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Propelling forward: managing the talent crunch in the water sector


Many societal and economic changes have occurred during the last decade prompting, among other things, changes in the expectations of key segments of current and potential employees. As a result a need has arisen for new and variable workforce planning and talent management strategies and actions.

Although the flow on effects of the recent economic downturn are yet to be fully understood, the situation of the water industry has been no different to many others, with both the national body and many state-based water industry organisations conducting business and workforce analysis to derive the most appropriate skills sourcing and development strategies to garner talented people.

A multitude of options exist . . . but which are the right ones for individual organisations?

To make these decisions, organisations will need a clear business strategy, quality workforce analytics and market dimensioning to determine where the skills required may be acquired and developed-deployed-connected, and how the organisation’s most skilled and valuable people can be retained.

Deloitte Consulting Partner, Monish Paul, presented a paper on this issue at the Australian Water Association’s annual conference in March 2009 – OZWater 09.

To read in full download Propelling forward: managing the talent crunch below.

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