Chief Learning Officer - September 2007 - (Page 51)

human capital ble for senior executives to make workforce decisions in the same way a chief financial officer would make strategic choices based on the company’s financial position. Predicting Future Labor Supply and Demand Although many organizations struggle to understand the state of their workforces, even more find it difficult to make educated decisions about their future workforce needs. How does the organization’s business strategy translate into a set of human capital requirements? From a learning perspective, how does strategy inform the identification of relevant skills and capabilities, which, in turn, translate into successful learning programs? Today’s global business leaders must consider issues on both the supply and demand side of the labor equation. For example, on the demand side, many organizations struggle to take their business strategy and transform it into a series of human capital requirements. On the labor-supply side, companies must understand the availability of labor across markets and constantly monitor their associated costs. The disconnection between the organization’s business direction and the associated workforce requirements can be significant. The demand issues leaders must consider include: • Capacity: Will the organization have enough employees to support the execution of a particular strategy? • Capability: Does the organization have the right knowledge, skills and competencies to execute the strategy? • Culture: Do the organizational norms and values support the strategy’s development and implementation? Globalization, changing workforce demographics and fluctuating business cycles loom as challenges on the labor-supply side. Companies must understand labor supply, not only as it pertains to the full-time workforce but also in regard to third parties such as outsourcing partners and placement agencies. Using Social Networks to Increase the Visibility and Application of Knowledge Across the Organization Mapping the informal networks within an organization is essential to understand where people find knowledge and get their work done. Studies consistently show the importance of social network relationships to obtain information, solve problems and learn how to get work done. Tools such as social network analysis can help bring these informal networks to life, as well as allow organizations to better understand and influence the development of these important knowledge conduits. The more recent emergence of blogs, wikis and tagging helps increase the visibility of knowledge within and across organizations. By making it easier for individuals to display their areas of expertise and receive feedback on their ideas, these tools help foster the development of connections, relationships and common context that are critical to the flow of knowledge across traditional boundaries. Working in a virtual environment requires access and bandwidth, of course. But as these become ubiquitous commodities, the enterprise also will need to enable employees to manage 51 September 2007 Enabling Individuals to Perform Work, Regardless of Location I www.clomedia.com I Chief Learning Officer http://www.clomedia.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - September 2007

Editor's Letter Contents Letters to the Editor Strategies Selling up, Selling Down Take Five Imperatives Guest Editorial Learning Solutions Embarking on a Learning Journey Clo Profile Environment CIGNA Service Operations: Making Strategic Change Happen, and Making It Stick Tactics Black & Decker: On-Demand Learning Creation and Consumption Productivity The Army You Have Human Capital Holiday Inn Express: Delivering Critical Training Globally Case Study: Tegan Jones Business Intelligence Case Study: Lisa Rummler Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - September 2007

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