Technology, demographics and other trends are challenging the world of work. New definitions of the employee lifecycle now include people no longer at your company. Meanwhile, the lines between balancing work-life and pursuing life's work are blurring, to name but two new dynamics that are either opportunities or challenges for your organization.
Let's design the new world of work for your employees and managers. A world that delivers business results, while capitalizing on the trends that will dominate through 2025.
Our strategies are supported by our research and lead us to create innovative training programs offered through our Centre for Career Innovation.
The follow represents a few of the mandates that we have worked on in the past.
20-Year Strategy and Workforce Analytics Modeling
The Challenge: this multi-national client knew a significant portion of its workforce was eligible to retire and was concerned about leadership succession. They didn’t know which programs would be most effective to address the coming changes, which populations within their workforce were most at risk and where the largest business impact could be predicted, over time.
The Result: a workforce strategy and data model that provides the business case and strategic interventions needed maximize impact and ROI. The client now knows exactly when recruitment, leadership development, succession planning and other processes will not meet specific workforce needs and which new programs will provide the needed support, acceleration and focus.
Rethinking the Employee Lifecycle
The Challenge: a significant number of employees at the organization were retiring and then returning back on contract. This practice, that was originally seen as a temporary stop gap for knowledge loss, had become the norm at great expense to the organization and its culture.
The Results: new career paths specifically for employees interested in transitioning into a Legacy Career(R) at the organization were implemented. These paths took into account pension realities, business priorities and the most strategic use of experienced resources. In addition, a new alumni program was introduced for retirees embarking on new initiatives that align with the core work of the organization. The Alumni and the organization provide mutual support to each other generating new opportunities for innovation, community connection and local impact.
The Challenge: Several companies approached us about the challenges they are facing in dealing with the key elements in The Future of Work. They needed options that would allow them to engage whole teams of staff from different levels within the organization. They needed to do so such that it engaged employees, was a educational experience and garnered critical corporate internal feedback.
The Result: Leadership Labs are cross-functional, on-the-job experiential programs that integrate key market and trends with daily practice, reflection and the development of leadership acumen. Labs are set up to address the top trends impacting the workforce of 2020, with an ability to customize by industry and integrate existing company curriculum.
Leadership Labs currently available
▪ Preparing to Lead the Workforce of 2020
▪ Leveraging Intergenerational Dynamics for Competitive Advantage
▪ The Gig Economy and the new Employee Lifecycle
▪ Career Management and Employee Retention
▪ Customized topics and Labs to suit your corporate and workforce priorities
Creating a Culture of Knowledge Translation
The Challenge: Investments in knowledge transfer had been unsuccessful at this global manufacturer. Employees were still walking out the door with critical knowledge and relationships. Worried about impending retirements, the HR leader of this organization realized that there were cultural issues as well as practical challenges thwarting good intentions for experienced staff to convey what they know to newer employees.
The Results: Knowledge transfer assumes that once information has been exchanged the transfer is complete - and the information shared is useful. We take a different approach. We start with the premise that not all information is useful and use innovative tools to create knowledge maps to outline the tacit and implicit knowledge employees have that enables them to do their jobs well. We used these maps to identify what knowledge would cause the greatest organizational risk if it were lost and who needs to know the information. In today's changing world of work it is common that knowledge needs to be shared across a variety of roles when a key employee is leaving. With the plan in hand, new on-the-job curriculum was developed and 3-person triadic relationships were formed. Each triad had a new graduate, an emerging leader and an employee within 5 years of retiring. It transformed on-boarding, leadership development and succession planning by normalizing the sharing of knowledge and embedding it into both everyday work and the employee life-cycle.
Intergenerational Mentoring Programs
The Challenge: the workforce was shifting quickly at this large organization and existing mentoring programs were being pushed to the limit. Mentor fatigue was on the rise as the number of mentees continued to increase. Meanwhile, new staff were not meeting minimum standards and knowledge gaps were threatening productivity, engagement and workplace culture.
The results: By integrating onboarding, leadership development and succession planning, this organization now has a sustainable, scalable program backed by tailored curriculum to support new hires, new leaders and near-retirees. Vibrant triads (groups of 3) with members from each cohort provide on the job support, training and knowledge transfer leading to increased innovation, stronger performance and improved engagement.
Offboarding and Outplacement Alternatives
The challenge: the incumbent outplacement program did not address the identity, market and timing realities of employees aged 50+ who were leaving organizations after decades of service. The “resume and role” approach to job search was proving ineffective and online training modules were not supportive of the identity change employees were experiencing.
The results: hundreds of employees aged 50+ have chosen a Challenge Factory program as an alternative to outplacement services. These programs focus first on identifying the SweetSpot criteria that must be met and contemplates a next career that includes entrepreneurship, board work, volunteer work as well as part-time and full-time roles. According to one of our insurance sector clients: “Challenge Factory’s programs are the first time someone we have had to let go has written me a thank you note for the services provided to them after they left.”