<div>With organisations entering the new age of economic uncertainties, competing by capability maximisation may become the new name of the game, says a KPMG report on Workforce Optimization. The tough challenge here is to identify, synergise and leverage dispersed capabilities within the organisation; and the ability to do so may be the key source of competitive advantage in the current times. </div><div> </div><div>KPMG’s report “Creating an optimized organization” talks about the recent changes in the business landscape that have triggered the need to create an optimised organisation, leadership, delivery models and change management techniques indispensible for optimization of an organization.</div><div> </div><div>In the changing economic scenario, organisations can no longer take the liberty of continuing with misaligned workforce. The way you can keep ahead is by getting the right set of employees, at the right time, at the right cost and at the right place. It seems like organisations have to get a lot of things ‘right’ in order to reap the benefits from workforce optimisation. This often seems to be the reason why most organisations don’t even attempt it.</div><div> </div><div>Appropriate ‘workforce planning’ and negotiating the right ‘workforce contract’ (part time, temporary, permanent, contract employees) are the two key facets of workforce optimisation. Organisations are thus increasingly exploring diverse internal/external partnerships to realise the objective of workforce cost optimization. </div><div> </div><div>Key avenues of optimisation have to be explored around the four dimensions of organisational framework, namely, structure, workforce, processes and technology. Organisation culture and leadership also have a strong impact the creation of the optimised organisation.</div><div> </div><div><strong>Leveraging The Resources</strong></div><div>Organisations may need to leverage the existing resources by ensuring maximum efficiency, effectiveness and utilisation. The profit, in the current scenario, may come as much form cost as it may come from revenue. Consequently organisations are expected to have a comprehensive cost strategy along with a well crafted revenue strategy. In other words, now is the need to create an optimized organisation.</div><div> </div><div>There may exist multiple avenues of optimisation along the four dimensions of organisational framework- structure, workforce, processes and technology. Some of the key examples in this regard may be process re-design for efficiency, technology up-gradation, workforce planning, role clarification, goals cascading, skill alignment, cross functional/departmental communication, organisation de-layering and team based governance. However, it may also be observed that the real opportunity for optimization is locked in the way these dimensions interact with each other. </div><div> </div><div>Organisations deploy combinations of different delivery models to realise the benefits of optimisation. The delivery models define the nature of interactions among the structure, workforce, processes and technology. Some of the most commonly deployed delivery models are shared services model, outsourcing model, self service model or hybrid model. Implementation of the above mentioned delivery models may be a daunting task from change management perspective. Employees, team and organisations may have to deviate from their usual ways of working to new and unchartered ways of working. In case of creating a shared services organisation or outsourcing select work activities, significant number of employees may get relocated or even separated. Managing such people issues may hold the success of creating an optimised organisation.</div><div> </div><div> </div><div> </div><div> </div><div> </div>
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