The trends and pressures facing the workplace and 21st Century Leaders may tempt to overwhelm even the most seasoned leader today. But many organizations preparing for growth recognize that the long-term health of the workplace culture needs a deeper examination and is beginning to move away from prescribed approaches of traditional workforce management toward a new workplace possible.

The Emerging Script

According to a recent Gallup poll (April 26, 2010), projected retirement age for American’s continues to increase. Of the poll:

* 34% percent of nonretirees say they will retire after age 65,
while those saying they will retire before age 65 has shrunk to
29%.

* 27% say they will retire at age 65.

This marks a significant shift in retirement intentions as compared to an earlier poll conducted in 1995. Additionally, the 2010 Global Workforce Study, conducted by Towers Watson, a global professional services firm, identified:

* Today’s employees understand that they are solely responsible for
their long-term financial and physical health and well-being, as well
as their career and performance.

As companies work toward improving financial performance, employees are similarly taking on secondary jobs and/or considering home based businesses to improve their personal financial balance sheets that may have been impacted by the Great Recession and/or who may have been frustrated about a lack of career advancement.

These changes among others may present creative opportunities for 21st Century Leaders and employees to fuse a new employment possible.
While exploring the costs of healthcare benefits and business strategies, the need for more strategic and disciplined people management processes increase as both organizations and employees create a new workplace possible that reflects the different expectations of the 21st Century workforce with the nature and rewards of future work.

Key questions to consider:

* How fit will leadership be for future conditions?
* How variable is the quality of workforce capabilities and talent
pipeline?
* What core disciplines are we exceptional at? Which ones are we
missing?
* What processes are in place to help us build upon future
capability? Which ones may be hindering us right now?
* How might we redesign work and/or organizational structure to
improve talent flow, productivity, and results?
* What employee and leadership behaviors can make meaningful impact?

Bottom Line

The shift in workforce demographics and strategic alignment of talent resources is great news for organizations seeking novel approaches to workforce management that can be custom-tailored to meet complex business needs and compliment an organization’s unique strategy and values. How 21st Century leaders and employees adapt new processes,
evaluate ongoing needs and strive to make the necessary trade-offs
can add some good news to both parties bottom line when strategic
disciplines are well leveraged, and aim to balance workforce costs with agility,personalizing employee’s work experiences and strengthening excellence in execution.

About the Author

About the author:
©Copyright. All rights reserved. Judy White, Workplace Strategist, Author and President, The Infusion GroupSM, LLC, partnering with individuals, leaders and organizations by infusing the 21st Century workplace through custom-tailored people practice consulting and professional coaching services.