Ojong People & Strategy Group designs people strategies that connect executive vision with workforce reality, covering workforce planning, talent acquisition and retention, HR operating model design and people analytics, for organizations of 50 to 1,000+ employees in Calgary and across Canada.
What's included
- Workforce planning and talent gap analysis
- HR function strategy and operating model design
- Talent acquisition and retention frameworks
- People analytics and measurement strategy
- Executive alignment workshops
The connective tissue between strategy and workforce
A strong people strategy is the connective tissue between executive vision and workforce reality. It answers the questions a business plan leaves open: what capabilities will we need, where will they come from, how will we keep the people we have, and how will we know whether it's working.
We help organizations design people strategies that are grounded in business objectives, responsive to market conditions and built to scale, whether you are entering a period of growth, restructuring or cultural transformation.
How we build it
We start with the business strategy and work backwards: workforce planning and talent gap analysis, then the HR operating model, talent and retention frameworks, and the measures that will track progress. Executive alignment workshops make sure the strategy is owned by leaders, not just written for them.
People Strategy: frequently asked questions
What is a people strategy?
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A people strategy sets out how an organization will attract, develop, organize and keep the people it needs to deliver its business strategy, and how it will measure progress. It links workforce decisions directly to business objectives.
What is workforce planning?
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Workforce planning compares the capabilities and headcount the business will need against what it has today, identifies the gaps, and plans how to close them through hiring, development, redeployment or restructuring.
How do you measure whether a people strategy is working?
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Through a people analytics and measurement strategy agreed with leaders at the start, for example retention of critical roles, time to fill, internal mobility, engagement, and progress against the capability gaps identified in workforce planning.