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Les priorités des organisations dans un monde en transition

Nowadays, the business world is constantly evolving. Staying the course in a changing environment is a major challenge for any organization. Indeed, information is now more accessible than ever, barriers are falling under the weight of globalization and the customer-oriented economy is increasing the competitive pressure.

Leadership development and expertise are key to addressing these rapid changes. Senior executives must have a perfect knowledge of the dynamics of this changing environment and possess specific skills to direct their organization towards the unknown.

In November 2009, the Henley Business School of the University of Reading conducted a survey of some of the largest employers in the UK to prioritize corporate learning and development. The results show that British companies will focus on developing the leadership skills of their middle managers and their ability to adapt to change. At Drake, we know that training and developing leaders is an undeniable competitive advantage. Through our leadership development programs, we are helping managers develop new skills and become strong and effective leaders.

Kevin Oakes, in an article on the five spheres of organizational performance (“The Five Domains of High Corporate Performance”), ranks among the five criteria that distinguish high-yielding firms from their less competitive rivals. It also states that leadership alone is not enough and that the whole of competency management is of paramount importance. Oakes notes that companies that manage talent effectively seem to be more successful in terms of finance and performance.

In his article on intellectual capital (see p.38), David Lee points out that the latter is the main competitive advantage of a company. It draws attention to smart businesses and the actions they take to recognize and capitalize on their human capital.

A company’s personnel is its main competitive advantage and probably its main expense. Have you ever used a professional service provider to evaluate your intellectual capital management systems? Drake’s HR audit solutions – whether comprehensive or in-depth analysis or task-specific analysis – can help you determine the strengths of your HR department and what can be improved .

The law firm Speechly Bircham and the HR department of King’s College London carried out an annual survey on the state of HR in British organizations on intellectual capital and skills management. I found with interest that the three main challenges for HR professionals in 2010 are:

  • Maintain employee satisfaction and dedication;
  • Succession planning;
  • Manage growth and expansion.

Firms facing growth and expansion problems can easily use temporary staff to facilitate their management. This method allows them to adapt their staff to demand and gives them access to a skilled workforce as needed. In peak periods, companies integrate temporary staff with a core of permanent employees and thus maintain a balanced and optimal workforce. This solution helps companies reduce their expenses while increasing their productivity and profits.

At Drake, we have several decades of experience in pre-qualified and qualified temporary staffing. That’s why we can help you fill vacancies, maintain increased productivity, and limit disruptions to your business. Temporary staff is a valuable asset in a staffing strategy.

Generally speaking, for an enterprise to grow and succeed, it must have competent employees in suitable positions. Some companies have recruited very talented candidates during the economic downturn, while others have decreased their workforce. Off-peak times are often the best opportunities to hire talented candidates. How it is sometimes advantageous to be anti-conformist! However, if you have restricted your staff early in the economic downturn, you may soon be thinking about re-employing staff through a variety of permanent and temporary staffing strategies to plan your success.

In my view, 2010 will be a major transition year, as we are looking for a return
to growth in the aftermath of the recession. During the economic crisis, many companies went into survival mode and neglected skills management.

These companies will not be competitive, they will not be market leaders and will not
emerge from the recession in an advantageous position without devoting themselves to managing skills and manpower planning.

These two elements have always been the foundation of a company’s success, regardless of the economic situation. Workforce planning, skills management and leadership, together with an effective implementation strategy, will always remain the hallmarks of exemplary businesses.