Robin Sudermann, CEO and co-founder of Talentsconnect, regularly shares his visions of the recruiting of the future in his column “A Question of Attitude” in Human Resources Manager magazine. In the seventh part, he talks about the importance of sustainable people strategies for CEOs and the consequences when sales are planned but the required employees are missing. How can companies plan more ahead and avoid the rude awakening?
The biggest challenge for CEOs by 2030 will be positioning themselves on the talent market. In times of demographically predicted shortage of skilled workers, a company's employees will either ensure its success or lead to failure. CEOs and HR teams must meet the needs of their employees in order to offer them a long-term professional home. But what new strategies are necessary if the previous ones were developed in other economic phases?
In order to prepare the company for all developments, CEOs must think and act in the future for several years. The Chief People Officer should think at least a year ahead, as the company's business plan is based on access to employees. Data insights are still neglected in recruiting, although handling data has become an integral part of almost any other business area. People leaders should take an active role in a company's business planning, including developing new strategies and data-based forecasts to build a long-term talent funnel.
Learn here more about how CEOs can develop new people strategies to successfully meet the challenges of the future.
