TalentFORCE Requirements

Clients have engaged LeadFirst to ensure their workforce is of the right size and in the right skills to meet changing requirements. Guided by LeadFirst analysis:

  • a major supermarket chain saved $640,000 in recruiting and training costs;
  • a Ministry of Defense of one allied nation engaged LeadFirst to help them establish their own strategic planning capability;
  • one of the nation’s largest retailers engaged LeadFirst to reapportion their maintenance budget; and,
  • a large defense contractor engaged LeadFirst to project its workforce over the next 20 years.

What are my staffing requirements? What will they be in five years? What is my recruiting and training plan? What should it be? What new skills will I need? What existing skill will be surplus? To respond to these classic strategic workforce planning questions, LeadFirst has developed a unique and powerful response – “Dynamic TalentFORCE Models.”

LeadFirst developed the “Dynamic TalentFORCE” approach to accommodate the one common factor in all strategic human resources planning – CHANGE. The LeadFirst approach defines both “external dynamics,” changes in demand, demographics, customer profiles; and “internal dynamics,: new systems/equipment, product lines, mergers, acquisitions, and expansion. Moreover, ”Dynamic TalentFORCE Models” establish quantitative relationships between human capital requirements and each of these “dynamics.”

Dynamic TalentFORCE Models answer these sample issues:
  • Personnel to accommodate a new computer system – shortage skills, surplus skills
  • Personnel to affect a new product line – shortage skills, surplus skills
  • Recruiting, training, and retraining schedules to accommodate changes in Personnel requirements
  • Overall personnel savings resulting from acquisitions and mergers. Identification of surplus and shortage skills
  • Personnel projections as a result of changing customer profiles or demand.
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