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Strategic Workforce Planning

Corporation’s Strategic Workforce Planning

The year is 2021 and like life in the first 20 years of the new century, the world is multi-faceted and filled with opportunity. We continue to see expansive technology innovation impacting the way we work and live. We find ourselves in a workplace filled with energetic and committed co-workers, a resourceful and dynamic management team. But we are not in an office building. Rather we are in a virtual space in which co-workers are collaborating, innovating, communicating and sharing through technology at lightening speed when and from where they want.

Corporations are embracing a contemporary employment strategy — a new partnership with their most valuable resources that allows them to thrive as an organization, cutting costs, reducing turnover and absenteeism, increasing productivity and recruiting top talent.


In this year, the healthcare industry has been transformed by more effective uses of technology, communications, connectivity and delivery systems into a healthCare system that promotes wellness, quality of life and restores the care relationship between those who care and those who need care.

Business leaders are seeing their organizations thrive through the creation of an strategic employee brand with a One Team™ model that allows them to recruit and retain top talent, more efficiently manage their human resources, develop a solid competitive advantage, cut waste and improve productivity and profitability beyond what they had previously thought possible.

As Care Challenged workers become the newest majority of the workforce the negative impact of distractions and absences affects colleagues the local organization and business effectiveness. Structural shifts that encourage innovation and effective management practices will reap strategic success over this 30-year cycle of care that’s moving through our working generation and industrialized society.

Corporations Understanding Workers Family At-Home Care Needs

For those boomers who are not infirmed, their aging needs are more holistic. Many are local and accessible from a modified at home care support system. In the home, many boomers need to increase their digital competent and need to integrate the many apps and devises to meet their aspirations. Mobile competence can minimize social isolation offering a menu of available resources. It can offer entertainment, intellectual stimulation activities, organized on line groups could offer more activities that aid those who are finding it harder to get out of the home. Aging boomers could benefit from advances to improve the quality of life. Oh, please note aging boomers are tired of antiquated titles be referring to them as senior citizens or elderly. 70 are the new 50!

Healthcare Industry Direction Sends More Care Home


The transfer of medical roles to the home and increasing numbers of healthcare devices targeted to at home consumers are stimulating more sophisticated at -home care roles. Most current family members are not skilled and unable to perform these increasingly medical tasks. Even though transformations are driving the increased demand for long-term at- home or “local” care, business attitudes toward caregiving have not shifted in accordance. Informed by demographic assumptions from decades ago, corporations are still treating caregiving as if most households have access to a caregiver and as if “caring” primarily manifests in short term, predictable forms that can be handled by programs like “maternity leave.”

It Is Not 1950!  This Is A Working Generation.

Available at- home caregiver assumptions were perhaps appropriate in the 1950s when women predominantly stayed home and could take care of caregiving needs around the house, and when caregiving needs were not as commonly long-term as they are today. Today, 80% of people work. Whether you’re a CEO or an entry-level employee, whether you currently have caregiving responsibilities or not-it is imperative that we come together as a nation to recognize that the current way of doing business is no way of doing business.

Transferring The Burdens To Family?

Baby boomers do not want to transfer the burden of their care needs to their family members. We can lessen the burden on family by outlining how needs are to be met and by whom.  We must resist taking on roles – without choice – that belong in the medical community. But, these challenges are not ones that we can take on as individuals. These caregiving problems are due to the lack of preparation for a national infrastructure and ecosystem.

Upgrading Caregiving Assumptions

As our aging population grows the job of family caregiving must be transferred to professionals who – by choice – want the job, are trained and have the certified at – home or local care skills and capabilities. The current undeveloped labor market of informal caregivers also impedes the success of families to receive relief.  Without a labor market, all of the caregiving staffing companies can be ready to staff jobs, but where is the talent?

The current economic value of family care is $522 Billion dollars. How can that be an unmanaged and unskilled workforce?