Across the globe, employers are concerned that they are faced with a workforce that is aging and a talent pool that is undereducated, un-or under-motivated and showing shortages in many critical areas.

These problems pose challenges for almost everyone, but they can be especially critical for nonprofits, which usually operate with smaller staffs than for-profits and rely on energetic, dedicated employees.

Recruitment and retention programs can help address the problem, but by themselves they are not capable of solving it.

Jeffrey Akin and Brenda Worthen, in their essay “Managing the Impending Workforce Crisis,” which appears in the book Capturing the People Advantage, argue that five specific practices will help organizations develop platforms capable of addressing emerging talent demands in a sustainable way.

• Redefining knowledge management. Knowledge embedded in IT often can’t adapt or grow to meet changing needs. Knowledge resides in people, not technology.
• Fostering flexibility. This can come in the form of cross-functional or cross-business unit career mobility, job sharing, part-time work, flexible work schedules, etc.
• Supporting transparency. Just as clients want to know what is going on, talented people want their organizations to share information that could affect their careers.
• Decoupling resources from locations. Although globalization can create instability, it can create a more stable supply of talent.
• Breaking down silos. Organizations must abandon structures that rationalize the flow of information up and down the chain of command.

Share this story

Story tools