Workforce intelligence, not generic advice

Workforce Strategy

Planning the workforce an organization will need, not just filling the one it has.

• Building a workforce strategy for a growing organization

  Growth exposes whatever your hiring and HR processes were quietly getting away with. Here is how to build a strategy before growth forces one on you.

• Why workforce planning fails

  Most workforce plans die in the same three places. None of them are a lack of ambition.

• From recruiting to workforce strategy

  Recruiting fills the role in front of you. Workforce strategy makes sure the next one doesn't surprise you.

Talent

Recruiting, pipelines and the mechanics of getting a hire across the line faster.

• Reducing time-to-hire

  Time-to-hire rarely gets lost where organizations think it does. Here is where the days actually go, and how to get them back.

• Building a clinical talent pipeline

  Clinical hiring runs on a different clock than most recruiting. Here is what actually builds a durable pipeline of licensed staff.

• Recruiting hard-to-fill positions

  A role that has stayed open for months is not usually a sourcing failure. It is a sign something about the role itself needs to change.

HR & Organizations

The infrastructure, from onboarding to retention, that keeps a growing organization standing.

• When an organization has outgrown its HR infrastructure

  Ad hoc HR works fine, right up until the day it does not. Here is how to tell you are already past that day.

• Building an effective employee lifecycle

  Most organizations invest heavily in hiring and then stop. The rest of the lifecycle is where retention is actually won or lost.

• Retention beyond compensation

  Pay matters. It is rarely the whole reason someone leaves, and raising it rarely fixes turnover on its own.

Career

Practical guidance for professionals negotiating, evaluating and advancing their own careers.

• Negotiating compensation

  Most compensation negotiations are lost before they start, by the candidate not asking at all.

• Evaluating job offers

  Salary is the easiest number to compare between two offers. It is often the least predictive of whether either one is right.

• Career advancement strategy

  Doing good work is necessary for advancement. It is rarely sufficient on its own, no matter how good the work is.