Unit 2

Business and Staffing strategies

Dhakshitha B K
What is Strategic Staffing?
Strategic Staffing: What is it, and how can it improve business functions?

Strategic staffing is a human resource strategy designed

to ensure an organization has the workforce it needs to
meet both current and future business objectives.
Essentially, strategic staffing ensures you have the right
number of permanent and temporary employees for your
business to run efficiently.
How Strategic Staffing Works:
The planned expansion and organic growth of a business
rely on the efficiency of strategic staffing. Once business
leaders have mapped out the planned growth for the
coming months and years, they can determine the
number of employees and skills needed to complete their
objectives.
• HR teams map this information against current staff
profiles, identifying gaps so that when the time comes to
expand, there is enough appropriately skilled staff to
meet the demands of the business. This may mean
reviewing and adjusting the mix of permanent, freelance,
and contract employees, as well as retraining and up
skilling current employees. Notable gaps can then be
filled with the recruitment of new employees.
The Benefits of Strategic Staffing:
• Easily address HR concerns.
Strategic staffing creates a more organized company
structure. This, in turn, makes it easier for the human
resources department to identify and resolve any
problems that may occur.
• Maximize staff utilization.
Companies that do not apply strategic staffing strategies tend
to over hire employees. This results in wasted resources and
redundancy in job functions. With strategic staffing, a company
can maximize employee efficiency, creating more specialized
roles.
• Plan for future staffing needs.
With a strategic staffing plan in place, HR teams can proactively
hire and train new employees to meet the future needs of the
business. When production increases, skilled staff is already
available to meet the new demands.
How to Staff Strategically:
• 1. Start with understanding your company's needs and
capabilities.
1.1 Start by understanding your financial capabilities.
Considering the company's financial capabilities, decisions
should be made on whether a position should be added,
removed, or combined with another position.
1.2 Identify the positions your company needs.
What positions are needed to meet current objectives?
What positions are likely to become important to the
company in the future?
2. Mobilize your HR team.
• 2.1 Begin recruiting the right people for these positions.

Once key positions have been identified, the HR team

must scout and recruit the right people to fill these
positions. If the budget allows, highly qualified candidates
can be hired to take on these roles
3. Invest in training and development.

• 3.1 Train new hires.

• Once an employee is hired, they need to
undergo development training. Even highly qualified
candidates must undergo some form of training to fully
understand the requirements of the position and to align
themselves with the vision of the company.
4. Focus on employee retention.
• 4.1 Put an employee retention strategy in place.
• A key part of strategic staffing is taking care of the talent
that has been recruited and developed. Employee
retention plays a big role in making a company
successful. If there is a high staff turnover, resources are
wasted on training and development.
• What is meant by strategic staffing?
Strategic staffing is a strategy designed to ensure an organization has the right
number of skilled employees to meet both current and future business needs.
• Why is strategic staffing important?
Strategic staffing streamlines staffing and maximizes productivity. It also ensures
that businesses have the staff available to grow.
• What are the benefits of strategic staffing?
• Businesses can easily identify HR concerns.
• It maximizes staff utilization.
• It allows businesses to plan for future staffing needs.
• Who is responsible for implementing strategic staffing?
The human resources department is responsible for developing and implementing
a strategic staffing plan.
The four staffing processes can help your business run
more efficiently
• Short-term Staffing Analysis
• Defining Staffing Requirements
• Future Staffing Needs
• Improving Effectiveness
Short-term Staffing Analysis
• As a small business owner, analyzing your current staffing levels will
help you determine the appropriateness of your current staffing
size. Use your payroll records to assess whether you are paying
overtime on a regular basis as consistently paying overtime often
indicates an under-staffing issue in specific areas. Analyze the work
necessary to perform each current position by computing the time
required to perform each job function. If you find that a current
full-time employee's job function requires more than 40 hours each
week, increase your staff by adding a part- or full-time employee,
depending on your analysis.
Defining Staffing Requirements
• Staffing requirements often change seasonally, as your
company grows, with changes in technology or during times
of decreased revenues. Match the competencies, or skills, of
each employee to your company's needs by performing a
detailed job analysis. Determine whether each employee
requires further training in management techniques or
technological skills. You can use your payroll records and
monthly income statements to project whether you need to
budget for temporary or permanent help during seasonal
increases in sales.
Future Staffing Needs
• If your small business is in a growth mode, include additional staff and
training dollars in your future budgeting process. Adequate staffing levels
can reduce work-related injuries, improve employee morale and increase
the level of customer satisfaction. Use your one- five- and 10-year strategic
plan to project how many employees you expect to hire in the future.
Analyze your strategic plan, and determine whether you anticipate
promoting current employees into future positions or whether you will
need to recruit employees from outside your firm. The average cost to
bring a highly skilled or managerial level employee into your small
business ranges from 50 to more than 100 percent of his salary, according
to the Society for Human Resource Management.
Improving Effectiveness
Effective, well-trained employees help your business stay competitive,
increase your employee's job satisfaction and reduce turnover. Retaining
valuable employees by offering training and upward promotion
opportunities saves you money and increases the employee's feeling of
loyalty to your company. Use your job descriptions and job analysis to plan
possible employee advancement tracks that align with your company's
strategic plan. Offer in-house or external training opportunities to prepare
employees for future business changes, thus eliminating or reducing the
need to hire external candidates who may not be loyal to your business or
may not fit well within your small business operations.
Firm’s Business Strategy
Business strategy is the strategic initiatives a company
pursues to create value for the organization and its
stakeholders and gain a competitive advantage in the
market. This strategy is crucial to a company's success and
is needed before any goods or services are produced or
delivered.
WHAT’S A BUSINESS STRATEGY?
Business strategy is the strategic initiatives a company
pursues to create value for the organization and its
stakeholders and gain a competitive advantage in the
market. This strategy is crucial to a company's success and
is needed before any goods or services are produced or
delivered.
According to Harvard Business School Online's Business
Strategy course, an effective strategy is built around three key
questions:
• How can my business create value for customers?
• How can my business create value for employees?
• How can my business create value by collaborating with
suppliers?
Many promising business initiatives don’t come to fruition
because the company failed to build its strategy around value
creation. Creativity is important in business, but a company
won't last without prioritizing value.
The Importance of Business Strategy
A business strategy is foundational to a company's success. It helps leaders
set organizational goals and gives companies a competitive edge. It
determines various business factors, including:
• Price: How to price goods and services based on customer satisfaction
and cost of raw materials
• Suppliers: Whether to source materials sustainably and from which
suppliers
• Employee recruitment: How to attract and maintain talent
• Resource allocation: How to allocate resources effectively
CREATING VALUE
• To craft a successful business strategy, it's necessary to obtain
a thorough understanding of value creation. In the online
course Business Strategy, Harvard Business School Professor
Felix Oberholzer-Gee explains that, at its core, value
represents a difference. For example, the difference between
a customer's willingness to pay for a good or service and its
price represents the value the business has created for the
customer. This difference can be visualized with a tool known
as the value stick.
The value stick has four components, representing the value a
strategy can bring different stakeholders.
• Willingness to pay (WTP): The maximum amount a customer is
willing to pay for a company's goods or services
• Price: The actual price of the goods or services
• Cost: The cost of the raw materials required to produce the goods
or services
• Willingness to sell (WTS): The lowest amount suppliers are willing
to receive for raw materials, or the minimum employees are willing
to earn for their work
The difference between each component represents the value
created for each stakeholder. A business strategy seeks to widen
these gaps, increasing the value created by the firm’s endeavors.
Increasing Customer Delight
• The difference between a customer's WTP and the price
is known as customer delight. An effective business
strategy creates value for customers by raising their WTP
or decreasing the price of the company’s goods or
services. The larger the difference between the two, the
more value is created for customers.
• A company might focus on increasing WTP with its
marketing strategy. Effective market research can help a
company set its pricing strategy by determining target
customers' WTP and finding ways to increase it. For example,
a business might differentiate itself and increase customer
loyalty by incorporating sustainability into its business
strategy. By aligning its values with its target audiences', an
organization can effectively raise consumers' WTP.
Increasing Firm Margin
• The value created for the firm is the difference between the
price of an item and its cost to produce. This difference is
known as the firm’s margin and represents the strategy's
financial success. One metric used to quantify this margin
is return on invested capital (ROIC). This metric compares a
business's operating income with the capital necessary to
generate it. The formula for ROIC is:
• Return on Invested Capital = Net Operating Cost After Tax
(NOCAT) / Invested Capital (IC)
• ROIC tells investors how successful a company is at
turning its investments into profit. By raising WTP, a
company can risk increasing prices, thereby increasing
firm margin. Business leaders can also increase this
metric by decreasing their costs. For example,
sustainability initiatives—in addition to raising WTP—can
lower production costs by using fewer or more
sustainable resources. By focusing on the triple bottom
line, a firm can simultaneously increase customer delight
and margin.
Increasing Supplier Surplus & Employee Satisfaction
By decreasing suppliers' WTS, or increasing costs, a company
can create value for suppliers—or supplier surplus. Since
increasing costs isn't sustainable, an effective business strategy
seeks to create value for suppliers by decreasing WTS. How a
company accomplishes this varies. For example, a
brick-and-mortar company might partner with vendors to
showcase its products in exchange for a discount. Suppliers
may also be willing to offer a discount in exchange for a
long-term contract.
In addition to supplier WTS, companies are also responsible for creating value
for another key stakeholder: its employees. The difference between employee
compensation and the minimum they're willing to receive is employee
satisfaction. There are several ways companies can increase this difference,
including:
• Increasing compensation: While most companies hesitate to raise salaries,
some have found success in doing so. For example, Dan Price, CEO of
Gravity Payments, increased his company's minimum wage to $80,000 per
year and enjoyed substantial growth and publicity as a result.
• Increasing benefits: Companies can also decrease WTS by making working
conditions more desirable to prospective employees. Some offer remote or
hybrid working opportunities to give employees more flexibility. Several
have also started offering four-day work weeks, often experiencing
increased productivity as a result.
There are several ways to increase supplier surplus and
employee satisfaction without hurting the company's
bottom line. Unfortunately, most managers only
devote seven percent of their time to developing
employees and engaging stakeholders. Yet, a successful
strategy creates value for every stakeholder—both internal
and external.
STRATEGY IMPLEMENTATION
Crafting a business strategy is just the first step in the
process. Implementation takes a strategy from
formulation to execution. Successful implementation
includes the following steps:
• Establish clear goals and key performance indicators (KPIs)
• Set expectations and ensure employees are aware of their roles and
responsibilities
• Delegate work and allocate resources effectively
• Put the plan into action and continuously monitor its progress
• Adjust your plan as necessary
• Ensure your team has what they need to succeed and agrees on the
desired outcome
• Evaluate the results of the plan
Throughout the process, it's important to remember to adjust your plan
throughout its execution but to avoid second-guessing your decisions.
Striking this balance is challenging, but crucial to a business strategy's
success.
What are the key components of a business
strategy?
Business strategies come in all shapes and sizes (see some
examples/resources below) and can vary significantly in
their depth. Most business strategy documents will
however contain the following:
1. Vision and objectives
A business strategy is intended to help you reach your
business objectives. The vision element of this provides a
clear direction for the business. This enables you to
develop tactical instructions within the business strategy
for what tasks need to be completed, and which of your
resources are responsible for completing them.
2. Core values
• A business strategy guides leaders, as well as
departments, about what should and should not be
done, according to the organization’s core values.
Defining the organizations core values helps to ensure
that employees are on same page, and with the same
goals.
3. SWOT (strengths, weaknesses,
opportunities and threats)
For any business, understanding its strengths,
weaknesses, opportunities and threats is critical. This is a
core part of any business strategy, and ensures that
humility, and self-awareness are present. Understanding
this helps to define where the organization can win, and
areas that must be addressed in the future.
4. Tactics and operational delivery
The tactical element of a business strategy will set out the
operational details that define how the work should be
delivered. Tactical delivery is critical for the success of any
business strategy, and managers who have responsibility
for tactics understand what needs to be done. This
ensures that time, and effort is not wasted.
5. Resources and resource allocation
Generally the resource element of a business plan will
cover the allocation of existing resources, as well as where
additional resources will be found. Most businesses rely on
many different resources, people, technology, financial,
and physical resources. Having a clear picture of these, and
future requirements enables leaders to see where to add
more resources in order to achieve their goals.
6. Measurement and analysis

The evaluation phase places emphasis on how a business

is performing in relation to the business strategy.
Measurement, helps you to stay closely aligned to the
strategy, define deadlines and goals and address things
such as budget concerns. Nowadays, data and business
intelligence platforms play a crucial role in this phase.
Why is a business strategy important?
So, now we’ve defined exactly what a business strategy is, we
can now ask the question why is it important to have one?
• Virtually every business leader has some form of vision for
their organization. Generally, in the early days, such as a
start-up environment, this can be very fluid. However, as time
goes by and business grow, or get busier the “business
strategy” may become less defined.
• When a strategy is not well defined, a business may start to
struggle, with personnel change the core of a business and its
values can often become less defined. This can, in some cases
lead organizations to become victims of their own success,
they may be achieving short-term results, but this could be at
the expense of their long-term viability.
• This problem can become compounded with influencing
factors such as sales dips, rising costs or increased
competition. In these cases a business will begin to suffer.
And, as employees work tirelessly to “put out fires” caused by
such changes, time for strategic thinking becomes a precious
commodity.
• This can of course be avoided. Creating a business strategy is
not an overly difficult task, but it does take time and focus. As
a leader you should prioritize your business strategy and
ensure that you dedicate some time away from the
day-to-day to define your business roadmap.
• Creating a business strategy does not automatically mean
your business will be successful. It does however enable you
to share your organizational vision and goals with your
employees.
How to build a business strategy?
The above gives us a practical definition of strategy and
why it is important. Now, we need to look at how to
successfully build one. This can be broken down into a few
key steps:
1. Defining your vision
• For any strategy to be successful, the fist item to consider is the
company’s values and desired market position. Or, in other words a
company’s vision.
• As we referred to earlier with Amazon’s vision statement:
• “To be earth’s most customer-centric company; to build a place
where people can come to find and discover anything they might
want to buy online.”
• This sets the foundation for developing the rest of the business
strategy. A vision is not just the mission statement, and will also
define the value proposition, ideal customer profile and core
market.
2. Setting your objectives
• The second step of building a successful business strategy is to set out top-level
objectives.
• These, in most cases, will focus on items such as revenue, market penetration,
growth or shareholder value creation. But these are unique to each and every
business. When developing your strategy it is imperative that you are realistic
when objective setting.
• A business strategy is ultimately aiming to answer a series of questions of how a
business can compete, grow and prosper.
• High-level objectives should not focus on achieving a company’s mission, or
reflecting it’s core values. Instead, these items tend to be considered at a lower,
more tactical level such as marketing or communications strategy.
3. Analyzing your business and your
marketplace
• Ok, so you have now defined your vision and objectives.
Next on your strategy development list is to analyze your
business, here’s where your SWOT analysis is key.
• As a leader, knowing where your business is strong is a
critical skill and helps you develop your business strategy.
• Similarly, it is important that you are aware of your
weaknesses. Understanding this ensures that your
strategy is not overly geared towards areas where you
have identified weaknesses, ensuring greater chance of
success.
• The SWOT analysis considers not only the internal
situation of a company, but also the external situation. In
other words, marketplace. Here’s where you define your
playground.
4. Defining your competitive
advantage
• The fourth key stage of developing a business strategy
answers the question of how the objectives will be
achieved. In other words, how you will compete in your
defined market.
• This can also be defining the Unique Selling Point (USP)
that sets you aside from your competition. This is
particularly important in competitive industries where
there are many defined competitor.
• At this stage you will explore items such as how you
create demand for your products or services, increase
sales, utilize new technologies and generate higher
margins.
• For many businesses this is a make or break step. Failure
to define and articulate a competitive advantage can be
fatal for businesses.
5. Building a framework
• The final piece of the strategy puzzle is the formulation of
a framework. Or, it can be considered translating the
strategy into more department specifics.
• For example, individually a communications department
may contribute very little towards an overall strategic
direction. As there are elements within the strategy that
are “out of scope” for this department.
How to measure the success of a
business strategy?
• We may consider a business strategy to be successful
when it is directly responsible for organizational growth
and sales.
• However, to really understand whether a strategy is
successful we must develop a more granular
measurement. It is here that you need to define Key
Performance Indicators (KPIs).
KPIs are typically defined by department, with each of these contributing to
the overall performance of the business. Some examples are:

Financial performance
• Revenue
• Gross profit
• Net profit
• Operating profit
• EBITDA (earnings before interest, taxes, depreciation, and
amortization)
• Free cash flow
Competitive advantage
• Market share %
• Brand recognition
• Media coverage
• Growth vs competition
When To Focus On Business Strategy?
It is always beneficial to implement a business strategy
because it brings more intentional thought to your
operations. When businesses make sizable shifts, business
strategies become even more important because they lay
the groundwork on how to maximize returns. But, a
strategy is not just about growth; it also ensures you take
full advantage of an available opportunity in the market.
Here are a few situations when you may require to focus
on business strategy:
• Starting a new business
• Plans to sell an existing enterprise
• Raising funds among family, friends, the public or investors
• Seeking a new business partner
• Rebranding an existing business
• Investing money into improving a business
• Expanding an organization into a new market or region
• Merging with another organization
• Major internal changes such as personnel changes
Business Strategy Examples

A business strategy can highlight strengths for you to

employ as a unique selling point for your product and
service. Here are six examples of great business strategies:
Product differentiation
Many companies, particularly in the technology or automotive
space, differentiate themselves through their innovation. To get
yourself noticed using this business strategy, you require to
highlight that your products are superior because of their
technology, pricing, features or even design. Product
differentiation is an effective strategy because it sets you apart
from competitors. In return, customers are loyal to you because
of the uniqueness only you can offer them.
Improve customer experience
• Businesses build their reputation on exemplary customer
service. Usually, companies may struggle in a particular
area in their customer experience, so a business strategy
focused on improving service would usually concentrate
its objectives on something like online support or a more
effective call center.
Cornering a younger market
• Organizations see great value in tapping into customers
at a young age so that they continue associating with a
brand as they get older. Some larger companies buy out
their competitors to gain a share of this lucrative market.
Cornering a young market allows you to increase your
presence in a new demographic while retaining your
existing customer base.
Attractive pricing strategy
• The way you price your products and services can impact the way
customers perceive your business. An affordable pricing strategy is
a great option to attract new customers. Pricing your products
beyond what ordinary customers can afford gives an aspirational
value to your brand.
• Both pricing strategies are powerful, but they require a different
business approach. Businesses that keep their prices low require to
achieve higher volumes to be profitable. In comparison, companies
who choose higher prices can maintain the exclusivity of their
product while retaining a large profit margin per product.
Sustainability
• As people become more environmentally conscious, the
demand for sustainable products has increased as well. A
business strategy that positions an organization as a
socially responsible business also demonstrates other
desirable values, such as trust and integrity. Some
examples of sustainable business practices include goals
to reduce energy costs or to decrease the company's
carbon footprint by implementing a recycling program.
Cross-sell more products
Some organizations focus on selling more products to the
same customer. This strategy is popular among banks,
insurance firms and online retailers. By increasing the
number of products sold per customer, you can decrease
your customer acquisition cost and spend less on
marketing.
Firm’s Talent Philosophy – Deriving the firm's staffing strategy

A talent philosophy is the rules or guidelines you have in

place to manage your talent—both existing talent and
potential hires. A talent philosophy should include your
leadership team's preferences for managing talent and
should align with your company's mission, vision, and
values
What is a talent philosophy?
• A talent philosophy is the rules or guidelines you have in place
to manage your talent—both existing talent and potential
hires. A talent philosophy should include your leadership
team’s preferences for managing talent and should align with
your company’s mission, vision, and values.
• Anita summarizes the goal of a talent philosophy as “the
principles we look at for the talent you need to get your
organization to the place you want to be in the future.”
• If you’re ready to define or refine your talent philosophy, start by asking
questions about what your organization’s goals are and the role your
employees play in helping you achieve those goals. For example, if your
company’s vision is to be the best in your industry, what does it mean to
be the best? What are the skills and capabilities you need to be the best?
Once you have those answers, you can build a profile and strategy around
attracting the right type of talent to your organization.
• “It starts with understanding what you’re trying to be and accomplish and
then understanding how you can build a team to help achieve that
dream,” says Anita. “And it doesn’t have to be complex. It can be simple.”
Just by starting, you’ll be ahead of most organizations. Only 30 percent of
companies have company-wide guidelines for how talent should be
managed and as Anita shares, “That’s just not enough.”
How to build a talent philosophy that works?
In order to build a talent philosophy that works, you need
to establish company objectives and your timeline. If your
plan includes growth, define how you’ll achieve that
growth. Will you expand your current base of customers
with new products or services? Acquire new customers?
Expand your target market?
• If your revenue goals are to stay flat, Anita suggests that you “go
deep and ask the right questions to understand what you really
need from your talent.” Questions may include:
• If I could clone someone in my organization with a specific skill,
who would it be and why?
• If I could have more of something in my business, what would it
be?
• If I could have less of something in my business, what would it be?
“This is a great exercise to reconnect with the business leaders at
your organization. It's a time to put on your Inspector Gadget hat,
start learning from your team and hearing their answers,” says Anita.
What are the top 3 reasons you need a talent
philosophy?
1. Decrease Turnover
Over 60 percent of companies fail to have regular
discussions with their employees about career growth and
aspirations. If you don’t have transparency written into your
talent philosophy and your employees can’t see where
they’re headed in your organization, they’ll leave. You can
reduce turnover by being thoughtful about who you want
to hire,and helping employees with career growth once
they’re in your organization.
2. Increase Employee Engagement
If you have a clear strategy on how you want to manage
current employees—how much managers are responsible
for engagement vs. how much HR can assist—your talent
philosophy can help increase employee engagement. This
goes back to accountability and making sure it’s clear who
owns what in the talent management process. And this
will be a huge benefit to you as companies with highly
engaged employees outperform their rivals by as much as
21 percent for profitability.
3. Close Capability Gaps
• With a talent philosophy, managers and HR can work
together to build out the quality and depth of talent your
organization truly needs to meet company goals. This
can help avoid hiring to fill a role simply because the
work is piling up and you need a warm body.
• “Remember, the number one question you need to ask
yourself is this—can the talent you have today deliver on
the business results you need tomorrow. If yes, keep
doing what you’re doing. If not, it’s time to dig in.”
The Five Elements of a Talent
Philosophy
Research from The Talent Strategy Group found that there are five elements that comprise a
talent philosophy:
• Performance: How will leaders respond to high or low employee performance? What are
the consequences and rewards?
• Behaviors: How much do employee behaviors matter, and at what threshold does the
organization start to care about those behaviors?
• Differentiation: How much should the organization invest in leadership development for its
highest performers versus its average potential leaders?
• Transparency: How open should the organization be about each employee’s career
potential within the company?
• Accountability: To what extent should managers be responsible for building quality and
depth of their team?
Why You Need a Talent Management Philosophy
• Because they guide how organizations approach talent
management practices like recruiting, onboarding, and
employee development, talent philosophies tend to make a
positive impact wherever they’re implemented.
• Companies with talent philosophies can more effectively scale
their businesses, reduce siloed thinking, and create a more
consistent employee experience across leaders and
departments. These organizations also position HR
representatives as strategic partners.
Having a clear talent management philosophy also
standardizes an organization’s approach to talent strategy
because it acts as a guidebook. Without one, “managers
will rely on their personal preferences and bias to guide
how they manage and grow their teams,” says Marc Effron,
President of The Talent Strategy Group.
But beyond preventing personal biases, there are several reasons why organizations need a
talent philosophy to find and keep employees:
• Competition for talent: In today's job market, there’s intense competition for top talent. An
organization's talent philosophy can help it stand out and attract the best candidates, as it
communicates the organization’s values and priorities to potential employees.
• Retention: Keeping employees on board and engaged is a top priority for most HR
professionals. A talent management philosophy that takes employees’ wants into account
will drive retention because they will stay interested and loyal. For example, if your talent
philosophy emphasizes employee development, research shows they’ll be more likely to
stay.
• Creates a positive culture: Today’s employees want to work for organizations that reflect
their own values. If your philosophy incorporates key values like diversity, inclusion, and
employee engagement, it will create a positive company culture.
• Talent gaps: Do you want your organization to be known as the best in a
specific category like “best place to work for moms” or “best place to work
for new grads”? What does that mean, and how can you hire
appropriately? A talent philosophy can help an organization identify and
fill talent gaps, ensuring that it has the skills and capabilities it needs to
meet its business objectives.
• Decision making: A talent philosophy provides a framework for making
decisions about talent management, including how to evaluate
performance, compensate employees, and invest in employee
development.
Overall, a talent philosophy is an important tool for attracting and retaining
top talent and can help an organization achieve its business goals and stay
competitive in the market.
Prioritize Your People
• Your organization’s most important resource is your people. Their needs and
wants are continually evolving, and their development is key to building a
workforce that will support company growth. And with a solid talent
management philosophy, your leaders can attract and retain employees with the
skills needed to meet company goals.
• New hire onboarding best practices; fair pay; diversity, equity, and inclusion;
employee development; work evaluation; and empowering performance
management are just the beginning to driving job satisfaction every step of the
way and improving employee retention.
• Paylocity does all of the above and more, helping you prioritize your people and
meet the needs of employees in any work environment. Request an HR and
payroll software demo to see how it works.