Bruce Tulgan

Throughout most of the industrial era and until recently, the dominant staffing model for most employers was based on long-term employment relationships with long-term employees. People were expected to start in entry-level positions appropriate to their skills and credentials and then, over time, move their way up the ladder. The key features of this model were stability and predictability. Staffing strategy was all about planning for openings in an otherwise static organization chart.

But in today’s quickly changing marketplace, where employers can never predict what is just around the corner, the old-fashioned, stable, long-term employer-employee relationship just doesn’t fit. The key to continued success for companies today is the ability to adapt rapidly to new circumstances---whether they are unexpected market opportunities or suddenly vanishing market opportunities. Depending on the circumstancees, staffing may have to expand rapidly, or contract rapidly---or both at the same time. Certain skills may be required all of a sudden and others, just as suddenly, may be no longer necessary.

In the new economy, staffing-needs will be in constant flux. Employers must gear their staffing strategies to be lean and flexible in order to meet unpredictable staffing needs on an as-needed basis. You’ll need the systems, practices and competencies in place to get the right people in the right places at the right times. That means you need great systems, practices and competencies when it comes to strategic planning, supply-chain-management, data mining, talent sourcing, communication, recruiting, selection, and on-boarding. You’ll need a strategic staffing war room.

That means you have two choices: #1. Turn your HR department into a strategic staffing war room. Or #2. Build a strategic partnership with a vendor who can manage a strategic staffing war room for you.