits administration, and record-keeping, are now automated. This shift has enabled HR professionals to devote more time and resources to strategic initiatives (Marler & Fisher, 2013). The Role of AI in Driving HR Processes AI is not just a disruptor, but also a significant driver in the HR value chain. Its predictive capabilities enable HR leaders to anticipate needs and shape talent acquisition, retention, and development strategies. AI-driven platforms provide insights into the talent market, allowing companies to refine recruitment strategies and improve their sourcing of high-quality candidates. These platforms can also assess values fit by analyzing a candidate's language and responses during the interview process (Ramesh & Gelfand, 2020). In the area of employee engagement and retention, AI can predict potential issues before they escalate, including predicting which employees are likely to leave the company, allowing proactive intervention (Housman & Minor, 2015). Data-Driven Decision Making Data analytics is playing a pivotal role in HR's transformation. People analytics provide insights into various aspects of HR, from recruitment and retention to employee engagement and productivity. Data-driven insights enable HR professionals to align their strategies with organizational goals, improve decision-making, and measure the impact of HR initiatives (Ramesh & Gelfand, 2020). Employee Experience and Engagement The focus on employee experience and engagement is a major driver in HR and talent management. Companies are recognizing that an engaged workforce contributes to better business outcomes. The pace of business and technological changes has made learning and development a key driver in HR. Companies are investing in continuous learning programs to upskill and reskill their employees and include career development opportunities as a critical part of talent retention strategies (Fosway Group, 2020). Employer Branding In the face of intense competition for talent, the importance of employer branding as a key driver in the HR value chain has surged. Employer branding refers to the image and reputation a company holds as an employer. It is how the organization is perceived by current employees, prospective talent, and the wider market. This brand identity influences the talent that the company attracts and retains. Employer branding is tied to an organization's value proposition to its employees, which encompasses factors like the company culture, work environment, career development opportunities, compensation and benefits, and the organization’s social responsibility initiatives. Strong employer branding is often associated with high levels of employee engagement, productivity, and loyalty (Backhaus & Tikoo, 2004). In Australia, with the acute skills shortage and intensified competition for talent in some sectors, employer branding has become increasingly crucial. Companies are investing in initiatives to enhance their employer brand, focusing on creating an engaging workplace culture and offering attractive career development opportunities to differentiate themselves in the competitive talent market (Department of Education, Skills and Employment, Australian Government, 2021). Moreover, the shift to remote work catalyzed by the COVID-19 pandemic has made employer branding even more vital. With the ability to tap into global talent pools, organizations need to differentiate themselves and appeal to a broader, diverse audience. An appealing employer brand can help attract top talent from around the world, regardless of geographic boundaries (Bloom, N., et al., 2020). To remain effective and relevant, HR professionals must understand and adapt to these changes. By leveraging technology, data analytics, and focusing on employee engagement and their employer brand, they can drive value and ensure the competitiveness of their organizations in an ever-changing landscape. With 30 years of experience in designing and implementing people-focussed strategies and structures, Optimal Resourcing are experts in helping companies respond to industry transitions and stay competitive. Established and managed by well-known global resourcing expert, Jude Mahony, we partner with companies, large and small, to build scalable, capable workforces that change and adapt as business and markets evolve. References Cascio, W., & Montealegre, R. (2016). How Technology Is Changing Work and Organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3, 349–375. Davenport, T., Guha, A., Grewal, D., & Bressgott, T. (2020). How artificial intelligence will change the future of marketing. Journal of the Academy of Marketing Science, 48, 24–42. Kramer, A., & Kramer, K.Z. (2020). The potential impact of the Covid-19 pandemic on occupational status, work from home, and occupational mobility. Journal of Vocational Behavior, 119. Chambers, E.G., Foulon, M., Handfield-Jones, H., Hankin, S.M., & Michaels III, E.G. (1998). The War for Talent. The McKinsey Quarterly, 3, 44–57. Fosway Group. (2020). Digital Learning Realities 2020. Fosway Group. Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company. Cortes, R., & Campello, R.J. (2020). Applying Machine Learning for High Performance Workforce Management in HR Analytics. Applied Soft Computing, 96. World Economic Forum. (2020). The Future of Jobs Report 2020. World Economic Forum. Bloom, N., et al. (2020). How Working from Home Works Out. Stanford Institute for Economic Policy Research (SIEPR). Department of Education, Skills and Employment, Australian Government. (2021). Australian Jobs 2021. Commonwealth of Australia. Productivity Commission, Australian Government. (2021). Report on Government Services 2021. Commonwealth of Australia. Gallup, Inc. (2020). State of the Global Workplace. Gallup, Inc. Marler, J.H., & Fisher, S.L. (2013). An evidence-based review of e-HR’s potential to contribute to strategic human resource management. International Journal of Human Resource Management, 24(2), 22–39. Ramesh, A., & Gelfand, S.J. (2020). The Role of People Analytics in Transforming Human Resources Management. Organizational Dynamics, 49(4). Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International.

For a long time offshoring was spoken about in hushed tones, but in 2022 with a skills shortage that’s the worst I’ve ever seen, I believe it’s time we finally came clean. We’ve had skills shortages every 10 years for the last couple of decades, but this time round, in Australia, we are feeling a shortage of people as well as skills. And that’s exactly where offshoring can help: it provides people to fill the gaps. Right now, we are in the midst of a perfect skills shortage storm: we have an ageing population, our immigration is almost at a standstill, and people changing careers and industries during the pandemic, retention issues in critical roles (nursing, teaching) have all exacerbated the pain. We’ve also had a real push towards university education over and above a TAFE or technical qualification. Perceptions of higher wages and higher status jobs with a uni degree have driven a drying up of the feeders into TAFE, traineeships and apprenticeships. But anyone who works in the mining industry will tell you – the salaries being paid to trades people are through the roof, with no sign of slowing down any time soon. We have a dire supply chain issue – our supply of technically skilled people is up the proverbial creek. If your only solution to the labour shortages is to post an ad and pray that the unicorn you seek will apply, then you really will be feeling the pinch and will see impacts to your revenue. If your other solution is to utilise labour hire firms, then I hate to tell you but the same will be true but this time not only will your revenue be impacted, but your bottom line will also take a toll. Not to mention the fact that the labour hire firms are fishing in the same pond as you and are also feeling the brunt of the shortages. The nature of workplaces has changed for the majority of office based roles. We’ve gone from a "Hugo Boss power lunch" culture to a "banh mi in your Lululemon activewear at your local deli" culture in a very quick time period. And there’s no sign of that changing based on the feedback from the candidate marketplace. As a sidenote, if you’re not offering remote and flexible work environments, you won’t be seen as an attractive employer so you will be doing a lot more praying than your competition! Especially if you’ve seen the Seek data on the top search term for FY22 Q2. So what’s that got to do with offshoring? If there’s anything positive out of the pandemic, it’s that it has shown us that remote working, works. It means there is a real opportunity to look at the nature of your workforce, your workplace and the work your teams are doing. Offshoring should be seen as one answer to the supply issue we are facing. It’s not the only answer and needs to be considered as part of an overall resourcing strategy, but it shouldn’t be discounted when you’re trying to find solutions to your people gaps. In Australia, more than 30,000 businesses have offshored work to different countries. The industry is worth $35billion and is growing at 3.3% which shows there is a huge appetite for it in what has traditionally been a finance, telecoms, banking and other service industry space. There are no statistics on how many of those experiences have been examples of sh!tshoring, but with a cycle of 2-5 years before the work is onshored or insourced you can guarantee that a large proportion of the time it’s because of a poor experience (although, in 80% of the cases, the reason given is a “managerial decision”… ) Understanding the impacts to your customers and employees is obviously critical before you decide to move any work offshore or to an outsourced provider. Transitioning work to a different person or company needs to be well thought out and well managed. If your first thought is “this can be done anywhere, by anyone” then you might as well set fire to your cash now. Underestimating the capability and experience of your current team is a sign of corporate arrogance that is a sure fire way to ensure a sh!tshoring scenario. The current Qantas baggage handling situation is one such example. The impact to customers, because the experience and capability of the team was completely underestimated, means that the ripples of those impacts will be felt for some time to come. This is not a new space for Qantas. They offshored their maintenance division a few years ago to Malaysia, but you can absolutely guarantee that their risk management conversations were far more detailed, took longer and were definitely more considered than the decision to outsource the baggage handling work. This is a perfect example of corporate arrogance and limited exposure of senior leaders to coal-face roles. This also is a side-effect of encouraging people towards university degrees rather than the promotion pathways of the past where leaders came from those very coalface roles so they had a really clear understanding of the requirements of the work when they were making their decision on how and where it would be undertaken. Offshoring is one solution to the current skills crisis – but only if it’s done well. If it's not, the reputational damage is difficult to quantify, but will be “felt” on the balance sheet for a number of years to come. Remember – your employer brand is wedded to your consumer brand. Impact one, you will impact the other. My handbook “Offshoring or Not-Sure-ing” gives you practical tools and tips on how to ensure you mitigate risk as much as possible when you’re reviewing the feasibility of outsourcing or offshoring. We work in a global world where distributed teams are connected by technology and leadership. Smart businesses will use this to their advantage. Want expert guidance and support with your outsourcing or offshoring? Sign up below and use Jude's years of global resourcing experience to your advantage.

This article is part of The Conversation’s series looking at Labor’s jobs summit. Read the other articles in the series here. Authors: John Buchanan, Ian Hickie and Jo-An Occhipinti Australia has more qualified teachers and nurses than at any point in its history. There is no “shortage” of these skills. The problem is that within five years of gaining their qualification, as many as one in four nurses and a similar proportion of teachers have decided to do something else. The dropout rate is intensifying. Between 2016 and 2021 the proportion of nurses registered but not working in the profession rose by 63% nationally. In Victoria it was 85%. Employers desperate for skilled staff in particular want immediate fixes. Many see the problem as lack of supply, because they cannot find the workers they want at the prices they want to pay. But what if the problem is the nature of what employers are demanding? What if their preoccupations with maximising short-term commercial gains is the root cause of the problem? Developing “mental wealth” is just as important as material and commercial growth. Without this, solutions such as importing more workers or increasing course numbers are like pouring water into a leaking bucket. What is mental wealth? Mental wealth is a relatively new term to express the social and economic value of mental health. It has two dimensions: mental capital and mental wellbeing. Mental capital is the stock of cognitive and emotional capabilities – things like the ability to reason clearly and successful social functioning. Unlike physical capital (buildings and machinery) that depletes with use, mental capital grows if treated well. Mental wellbeing derives from life satisfaction, having sufficient physical resources, connection with others and a sense of purpose. High wellbeing deepens mental capital. Low wellbeing depletes it. From a mental wealth perspective, action is required on three fronts. 1. Skills transferability (creating quality occupations) Just as mental health affects our ability to cope with life’s ups and down, mental wealth affects a workforce’s ability to adapt to changing circumstances – something crucial for economic development. Such capability is nurtured by empowering workers to master quality, transferable vocational skills. Apart from the professions and a few skilled trades, Australia offers little in terms of strong, ongoing development of quality transferable skills. Consider our approach to intermediate-level service work. Our labour market and vocational education arrangements treat customer service, carers and administrative support roles as entirely separate domains of work. In reality, however, many people flow between jobs of this nature. It is not uncommon for child-care workers, for example, to move into retail and administrative roles. We need to build on the reality of these flows to create occupational structures that deepen transferable skills and enable people to move more easily between related areas, as opportunities rise and fall in different parts of the labour market. Deepening this transferability will require greater cooperation between employers and unions across different sectors – as well as educators. Renewed interest in multi-employer or sectoral bargaining is a welcome development in this context. Such arrangements could help develop greater communication and trust between all stakeholders. 2. Vocational education Occupational reform also requires supportive changes in education. We especially need to make non-university education options more attractive. Since the late 1980s, Australia’s TAFE sector has been run down by failed experiments in outsourcing. Public funds have been wasted on promoting “competition”. It has increasingly become a realm where businesses, manipulating government funding models, can make profits by delivering poor-quality courses. It is time to rebuild the sector. 3. Employer investment in learning But arguably the weakest element of our workforce development system is the lack of investment in workplace learning. Skills development is what economists call a “public good” – the benefits do not accrue just to those who pay for it. In business this contributes to employers’ reticence to invest in skilling up workers lest they be “poached” by rivals who haven’t made the same investment. To avoid freeloaders, many countries have schemes that pool employer funds for skills development. France, for example, imposes a Contribution to Professional Training on all employers based on their payroll costs (0.55% for small businesses, 1% for large ones and 2% for labour hire firms). This money goes into sector-based funds, which businesses can then claim back for workplace training. This arrangement ensures all businesses contribute to paying for skills development, and have an incentive to provide it. No resources to waste These proposals would not only help Australia address skills shortages but move us onto a trajectory that deepens and does not deplete our mental wealth. We can’t afford to pour resources into a leaking job bucket. We need initiatives that address the causes and not just react to the symptoms of our current labour market challenges. The proposal outlined above provide evidence based solutions that must not be ignored. This article was originally posted on The Conversation and the original copy can be found here Watch our video "How are you plugging the holes in your bucket?"

Whilst I don’t believe there is a “magic pill” to fix the skills shortages and we need to take a longer-term view of buy, build, bench, borrow and bot strategies, I do believe there are underutilised sectors of our society that are being overlooked. Watching the latest Miriam Margolyes show “Australia Unmasked”, I was saddened by the statistic about ageism: 50% of the population are ageist and nearly 90% of Australians agree that ageism exists in Australia. Which then brings me to the first untapped labour pool: older Australians. When the Australian Human Rights Commission data* tells you that if you’re over 55 you’re going to find it more difficult getting paid work – we have a huge untapped pool of skilled workers who are being overlooked and whose skills are going to waste. There are challenges faced by pensioners in particular who have restrictions on the number of hours they can work without reduction in payment, which the government needs to review. In addition, many older workers have their own requirements for flexibility. Whether it’s to spend more time with grandchildren, more time on hobbies or just more time enjoying their life, flexibility is a major motivator which is not being offered in many roles and needs to be standard for every organisation. Our second untapped labour pool are migrants. My publishing coordinator is immensely qualified and has many transferrable skills, however when she arrived in Australia she struggled to find work. The occupations in demand list doesn’t include her skillset and yet, (according to Shopify) books and ebooks are one of the fastest growing markets. Whilst she is now employed in the publishing field, (thank goodness, she’s been a backbone to publishing my book “Offshoring or Shitshoring”) her visa status initially was the number one reason for her rejection from roles including the retail and hospitality jobs she applied for. With changes to the temporary visa thanks to COVID, the 6 month work limitation has been temporarily relaxed until 31 December 2022, which means you are missing out on a whole host of very skilled employees who you can now employ for up to 12 months. To enable employment of additional immigrants, not just holiday makers, the government needs to make some adjustments: amend the occupations in demand list, review the visa system to enable pathways to permanency, provide flexibility for critical skills and different talent segments "just in time", and fill their own shortages to cope with the backlog in visa processing. But you do need to ask yourself if your own prejudices or assumptions about working holiday makers or visa-holders is preventing you from tapping into this labour pool? Let’s be honest, most people are not “lifers” at companies any more and 12 months can be a long time in many organisations. And that segues nicely into our third untapped labour pool: workers with transferrable skills. My publishing coordinator is a classic example of this. Her skills in the publishing, marketing and writing fields are easily transferrable to any number of roles, including customer service retail and hospitality jobs, and yet she was overlooked because she didn’t have specific experience in these industries. During the pandemic, many industries that declined lost great employees permanently, as those transferrable skills were utilised in industries who took a different lens to their requirements and offered upskilling or cross-skilling in technical areas and took advantage of the human or soft skills that those employees brought with them. Can you utilise workers who don’t have the specifics but have enough to build from? What are the absolute must-have technical capabilities you require and what are the behaviours you want to encourage? Businesses today need to look at different ways of engaging and retaining the skills needed for their long-term viability. I challenge you to look at the specifics of your work design – what are the activities that you need your team to undertake to deliver your customer outcomes and can that be done via alternative resourcing options: short-term, part-time, casual, subcontract, on-hired, remote and/or outsourced labour? Resourcing is like dating and marriage – it’s all about tolerance. What is the 80% you absolutely must have, and what is the 20% you can shoulder without your business imploding. What assumptions do you need to shake to utilise these untapped labour markets? Is it ageism, racism, trust or other biases that are preventing you from taking advantage of the knowledge and skills available in different guises to the ones you’re used to? Can you change the labour demand requirements to simplify the supply challenges? Understand those untapped markets, adjust your expectations, adjust your preconceived notions of what you think you need when you’re recruiting or promoting or seconding. Open your eyes to who you have in front of you. If you need support finding alternative resourcing solutions for your organisation or want to assess the long-term viability of your workforce plan click here. Jude's new book "Offshoring or Shitshoring" is launched and is filled with tips and tricks, as well as detailed implementation activities for offshoring, outsourcing and centralising or de-centralising activities. It will help you design your organisation to optimise your human capital and implement the structural and process changes you need to sustain and grow your business. Click here to purchase *https://humanrights.gov.au/our-work/education/face-facts-older-australians

It always surprises me how organisational leaders expect a simple answer to these two very complex questions. I wish there was a straightforward answer to both questions, but there’s just not. What is straightforward is that structure follows strategy and that you should never outsource your competitive advantage. That seems simple enough, right? Well, it’s actually not that simple. Taking the first question at face value (what structure should we use for our business?) if we use the methodology offered by Management Kits in their Organisational Structure kit, your organisational structure should embody and enable your strategic objectives. But what does that mean? That means you actually have to have a business strategy developed, defined and articulated as your starting point. (You’ll be surprised at how many organisations don’t have a strategy and are just winging it!!) If your business is looking to expand into new territory, then this should be an underpinning objective and help to define the required structure or business units. The same if you are trying to build a low cost business, your structure objective has to be about ease of process flow and operational efficiency. The strategic objectives are your guide posts for your immediate and future org structures. There is no single answer to the question of which organisational structure you should use. The best structure will depend on your business strategy, your purpose, your organisational culture. Matrix structures also depend on the appropriate balance of power between horizontal and vertical managers, communication styles, capability of your leaders and other organisational considerations. The best structure will be the one that will help your organisation optimise resources, deliver higher quality outputs, engage your employees, reduce silos and help your business grow sustainably. We utilise the framework from the Management Kits Organisational Kit to answer these questions and to set the objectives – it is a really straightforward way of looking at the differing requirements of your organisation from an activity and strategy perspective, and is a really practical way of tying it all together. Which also leads us to look at defining what to outsource (our second most common question!). Using the Operating Model Canvas framework – POLISM – where P is for process and O is for organisation, we start to dig into the processes required to deliver the business strategy to the customer. Tools such as these (Operating Model Canvas and Organisational Kits from Management Kits) are a practical way to decide the structures required and to define the activities your teams and business units need to undertake to deliver the products or services you sell. Through both of these activities, you will gain an idea of what your competitive advantage is and also what activities can be standardised, simplified and “packaged” for outsourcing. My book “Offshoring or Shitshoring” has further detail on how to ensure you are setting your business up for success when reviewing outsourcing options. Making an incorrect decision can be an expensive mistake to make – doing the work in detail up front will help you to understand the risks, benefits and costs involved in outsourcing (tangible or intangible) and will help you to fail fast or sustain the structure and operating model you define and implement. There is no simple or single answer to these questions. Your business is unique – treat it that way to develop and define the answers that suit your business and yours alone. For support with design and implementation of the right structure and operating model for your organisation, contact us at www.optimalresourcing.com.au or via www.judemahony.com

By Professor Giles Hurst, Chair of Leadership in the College of Business and Economics at Australian National University Developing connections outside traditional hierarchies can help organisations and employees to become more efficient, creative and better able to deal with complex problems. The modern workplace is an increasingly complex and interconnected beast and as such traditional leadership hierarchies – which can morph into troublesome ‘silos’ that discourage information sharing across departments – are no longer viewed as the most effective way to manage an organisation. That’s not to say formal authority isn’t an important source of influence, but an emerging body of research is beginning to show the benefits of informal leadership networks to both organisations and employees. It turns out that building informal connections across organisations aids efficiency, knowledge sharing and the capacity to deal with complex problems. What are leadership networks? Most organisations have a formal leadership hierarchy that’s usually illustrated in much the same way as a family tree with the CEO at the top, followed by department heads in the middle and their direct reports at the bottom. An informal network looks more like an interconnected web where employees come together based on informal groups rather than adhering to the hierarchy. Network mapping is a cutting edge analytical technique that measures these networks by capturing patterns of relationships among people. The insights are unique because they not only characterise people’s patterns of communication separately from each other, but also as part of departments and groups. For example, network mapping may reveal that a specific manager is central as a source of advice in the organisation, but also that the manager links two departments that would be otherwise disconnected. It may also show that people who place lower on the traditional hierarchy yield a lot more influence than some of their superiors. North American research that examined how change occurs in the UK’s National Health Service (NHS) found that people who were central to the organisation’s informal network had a clear advantage instigating change, regardless of their position in the formal hierarchy. What’s in it for organisations? Leadership networks can identify who has the power in an organisation, who is influential and who are the key gatekeepers. They also give a key insight into the social structures of an organisation. Identifying and building leadership networks helps companies assess patterns of information sharing and networking across the organisation and increase connections. It’s about breaking down silos, connecting parts of the organisation that don’t talk to each other and identifying managers who are key conduits. And the good news is organisations don’t need to go through an extensive and expensive restructure to change the key aspects of how people relate to each other. Research shows that applying the science of social networking with relatively short-touch, high-impact interventions can fundamentally change social structures. The result is creation of much broader networks and a much more diverse collection of senior leaders across the organisation. It’s a powerful way to improve goal sharing, communication and cohesion in an organisation without a massive restructure. How can organisations build leadership networks? Encouraging leaders to seek new and diverse connections and providing individual feedback can be a powerful incentive. Building leaders’ knowledge of the organisation can also help them to better navigate the various departments. What’s in it for employees? This is where leadership networks are really useful. Encouraging the development of leadership networks helps employees to feel empowered at work, increases capacity to solve complex problems and promotes innovative, out-of-the box thinking. And it’s not just who employees know but the people their contacts know that matters. One recent study that examined networks in a large Chinese pharmaceutical company found ‘non-redundant ties’ – the people one does not interact with directly but with whom one’s direct ties interact – offer the greatest efficiency for employees to gather information. This information can then be used to generate creative ideas. So it’s not just about having a broad network within an area of expertise; rather, developing networks outside an area of expertise helps to improve knowledge and spark those lightbulb moments. This article was originally published on Psychlopaedia Read the original article. Your strategy depends on the skills & capabilities of the people who execute it. Our services focus on your most critical resourcing issues and opportunities: how and where to find the right people how to grow and develop your team how to retain your critical talent how to build the skills and diversity you need for the future how to automate, outsource or offshore activities that are not your core focus

By Jude Mahony As many of us can attest to, COVID-19 has brought a raft of challenges never-before experienced by businesses. Of interest to me, however, is the significant and distinct shift in what draws employees and customers to particular businesses and what makes them want to stay. A WAToday article (‘Incentives to cut corners’: Contractors can create financial risks, ACCR says) highlighted some of the challenges being experienced by companies turning to labour hire firms to fill staff shortages, reduce labour costs and/or maintain flexibility in the workplace. For businesses, there are many risks and hidden costs associated with moving work from one team to another (either internally or externally) that are often missed or not comprehensively explored. These can impact safety, attrition of your organisational knowledge base and also how performance is measured (ie on activity as opposed to outcome). What’s not mentioned in this article, however, is that many workers want the flexibility offered by gig contracts. Whether they are students, parents, grandparents, or semi-retired – non-permanent work is very attractive and suits the work/life balance that is being seen as a huge motivator since the pandemic. There are several drivers for this shift in motivation against working in the office, 9:00am-5:00pm, Monday to Friday (and sometimes longer!). These include the tangible positives of not commuting and the very real physical and financial impact of COVID-19 being felt across Australia and around the world. This value-shift is supported by several recent research papers and, more anecdotally, the recent barrage of LinkedIn surveys – all which indicate a significant portion of Australia’s workforce now want, value and demand flexibility in their working life. The Conscious Consumer Era Arrives, research commissioned by Cavill + Co, explores opportunities to reshape the role of business in society, following the “COVID effect”. It goes beyond the need for workforce flexibility and explores the concept of the Conscious Consumer and the realisation that employees have the power to influence corporate behaviour, by choosing who they work for. Your employer brand is fused to your consumer brand. “More and more talented Australians are opting to work for companies with a proven track record in social responsibility, for purpose-driven enterprises or even starting their own purpose-centred company that does no harm and gives back.” Business is changing. Are you ready? Businesses today need to look at different ways of engaging and retaining the skills needed for their long-term viability, and that may be via full-time, part-time, remote, casual, subcontract or on-hired and outsourced labour or a mixture of all of these. Building a robust, over-arching service delivery model and organisational ecosystem, whilst reviewing and strengthening your workforce composition, is critical to reducing risks for businesses endeavouring to be sustainable long-term. Optimal Resourcing is a workforce consultancy specialising in connecting business strategy to people action plans. Our team understands that many businesses today are a mix of full-time employees and part-timers/contractors etc and we are 100% supportive of it! Having a flexible, agile workforce is key to addressing and minimising the impact of the skill shortages. We support businesses to explore, plan and apply these key themes for themselves through our strategic workforce planning workshops. Here, we help you to understand your competitive advantage and determine what skills you have now, what you need for the future and how to address any gaps through buy, build, borrow, release or retain strategies. We work with you to capture this information in our “3-2-1 Workforce Roadmap”– a roadmap of what, when and how to start your targeted people activities. We support you with defining the right work, the right people, and the right behaviours for your business. Our free e-book on workforce planning is available for download here. I explore the importance of investing in staff through strategic, holistic workforce planning in my book; Offshoring or Shit-shoring: The definitive guide to transitioning work from team to team, inhouse to outsource, or country to country. I’m excited to announce my book has been sent to print, sign up here to be notified of it's release. Please reach out if you’d like to grab a coffee or if Optimal Resourcing can help your organisation with any of the themes discussed here or in my previous posts.