提高回答人力资源和劳动力计划中“假设问题”问题的速度和敏捷性

“What-if” scenario planning isn’t an empty thought exercise. It’s a powerful way for HR to become a more effective, trusted partner to senior leaders.

自从人力资源专业在1950年代首次蓬勃发展以来，它已成为执行领导的信任治理和运营伙伴。但是，众所周知，人力资源仍然努力超越操作和合规性。在过去的二十年中，人力资源急切地寻求减轻其各种行政负担的方法，旨在为制定组织敏捷性和人才战略的大量工作腾出时间和资源。亚搏娱乐电子

人力资源技术不断拥有解放人力资源的承诺。但是，随着创新的每一浪潮，人力资源似乎越来越被埋葬在更多的过程，官僚机构，工作流程，系统和数据维护下。

As the global economy enters yet another long stage of recovery, HR assumes an expanded role in one of the most critical elements: renovating the workforce. For some organizations, this means putting the workforce back to work across their organizations. For others, it involves adapting to a functionally different business environment, perhaps even on a scale comparable to converting wartime efforts to peacetime prosperity. Whatever the case, workforce planning represents a unique opportunity for HR to become highly strategic and collaborative and leverage technology to reduce its administrative burdens.

人力资源采用“何种情况”的场景计划方法，获得了解决顶级战略问题，劳动力影响的因素，评估组织范围内的影响，并以速度和敏捷性做到的更重要的能力。让我们看一下人力资源可以解决并将人力资源作为高级领导的战略合作伙伴解决的三个大“假设”问题。

1. “What if we could actually do this?”

执行领导人喜欢听到他们有选择，而不是被告知：“这就是为什么这不起作用的原因。”“如果什么”场景使整个组织的执行领导者对特定劳动力计划的最佳，最糟糕，最可能的影响以及对整个组织以及各自的业务职能和结果的影响有清晰的了解。

”,但更多,“假设”场景帮助人力资源创造options for executive leadership. “What-if” scenarios define the boundaries of what is possible, feasible, and optimal, along with forecasting what to expect by re-working the percentages. For example, what if we could allow 30 percent of our workforce to work from home permanently? Could we reduce real estate and labor expenses over the next three years? Would that also increase retention due to greater job satisfaction? If that allowed us to recruit talent from a larger geographic range, could we fill key positions quicker and start or complete key projects sooner?

2.“如果我们没有数据来为此做好理由怎么办？”

透明，坚实和令人信服的商业案件，尤其是那些增强关键战略计划的执行领导者。不幸的是，支持这种情况的正确数据并不总是可用。例如，为了帮助我们超越积极的新产品推广的收入目标，如果我们投资更多地用于制定高级销售培训计划或为现有的收入生产者和推动者提供更多针对性的激励措施，同时雇用更少的新销售人员呢？如果我们将更多的人才分配给入站营销怎么办？这会产生更多的关键细分市场需求吗？还是我们最好只雇用一堆合同销售人员并给他们基础培训，办公桌和电话？

通过从“假设”方案中的基于驾驶员的模型开始，人力资源领导者开发了一种强大的工具来测试和证明多个部门的众多劳动力计划的影响。

3.“如果我们迫不及待地等到下一个计划阶段组装合适的劳动力怎么办？”

执行领导者在执行时间工作，这并不总是与整洁的报告期相吻合。人力资源需要在预期招聘需求，为合适的人方面指定正确的位置，并制定整体劳动力计划，在此过程中所有这些都在适当的时间和成本上发生，而不是由会计年度的季度决定。

Getting the timing right is a significant challenge, as hiring operations are notorious for being hurry-up-and-wait affairs. They are often initiated reactively when a manager discovers an urgent need. But then things get delayed by all the back and forth that ensues, first during requisitioning and later during the actual hiring process. On average, it takes 42 days to fill an open position, though it can be much longer for specific roles. This practically assures that new hires will begin their jobs out of phase with the business cadence, significantly lengthening the time it will take for them to become fully productive.

通过使人力资源制定敏捷的劳动力计划，“如果什么”场景消除了将关键劳动力计划推向下一个季度甚至更晚的必要性。整个组织的业务领导者总是可以看到这样的计划。特别是对于高管领导，它使他们能够将劳动力计划视为期货市场，而不是现货市场。

使数据发表声音，即使它不能自行发言

决策并不总是在等待数据，并且单独的数据并不总是会推动合理的决定。当数据尚未发出声音，阐明因果关系和相互依存关系，并预见决策的后果与将这些决定的后果或在肠道上扎根。“如果什么”场景规划不仅是一种思想练习，而是负责任的现代劳动力计划的基本组成部分。