Workforce data must be leveraged to plan ahead for the end of EU withdrawal
In just over three months’ time, the EU Withdrawal Bill transition period comes to an end, meaning businesses could face restrictions on access to EU skills and labour. However, according to a poll conducted by the British Chambers of Commerce, just 38% of businesses have conducted a Brexit risk assessment, due to the majority prioritising their attention on the challenges presented by Covid-19.
In light of this, TrueCue is urging UK businesses not to lose focus on workforce planning and analysis in this critical period if they are to manage the risks the end of the EU Withdrawal Bill transition period on 31st December 2020 poses on talent.
James Don-Carolis, managing director at TrueCue comments: “At a time when most UK-based employers – of which more than half employ EU citizens – are focused on mitigating the challenges presented by a second wave, there is a very substantial risk that post-Brexit migration restrictions will result in skill shortages and recruitment challenges.
“EU migrants are an incredibly valuable source of labour across all skill levels, particularly where businesses face challenges attracting sufficient numbers of UK candidates. At present, the government’s proposed post-Brexit immigration policy treats EU and non-EU migrants on the same basis. In other words, removing the freedom of movement provisions of the Single Market. This means that in just three months’ time employers could face new costs and extra administration if they want to employ EU migrants.
“To avoid risk, it is crucial businesses build a clear understanding of the skillsets within their current workforce and the organisation’s evolving skills demand – workforce planning in this context is paramount. With the end of the EU Withdrawal Bill transitional period fast approaching, it is critical businesses leverage the workforce data available to them within their business, in order to plan for the future.
“There are a wide variety of tools that employers can use. People analytics can be utilised to understand the size, composition and competencies within the workforce so businesses have an understanding of the potential skills shortages that may be created within their organisation. Also, organisation network analysis (ONA) can provide insight into where communication and knowledge reside in the workforce, which can help to quantify the impact of flight risk and increase the speed and effectiveness of onboarding.
“Ultimately, organisations that have a deeper understanding of their workforce, have clarity on their evolving needs and can prepare for both short and long-term shifts in the supply of labour, will be better placed to thrive throughout the second wave and beyond,” Don-Carolis concluded.