Chapter 2
You can't orchestrate what you can't see.
Workforce data is becoming the enabler of adaptability. Yet 43% of executives say workforce decisions are still primarily based on judgement rather than data.
Organisations cannot orchestrate talent unless they first understand the capabilities they already have. Workforce data is becoming the enabler: without it, redeployment, skills-gap analysis and the balance between internal and external resources are all guesswork.
Accountability is where the system breaks down. It is the only measure in the survey where the negative statement outweighs the positive.
Almost half of organisations prioritise short-term gains over long-term capability
Which statement better describes your organisation?
| Positive statement | % | % | Negative statement |
|---|---|---|---|
| Workforce performance is managed consistently across functions | 62% | 38% | Workforce performance is managed inconsistently |
| Workforce performance is explicitly linked to business strategy and outcomes | 62% | 38% | We don’t link our workforce performance closely enough to our business strategy |
| We have clear metrics to measure workforce productivity | 60% | 40% | We lack clear or consistent ways to measure workforce productivity |
| Workforce decisions are driven by performance data and analytics | 57% | 43% | Workforce decisions are primarily based on judgement rather than data |
| We balance short-term performance targets with long-term capability building | 55% | 45% | We prioritise short-term gains over long-term capability development |
| Leaders are measured and rewarded based on workforce performance | 47% | 53% | Leaders are not formally measured or rewarded based on workforce performance |
Leadership accountability is the only statement where the negative outweighs the positive: 47% say leaders are measured and rewarded on workforce performance, while 53% say they are not.
What the Workforce Adaptability Leaders do differently
The Leaders treat workforce planning as a core business discipline rather than an HR process. The gap is widest on linking workforce planning to business strategy.
The Leaders embed strategy, data and measurement into workforce decisions
Workforce Adaptability Leaders compared with everyone else
Performance explicitly linked to business strategy
Decisions driven by performance data
Clear metrics to measure productivity
| Measure | Leaders | Everyone else |
|---|---|---|
| Performance explicitly linked to business strategy | 82% | 60% |
| Decisions driven by performance data | 70% | 55% |
| Clear metrics to measure productivity | 75% | 58% |
82% of Workforce Adaptability Leaders explicitly link workforce performance to business strategy, against 60% of everyone else. 70% drive workforce decisions with performance data against 55%, and 75% have clear productivity metrics against 58%.
Orchestrate the Workforce
Where could better workforce intelligence help your organisation make faster or better decisions?
What to do now
- 1
Create a clearer view of workforce skills, potential, mobility, capacity and capability gaps.
- 2
Link workforce planning directly to business strategy so people decisions are made against future priorities.
- 3
Use workforce data to support faster, more consistent decisions on reskilling, redeployment, hiring and automation.
- 4
Make leaders accountable for workforce outcomes, including capability building, engagement and team performance.