Future Fit Assessment for HES

Executive leaders make SWP a priority by allocating enough time, staff and resources to enable effectively

Executive leaders take an active role in SWP methods

Business leaders understand the significance of SWP

Our leaders are incentivised beyond short-term yearly results

We evaluate leadership competence for all facets relating to the future of work

We are certain that our leaders have a comprehensive understanding of the realities relating to the future of work

SWP is integrated into our strategic business and financial planning processes

We accurately identify the roles that create the most value for the organisation

We are able to extend our resource planning needs to 3-5 years from now

Our workforce strategy informs and shapes our business and financial planning

Our business and financial planning informs our people strategy

We are good at aligning our intent across business ad functional silos

I have a high degree of certainty that all our people practices deliver healthy returns

We have a strategic toolkit which helps anticipate and identifies resource supply risks

We conduct labour market-orientated scenario planning

We develop bespoke workforce benefits packages to help drive engagement

We are good at simplifying complexity

We integrate all labour categories into our workforce strategy

There is universal buy-in to enable SWP

There is a clear understanding of SWP and its’ purpose

We have an ability to stay on track and accomplish milestones for SWP

Leaders, in the business and functional groups are good at acting cohesively

Workforce supply and retention are viewed as a collective business responsibility

There is a willingness to listen and act on creative ideas and methods 

We have identified all the tools we need to successfully manage the SWP process

Collectively we have the tools and technology to make SWP easier to accomplish

We are good at knowing which processes serve us well, those that need improvement and elimination

SWP is fully integrated throughout the organisation

We are good at mapping processes before leveraging or buying technology

We are good at making evidence-based decisions and knowing the trade-offs being made

We have access to workforce data spanning the entire talent life-cycle for all labour categories

We gather and analyse comprehensive workforce capacity data

We have well-developed workforce related analytics

Our team is competent and fluent in interpreting workforce data and trends

We are effective and taking action based on insights extracted from business intelligence

We have ways of visually identifying and tracking opportunity and risk for the 21st century

We measure and create a performance narrative across a triple bottom line

We have effective ways of measuring overt and hidden behaviours

We are good at identifying our blind spots