Updated: Jun 18, 2019
You have a new CIO. Yep.
Or your existing CIO has been visited by a wonderful group of external "smarty pants" sharing their latest and greatest delivery methodologies, skill forecasts, new technology deployments, org. designs, etc.
You know the names.
You have now been summoned to "the mount." All knowledge will flow downhill. All hail the flow. It will be bountiful and full of...
Been there, done that?
How many times have you dreaded that next conversation with the CIO?
In the ever changing landscape of talent management, IT managers and their HR partners are being pushed to synthesize existing workforce realities and business challenges into resource plans that need to address the latest "what's next!"
However, we all know how that goes:
"CIO-Here's how we want to look/act/manage = Slam"
"Finance-Here are your new headcount numbers = Ouch"
"Business-We pay the bill = Goad"
"IT/HR-Here's the plan = Synthesize"
These plans can often have huge organizational and cultural upside if done well and can completely transform an IT shop.
Consider it a "tail wagging the dog" opportunity.
Good news is the potential for improved employee engagement and retention.
In the other direction is the soul sucking potential for "more of the same."
If this work is done poorly the potential for employee disengagement and what's worse, turnover.
Here are some considerations as you build out your workforce plan.
Resource Retention-Employee Focused
3rd Party Engagements
As you begin to develop your workforce plan, you will need to test current organizational thinking regarding "what action" needs to be taken.
Leaders from both the business and IT should be able to articulate the current and future state of the organization in light of affordability and the strategic direction.
You should also understand who your Subject Matter Experts (SMEs) are from both from a technology as well as organizational process/knowledge perspective. Retaining SMEs in times of change is important as they allow you to "bridge" from the past to the future.
If you use 3rd party suppliers whom you consider to be "strategic" in nature, it would be critical to factor this into your analysis as well.
Cutting key SMEs just because they are "suppliers" can be very short-sighted.
Taking a clear, unbiased snapshot of the organization and being able to put together a comprehensive picture supported by data is the goal.
The combination of data-driven analysis aligned to clear management support, resource affordability and business strategy can act as a strong platform for fair and appropriate decision making. Be very focused as you layer in skills, culture and people. That's the secret sauce.
Sharing is Caring.
If these concepts interest you, let's talk more!