Strategic Staffing Challenges

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Strategic Staffing Challenges

• In a Time of Business Flux Uncertainty

A World Bank Case Study
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Lessons Learned the Hard Way Bridging the
Knowing-Doing Gap
World Bank Case Studies in Strategic HR
Interventions
Factors impacting Success Failure
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Case 1
Aligning External Relations Communications
Functions in the WB Africa Region with Rapidly
Changing Needs
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Addressing the Perceived Communications Strategy
Vacuum
In interviews, the frequent refrain of there is
no strategy mostly reduced to ignorance of or
puzzlement about how business lines, media
products and unit resources connected with
different stakeholder/interest groups. An
articulated segmentation model addresses this
concern segmentation is the essence of strategy.
Business Lines Products
Roles Responsibilities
Client Segments
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HR Outcomes

• Rationalization of Management Structure
• Grading anomalies surfaced and Tackled
• New Roles Clarified and Written up
• Skills Mix Issues identified
• Service Contracts Renegotiated with various
  Clients Stakeholders
• Career Options Clarified
• Staff reallocation of 20

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Case 2
Reordering the Strategic Priorities of the
Quality Knowledge Functions in the Africa
Region, Developing a new Structure and Solving
the Staffing Fallout
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The QK Marquee Brands
Results Capacity Infrastructure
Country Systems Capacity
Portfolio Quality Fiduciary
Outcomes Results
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Case 3
Creating Space for a Rapid 35 Departmental Skill
Mix Change (with minimum Fallout)
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Soft Landings Potential (In 12 Months)
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HR Outcomes

• 20 Turnover achieved in 6 Months
• 15 Annual Salary Saving Achieved
• Minimal of Soft Landing applications Rejected
• Neutral to positive overall impact on Morale (and
  Engagement)
• Skills Mix positively altered - deeper Tech.
• Professionals/Support ratios improved by 0.75

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Reasons for Success

• Sense of Urgency already in Place
• Shared Understanding that Status Quo not an
  Option
• Pre-established Client-Consultant Trust
• Staff Concerns seen to be acknowledged
• Process conveyed understanding of business
• Speed
• Disengagement before dependency set in
• And Analytics used to maximum Extent

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The World Banks Staffing CrisisBusiness in Flux

• Potential Collapse of the Current Business Model
• Flight of the Middle Income Countries
• Emerging New Centers of Economic/Political Power
• Richly Stocked International Capital Markets
• Governance Corruption
• Borrower Fatigue
• Undermining of the Current Financial Model

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Employment Taxonomy

• Opened Ended
• Quasi-Tenured
• Time-Based
• 4 Year Term, Extended Term Consultants,
  Co-Terminous
• Consultant Contingent
• Short-term consultant
• Service Providers

Fundamental Problem is that Employment Categories
are used incoherently and the taxonomy fails to
address changing business needs
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Tensions between Strategy, Emerging Business
Model Staffing
Career Staff Model
Fluctuating Changing Staffing Needs
Externally Valued Expertise
Bias towards Bank-Specific Skills
Market-Based Pay
Internal Equity
An arbitrary sub-set of staff on HRs Radar
Focus on Complete Talent Pool
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Example of Workforce Segmentation Corning
TALENT SEGMENT AND VALUE
POTENTIAL STRATEGIC ACTION
Strategic Critical to driving long-term
competitive advantage, with specialized skills
or knowledge

Build
Roles that impact thy
Core The Engine of the Enterprise, unique to
the company and core to delivering on its
products and/or services
Protect
Requisite Cannot do without, but whose value
could be delivered through alternative staffing
strategies (other than full-time headcount)
Streamline/ Outsource
Roles impacted by the strategy
Non-Core Talent whose skill sets no longer align
with the companys strategic direction
Redirect
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Intervention Strategy

• Establishing the Connection to Underlying
  Concerns
• Making a Compelling Case
• Bringing Key Stakeholders on Board
• Mobilizing the (internal) Client System
• Using the power of analysis
• Balancing internal/external perspectives
• Offering Options

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Reasons for Failure

• Problem ultimately owned by Consultant
• Advocacy arguably trumped detached objectivity
• Client distracted by multiple immediate Demands
  real and self-inflicted
• Absence of Readiness or sense of urgency
• External Consultant seem as extension of internal
  expert Independent role undercut
• Defensiveness
• Stakeholder interests in conflict
• Short-term parochial interests not overcome

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