NOVEMBER 2018HR TECH OUTLOOK 19workforce of the future, it's more critical than ever to think about how this translates into an evolved and personalized employee experience. These changes can cause friction, particularly across a multi-generational workforce, but developing unique employee value proposition that takes into account the digital, social or environmental considerations across the entire employee lifecycle can help combat this.The emergence of these needs requires completely new capabilities within the HR organization and an evolved relationship with the business. Unlike strategic workforce planning, which is typically owned by HR, the business leads workforce shaping. HR's dedicated workforce shaper will be responsible for understanding the talent a business needs to succeed and the best way to fill this role with both permanent and flexible human talent--and with technology solutions. The person in this role serves as a facilitator and a consultant to the business units, bringing methodology, workforce knowledge and people analytics to help business owners adapt their talent strategy. Equally important, the "employee experience architect" will work hand-in-hand with the workforce shaper to build an experience that meets the real-time demand of the organization's workforce.HR must be as nimble and agile as the workforce it is intending to build because with this role comes the need to embrace and expand out-of-the-box skills and thinking. It requires a deep, strategic-level understanding of industry and marketplace trends that will translate into ascending job skills and a potentially transformed workforce. Enterprise credibility is always at stake for HR, but technology can help. In the form of sophisticated analytics, HR and business leaders have the ability to test their theories and predict talent needs more precisely than in the past. Partnering with strategic analysts who have a keen sense of the business's needs and goals can help convert those findings into strategy. It also helps leadership build a business case for a stronger, more ready workforce.More than a one-time undertaking, this needs to be an ongoing exercise in which the business and human resources department partner to shape the workforce--an exercise that inextricably ties talent to business strategy. Workforce shaping works from the future backward to inform the key talent decisions you can make today to have the highest impact tomorrow.It is impossible, of course, to know exactly what tomorrow's workforce should look like. But waiting to find out isn't an option. Proactive workforce shaping offers organizations the chance to ready themselves today for what tomorrow will bring. Traditional workforce planning--a point-in-time exercise aimed at matching job-seeker skills to current job openings--won't be sufficientMike DiClaudio
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