Tried-and-Tested Frameworks That Can Help Improve Workforce Management

Successful businesses have many differences, but one thing most have in common is their reliance on workforce management (WFM) to achieve organizational goals. WFM can essentially be defined as a procedure that drives workforce efficiency across all departments, and it extends from procedure that drives workforce efficiency. The metrics of WFM success can be obtained from dozens of sources, including customer satisfaction, turnover rates, employee retention rates, employee productivity, and adherence to schedules. To ensure optimal WFM, companies can also select from numerous frameworks, three of which can be found below.

The 70-20-10 Model

The 70-20-10 model is widely hailed as one of the best corporate learning and development frameworks, its 40-year history standing the test of time owing to its emphasis on employee development. The model essentially espouses that employees should acquire 70% of new knowledge from on-the-job experiences, 20% from peer interaction, and 10% from formal education (including in-person and online educational courses). Interestingly, in the US, some 52% of employees feel they lack sufficient on-the-job education opportunities, indicating the importance of offering employees the chance to expand their knowledge base via mentoring and group tasks. The 70-20-10 model has evolved over the years to integrate modern learning practices and technologies, including virtual reality training. However, there is also a clear need to include in-person training experiences. Forbes suggests that the 70-20-10 model be replaced by a 3-to-1 learning model in which for every one formal training event, staff is offered three on-the-job application exercises.

The High-Impact HR Operating Model

The High-Impact HR Operating Model, developed by Deloitte, is an agile HR framework designed to put human resources at the forefront of workplace management. Introduced by Deloitte, it comprises four pillars. The first involves seeing employees as customers. By focusing on workers’ needs, their levels of satisfaction and productivity can rise. The second is the implementation of digital workplace solutions, such as cloud-based HR platforms and AI-powered chatbots. The third pillar is data-driven decision-making. Data and analytics should drive all aspects of decision-making. The fourth and final pillar is fluid interaction and collaboration, not only among internal customers but between employees and clients and potential stakeholders. This last pillar can be achieved by creating cross-functional teams instead of rigid departments. It can also be facilitated by providing employees with third-party services so they can achieve their goals.  RFPHub.com reports, for instance, that when organizations seek to draft requests for proposal—documents to solicit bids from potential vendors for a specific project or service—they often lack technical knowledge on how to describe the project or phrase required deliverables, timelines, budget limitations, and instructions on how to prepare a proposal. Their work can be streamlined through personalized templates provided by committed collaborators.

Strategic Workplace Planning Frameworks

This framework, which is centered on factors such as demand forecasting, strategy development, and monitoring, comprises eight steps: understanding business strategy, analyzing the current workforce, forecasting future needs, identifying gaps, developing strategies, implementing initiatives, monitoring progress, and refining and adapting strategies. This framework ensures that the right staff is available for projects when needed. The framework was developed to deal with current business challenges, including skill gaps, shortages, turnover, changing business models, difficulties with managing talent risks and expenses, and the aging workforce. The model is agile and dynamic because it involves constructing data-based scenarios to determine what the future holds. Another related framework is the Orgvue Strategic Workforce Planning Framework, which embraces four key models: zero-based planning (starting from scratch during each cycle to determine if restructuring is necessary), demand-driven models (aligning the workforce with future demands), competency-based planning (focusing on the skills required for success) and scenario planning (which prepares companies for multiple scenarios).

Workforce management involves tackling a company’s roles, goals, and procedures from various angles. Although numerous models are being used in the current business scene, three that are particularly well regarded are the 70-20-10 Model, the High-Impact HR Operating Model, and Strategic Workplace Planning Frameworks. The first focuses on employee training, the second on human resources, and the third on strategic planning and future-based scenarios. Because of major challenges businesses face—including the rapid advancement of technology and the changing global economy—it is vital to embrace agile models that service companies in vastly different conditions.