These differences between competitive intelligence as commonly
practiced and the emerging discipline of Workforce Competitive
Intelligence™ (WCI) indicate the ways that WCI contributes
to and extends the art and science of CI.
| Traditional CI |
Workforce CI |
| Often exists in a silo |
Is horizontally integrated and networked
by nature |
| Typically has no connection to HR-related
networks |
Always integrated with HR-related networks |
| Rarely is asked to contribute to human
capital issues |
Human capital issues are often the foundation
of WCI |
| Rarely creates and sustains competitor
alumni programs |
Competitor alumni programs are a crucial
part of WCI, and are often institutionalized |
| CI leader never placed in the HR function |
WCI leader could be placed within the HR organization |
| Can function in environments where people
are viewed as disposable assets |
Can function only in environments where
human capital is truly valued |
| Can operate adequately in a company with
a transactional, non-strategic HR function |
Requires a strategic-minded and innovative
talent management function |
| Rarely is responsible for workforce information
security |
Typically leads and manages an ongoing
workforce information security program |
| Rarely is involved in pre-retirement debriefing
of key employees |
Creates, leads and manages formal pre-retirement
information gathering initiatives |
| Employs traditional CI training and development
programs |
WCI leader and staff must understand both
CI and human capital management issues to be successful. |
