How HR directors prioritize strategic HR challenges

When it comes to balancing between managing talent and motivating the disengaged, the polarizing labour market will pose challenges as well as present opportunities for office designers and FM providers. Fulfilling the elements of great workplace design depends on office designers and FM providers to continuously innovate new ways to provide inspiring and motivating workspaces that promote productivity and save money.

But creating the most indulgent workplace is not a guarantee that employees will stay at their workplaces for the long-term. Google has the fourth fastest rate of employee turnover among Fortune 500 companies but is widely renowned for their workplace amenities. The average employee only stays 1.1 years with the company. The workplace amenities offered by Google may make it an attractive workplace for new or returning employees.

So how can FM’s support service-centric missions? First we have to understand how HR directors prioritize strategic HR challenges. Let’s take a look at this chart below. Challenges such as managing talent, improving leadership development and strategic workforce planning - are prioritised as a strong need to act and associated with high future importance. Subsequently, issues like managing flexibility and labour cost, processes or health and security, are clustered around a low need to act with low future importance, but high current capabilities.

How HR directors Prioritize Strategic HR Challenges

Figure: How HR Directors prioritize strategic HR challenges

Source: BCG/WFPMA, 2012

Do you make decisions similar to the ones here on the chart above? If not, how do you prioritize differently? Share your thoughts in the comment below!