Infohrm has several Consortia that provide networking and benchmarking in specific industries – Retail, Financial Services, Healthcare, Global Technology, and Energy and Utilities. I have personally been involved with the last one, and learned that most of the Partner organizations we’re working with have a higher level of Workforce Planning experience than North American firms seem to, on average.
Recently, we finished a research project on Critical Roles in the industry, and came up with some interesting findings, including:
- Many organizations care about their most critical roles and job families, but a high percentage have no formal framework for critical roles and/or lack a comprehensive integration with HR/Talent Management programs and processes
- Definitions and criteria for critical roles vary widely – over 30 different jobs and job families are labeled as critical by research participants in a common industry
- Organizations that conduct Strategic Workforce Planning are more likely to have criticality of roles embedded within their job families, HR and talent management practices, and data
- Engineers are the most common critical job family across E&U industry sectors, with “shortages” driving costs up and creating difficulties, particularly in achieving gender/diversity targets
This Consortium had a great year in 2009 and will be expanding its offerings in 2010. Here’s a look at what Consortium Partners can expect in 2010:
- Benchmarking. Infohrm’s Consortium Partners receive two annual benchmarking books:
1. Energy and Utilities-specific: A unique set of benchmark data that is exclusively sourced from Energy and Utilities companies and “sliced” in meaningful ways (e.g. by age, tenure, gender, critical job roles, etc) to make it the most actionable benchmark data set available in the industry.
2. Annual Benchmark Report: The Annual Benchmark Report provides normative data on a comprehensive set of organizational and human resource performance indicators. The report connects human capital issues to organizational variables such as revenue, expense and profit, providing benchmarks that allow managers to evaluate, in different areas, how well their organization uses its human assets. This equips managers with essential information to help them in their task of maximizing their organization’s effectiveness. - Networking. Join a community of practitioners in Energy and Utilities workforce planning, metrics, reporting, and analytics. The group, practiced in particular in strategic, scenario-based workforce planning, will meet four times per year via web conference to discuss topics of interest and share best practices.
- Insight. Leverage the combined experiences of Consortium partners, the Infohrm team, and industry leaders, to deliver actionable insights based on the collected data
- Research. Influence the specific issue-based research that Infohrm will complete on behalf of the Consortium Partners. Past examples of research include definition and management of critical jobs, and external labor supply for industry-specific roles, and 2010 research may include Determining and Managing Post-Recession Retirement Risk.
- Infohrm Conference. One pass per organization to Infohrm’s Annual Conference April 19-20, titled “Minimizing Risk and Maximizing Return.” For more information on the conference, click here.
Any feedback or questions are welcome: Andrew.jacobus@infohrm.com. Happy Holidays!
Tags: Critical Jobs, skills, Talent Management, Workforce Planning