Yes, of course, we’ve all read it already, there is a black hole, a hopeless vacuum when it comes to workforce availability, as much in Quebec as anywhere else in the post-industrial world.
Once it is recognized as a counterproductive catastrophe in our production and exploitation systems, we must find a solution, and it passes by the conservation of the patrimony of workforces.
Okay, but what are we actually doing?
The way to disarm the organizational bomb of a lack of workforce certainly has multiple avenues. Facilitate the integration of workers from foreign countries, suggest means of integration in workplaces, be open to new work approaches that were inconceivable only a few months prior.
For our users of the MPO management program, it seems capital to optimize the adhesion of their human resources by improving the junctions between the unavoidable needs of the organization and the motivational needs of the employees.
It’s not surreal, it’s simply about using some finesse in managing the employees’ workplace lives and thus bet on their enjoyment in contributing, in their own way, to the organization’s deployment, to its rentability and by extension to their jobs’ sustainability.
The good old saying “we know our people” isn’t very relevant nowadays. Just like the countryside doctor who, in the past, was doing their best by feeling the broken arm or the fractured leg, we now have to think radiography or scanner to properly decipher the nature of the bodily injury and the solutions to bring to the table.
We’re at this point, having to improve the management methods by acquiring knowledge in psychometry in order to learn the countless ways of better grasping the essential of humans at work.
The managers and specialists of human resources can only benefit from better knowing each other and improving individual planning by modelling the roles, the mandates, the tasks according to its contributors who aren’t asking for more than to be motivated and happy at work.
