WAYLAND, Mass. - People management firm Softscape recently released a new survey that examines the state of workforce preparedness and identifies top initiatives underway to achieve corporate readiness. The findings of the survey, titled "The State of Workforce Preparedness," reveal that organizations are concerned about the current ability of their workforce to meet future plans. Amid concerns about the future supply of labor, the survey finds that organizations are looking to better train and align the activities of their existing workforces to achieve the goals of the organization, rather than expanding hiring. The survey of more than 650 global human resource executives also found that aligning performance with learning was the overwhelming program of choice (71 percent) to affect this required change.
According to the report, 60 percent of managers surveyed worry that their current employees lack the skill sets and competencies to help the company grow. "The survey revealed that many managers found a mismatch between the skills their employees have and the skills needed to take the company where they want to go," said Aaron Dun, author of the study, in a report by Inc.com.
Survey respondents said that they need to do a better job of embedding company goals and milestones in training programs and performance-based incentives. Indeed, due to the increased emphasis and momentum around pay-for-performance structures, 25 percent of respondents indicated that it was a priority for their organization, though a significantly larger percentage (52 percent) will use this as a key initiative to improve preparedness. Linking pay and performance can be an important lever in aligning performance with the organization's mission, while ensuring that top-performers are rewarded appropriately for their contributions. Organizations must be sure they have the have the technological, strategic, and change management infrastructure - and executive backing - for a pay-for-performance culture to thrive.
With just 35 percent of companies planning to add staff to aid in achieving workforce preparedness (the least popular initiative), companies must do a better job of attracting and retaining talent. As expected then, 54 percent say that workforce planning is high on their priority list. Human resources offices will have to ensure that, with the natural migration of talent, there is a surplus that can be recruited from within, and that skill sets and competencies are aligned to avoid a "hole" in the workforce.
With regard to small businesses, Dun told Inc.com that mentoring and individual training are the most effective methods for matching employee skill sets with company goals.