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Prioritize – develop a process for prioritizing business units, skills, jobs, regions and individuals & then for customizing TM approaches to fit them
- Build the business case – work with the CFO in order to develop a process for quantifying the business impacts of the increased agility
- Develop a workforce plan – develop a long-term workforce plan identifying future needs and the potential supply. In addition, develop a short-term “explode out of the box” plan for when the economy turns around
- A shifting process – a process must be developed to identify “when” to make a shift and “where” resources should be increased or decreased
- Integrating and coordinating – develop a process for ensuring that all related talent management functions act in unison
- Metrics and rewards – metrics and analytics must be developed to track in real time the effectiveness of the agility process. Rewards must also be made available to those that successfully adjust to meet changing needs
- Competitive analysis – develop a process for comparing your talent management strategy and tools to those of your competitors. Make sure that the process can identify when your competitor’s are hiring and releasing talent
- An alert system – develop a process to identify and then alert managers about upcoming problems and opportunities, so that they have time to act
- Best practice sharing – a processes must be developed to identify and share agility related best practices and problems
- Identify barriers – develop a continuous process for identifying and then minimizing barriers to agility and rapid change
- Require an agility component – require that all new and revised talent management plans, programs and processes include an agility component prior to approval or budgeting
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