The problem addressed by the campaign:
- Lack of a sense of urgency at the senior leadership level around employability
- Lack of data in tracking organizational dynamicsHard-to-fill roles that require both technical and leadership skillsIncreased growth ambitions, as 3M expects to fill 4,500 positions in the next three years (including turnover)
- Insufficient numbers of next-generation leaders to replace retiring baby-boomers:
- The average age of employees at 3M is 43.5 years, and by 2015 this will have grown to an average age of 46.5 years. Thus, succession management is increasingly important.
Conclusions and Recommendations:
- Organizations must move from “one size fits all” tactics to “one size fits me” tactics. Increasing workforce diversity means human capital planning must be innovative and open to reforming the traditional business plan to build a sustainable workforce:
- Create a vision and mission.
- Understand and communicate your local demographics/ labour market dynamics and their potential future effects.
- Design a process.
- Put it on the agenda of the board of directors.
- Change HR agenda: Move from PowerPoint stories to Excel data.Get early support from the Works Councils or unions.
- Support local organizations.
- Link human capital planning to the health of the organization and sustainable workforce tactics.
- Regional management teams should be flexible regarding talent mobility, leadership styles and generational differences.
- Create an environment where all employees can grow.