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By Alyson Getty, Consultant The New Year has dawned and while most of us still have the memories of the holidays playing on our minds, it is time to get to work once again. 2002 brings the possibilities and promise of a time to start over: new resolutions, new relationships, new customers, and a way of shaping your organizational strategy. If you thought that 2001 was a tough year, buckle your seat belt there are more bumps ahead. The question is are you ready? Organizational leadership must contend with the looming economic recession and other indefinite issues such as globalization, the increasing use of technology, and a heightened state of national security. With out a doubt these concerns have had a ripple effect through many organizations, spawning massive layoffs, extremely conservative decision-making, and cost cutting. While many organizations may choose to approach this uncertain time with a wait-and-see attitude, strategic organizations are using this slow-down and the spirit of the New Year to focus on their most valuable asset: PEOPLE. Tough times, call for tough action. Layoffs have been a necessary cost-cutting measure and as a result the workforce has been rocked with the anxiety of uncertainty. Never before has it been more important to retain your organizations top-talent and ensure that even during the expense cutting frenzy that the talent your team needs for future growth is not lost. While developing an HR strategy in this uncertain business environment leaders must navigate carefully. Workforce magazine supports this idea, "Organizations that practice strategic HR are combining knowledge about labor-force trends with an understanding of the company's strategic concerns" (September, 2001).
Know The Market In addition to the employment numbers game, the country and especially the southwestern Pennsylvania region, is seeing an increase in the age of its workforce. Specifically, there are more retirements on the horizon. Moreover, there is a reported decline in the number of workers expected to enter the workplace. As a result, it becomes clear to all organizations that finding and keeping a qualified talent pool will remain a high priority for some time and a lynchpin for strategic HR success.
Know your Workforce Strategic organizations recognize that understanding what matters most to employees is a cornerstone for retention. Past sure-fire indicators such as compensation, opportunity for advancement, and leadership remain as strong benchmarks. Today, these people development cornerstones are being weighed with the addition of other important employee priorities. For instance, reduced work schedules and "skill based" resumes are both emerging workforce patterns that will affect retention strategies.
Know What to Do Next Alyson Getty specializes in human capital strategy and workforce development initiatives for THE HILL GROUP. For more information about preparing your organization to meet the challenges of your workforce, contact Alyson at agetty@hillgroupinc.com.
References: These materials have been prepared for educational and information purposes only. They are not consulting advice or opinions on any specific matters. Transmission of the information is not intended to create, and receipt does not constitute, a consultant-client relationship between The Hill Group, Inc. and any recipient of this material. Readers should not act upon this information without seeking professional advice. 
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