Translate your business strategy into a talent strategy
An organization’s ability to achieve its business strategy is predicated on mobilizing the talent required to successfully execute the strategy. The people side of the equation may well be the single most important element that differentiates an organization from the competition. Talent is critical to business continuity, so aligning the people strategy with business strategy is a key business imperative in workforce planning.
Workforce planning and strategy alignment
CCI helps organizations identify clear outcomes. Our role is not to provide a pre-designed strategic planning solution, but rather to understand and create people processes and approaches that align with organizational goals.
Creating a talent strategy that aligns with the business strategy helps to smooth succession planning, increases the organization’s ability to respond to growth opportunities, and improves the overall performance of the organization.
Our workforce planning and strategy alignment services will provide you with the information you need to answer the following questions:
- Where are we today?
- Where do we need to be?
- What is missing?
By answering these questions, you will be able to strengthen your team, your processes, and your organization as a whole.
We believe the following principles should guide decisions about organizational design and talent development:
- Organizational structure needs to facilitate accomplishment of the organization’s purpose and objectives by focusing attention on the key priorities.
- Structure and systems should be as simple as possible while effectively supporting decision making, planning, and performance monitoring.
- Roles and responsibilities should be clearly defined and accountabilities should be clearly established.
Challenge:One of the largest compounding pharmacies in the United States needed to make strengthening leadership, managerial and supervisory capacity at the company a priority. The organization had seen steady growth over the prior decade, growing from a start-up to an industry leader in a relatively short period of time. An organized leadership development program was never offered to its staff, resulting in the business beginning to outpace their capabilities. Having worked with CCI two years earlier to develop a competency model, the company engaged CCI to create a developmental program for all its people leaders.
Solution:To gain insight and perspective into the needs of the organization, CCI used the previously identified competencies as a back drop while conducting a comprehensive learning needs assessment. To understand and prioritize the needs, CCI conducted face-to-face interviews with each member of the leadership team and several high-performing employees. In addition, an electronic training needs survey was administered to each leadership level within the organization. As a result of the findings and recommendations, CCI’s Talent Development consultants designed a developmental training curriculum for four levels of people leaders: Director, Manager, Supervisor, and Assistant Supervisor. Each level included six workshops with topics based on the prioritized gaps from the training needs assessment. To reinforce the training, the leadership team was briefed on the topics and provided a “manager’s toolkit” so they could provide support to their direct reports. Also, the sessions were scheduled in a cascading fashion that allowed for the more senior audience to experience the training first so they could support their direct reports as they went through the workshops. At the program’s onset, each participant also identified a Burning Imperative. This was their own BHAG they were responsible for completing within the next year. After each session, the participants were responsible for applying what they learned to their imperative.
Results:The primary mechanism for measuring program success was through session evaluations. Each cohort-level was asked to complete a session evaluation at the conclusion of each workshop. In addition to the qualitative responses, the three questions of most interest were:
- As a result of the program, I will be a stronger performer for the organization.
- I would rate my performance in this area before this program.
- I would rate my ability to apply what I’ve learned when I return to my team.
|Q1||Q2||Q3||Delta Q2 & Q3|
|Asst. Supervisors||100%||48%||91%||43 points|
ChallengeNew CEO and VP of HR needed to change the leadership culture to better align with market demands and to develop leaders. Goals: Drive a culture change from corporate command-and-control to more localized decision making. Target audience was managers, frontline supervisors, and high potential management prospects. Needed a real-world business training approach that would provide actionable learning.
SolutionCCI designed a customized course of interactive sessions to improve essential management skills and to connect the skills to real business situations and company operations. The course was delivered multiple times, in six single-day sessions, one per month over a six month period. Participants of the course were provided with new tools and techniques they could use immediately, driving changes to company culture while improving employee engagement.
ResultsMore than 60 managers completed the course over a two-year period. A clear understanding was gained of the difference between a leader and a manager. The CEO described the course as "a key tool in facilitating a culture change from command-and-control to more localized decision making." Participants were able to successfully pass on to their direct reports the tools, techniques and lessons they had learned.
Assessing what you need to do to get to where you want your business to be
We have been helping small, mid-sized, and large companies for over thirty years. Contact us today to learn how our workforce planning and strategy alignment services will benefit your organization.