How leading companies build their workforce

How leading companies build their workforce


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When it comes to taking on the challenge of creating a company’s workforce and resource plan, it’s important to note that strategy can change dramatically as a result of technological innovation. A recent article in the Harvard Business Review points out that since the impact of technology will happen over the span of multiple years, instead of overnight, that many companies are slow in reaction to the shift.

Here are three lessons you can learn from what other leading organizations are doing:

Characterize the skills and capabilities needed for success, based on company strategy

When examining workforce management practises, the author discovered that the best performing and most productive companies were the ones that were able to identify their business-critical roles and cluster their most talented employees into those roles. As companies compete in new and different ways, being able to identify and evolve business-critical roles will greatly benefit everyone that organizes the workforce strategy.

Objectively assess the skills and capabilities of your workforce to identify gaps

The best companies will constantly be auditing the current skills and capabilities of their workforce to determine who and how many people are capable of being put in business-critical roles. Being equipped with that information also allows leading companies to strategize how to nurture motivated employees into those critical roles.

Develop and acquire the talent you need to close gaps

Assembling a well-driven, talented workforce is like making whiskey – unless you cellar something today you won’t have anything worth drinking in a few years. It is imperative to match hiring and talent development with future workforce and project needs.

Company strategy should change dramatically with the rise of technological innovation. Advanced analytics, robotics, machine learning, artificial intelligence, and plenty of other tools are fundamentally changing the way work gets done. In fact, almost 50% of learning done in the first of a four-year degree in technology will be obsolete by graduation, indicating an extremely fast rate of development. New technological innovation may not replace many jobs in their entirety, but they will have a dramatic impact on the way many jobs are performed, meaning new skills training, while making existing skills less and less valuable.

Workforce intelligence enables companies to execute the lessons learned above. Being able to identify star performers and having the flexibility to shift them into business-critical roles can help companies that want to start developing their talent as soon as possible. Custom fields provide the ability to track experience and certifications so that you can begin to build employees into “difference-makers” as soon as possible. As the industry leader, Bridgit Bench takes pride in helping operations teams discover new ways to optimize the talent they have, while giving experiential learning to the new hires.



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Lauren Lake

Lauren Lake is the COO and co-founder at Bridgit. She holds a degree in Civil Structural Engineering and is well-versed in construction workforce management and resource planning processes. Lauren has been named to the Forbes Manufacturing & Industry 30 Under 30 and Best Of Canada Forbes Under 30 Innovators lists. Lauren has presented at industry events and conferences, including BuiltWorlds, Canadian Construction Association, Procore Groundbreak, and more. Follow Lauren on LinkedIn and Instagram.


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