Operational Workforce Planning: Optimizing Talent and Maximizing Profitability

transcript

Mollie Lombardi Vice President, Principal Analyst, Aberdeen Group

Dave Weisbeck

Chief Strategy Officer, Visier

WORKFORCE ANALYTICS AND PLANNING. SMART. INTUITIVE. COMPLETE.

OPERATIONAL WORKFORCE PLANNING:

OPTIMIZING TALENT AND MAXIMIZING PROFITABILITY

Mollie Lombardi Vice President, Principal Analyst

Aberdeen Group

DRAWN FROM OUR WORLD CLASS RESEARCH

•  Studying hundreds of organizations and their strategies

•  Covering a wide variety of industries and geographies

ABERDEEN’S METHODOLOGY END-USER INVESTIGATION: PACE FRAMEWORK

Pressures

Internal and external forces that impact the organization’s

market position, competitiveness this, or business

operations

Actions

Strategic approaches that an organization

takes in response to Pressures

Capabilities

Business competencies

required to execute

corporate strategic Actions

Enablers

Key technology solutions

required to support the

organization’s Capabilities

Affordable Care Act

Reporting and Transparency

Wage and Hour Regulations

Skill Shortages

Labor Costs Big Data

Engagement

It’s a complex world…

Unions

WORKFORCE PLANNING IS DRIVING WORKFORCE MANAGEMENT

Source: Aberdeen Group, Workforce Management 2014, May 2014

54% of organizations still have manual or spreadsheet-based workforce planning capabilities

POLL QUESTION

•  Which of the following best describes your current workforce planning efforts? a)  Tactical: scheduling based on short-term workforce needs b)  Headcount focused: planning for how many people will

be added to the business c)  Gap focused: based on required workforce skills and

competencies d)  Scenario focused: modeling multiple anticipated future

workforce and business scenarios e)  No formal workforce planning in place, but we plan on an

informal, ad-hoc basis

TOOLS AND CAPABILITIES

AUTOMATION IMPACTS WORKFORCE PLANNING FOCUS

“Never Waste a Good Crisis!”

SKILLS, CAPABILITY AND COST ARE TOP OF MIND

Source: Aberdeen Group, HCM Trends 2014, January 2014

ENABLING A CRITICAL EYE FOR TALENT

LAYERS OF WORKFORCE PLANNING

•  Short-term scheduling -- looking ahead days and weeks

•  Operational workforce planning -- near-term planning for skills, capabilities, and staffing requirements

•  Strategic workforce planning -- looking out 18 months or longer and planning for future business needs

OWNERSHIP SHIFTS

Necessary but not

Sufficient

IT’S ALL CONNECTED

Time & Attendance Tracking and reporting

what happened

Scheduling Planning to properly implement strategy

Absence Avoiding long-term

problems

Talent Acquisition Finding the staff to fulfill

strategy

Development The right number of people with the right

skills

Retention & Engagement

Keeping staff and customers

POLL QUESTION

•  What is your organization’s most important use for workforce planning data? a)  Feeding into the recruiting process

b)  Guiding learning and development

c)  Informing business unit strategy

d)  Feeding into the succession planning process

WHERE WORKFORCE PLANNING DATA IS USED

“Show Me the Money!”

TOOLS ARE STILL LACKING

AUTOMATION DRIVES RESPONSIVENESS

BEST-IN-CLASS ORGANIZATIONS INTEGRATE FINANCE AND HCM DATA

35%29%

Ability to integrate data between ERP andfinancial and Human Capital Management (HCM)

applicationsPercen

tage of R

ts, n = 239

Best-‐in-‐Class Industry Average Laggard

UNIFIED VIEWS ENABLE PLANNING, COMPLIANCE, AND AGILITY

57%64%

52%67%

37%22% 28% 27% 30%

Real-‐timecollaboration

acrossdepartmentsand divisions

Unified view oflabor costs andworkforce data

Ability toscheduleworkforcebased on

production /service needs

Ability tomonitorregulatorycompliance

Ability to easilytailor solutionto supportbusinesschangePe

tage of R

ts, n = 239 HR / Finance No HR / Finance

INTEGRATED SYSTEMS MEAN INTEGRATED DECISIONS

68%78%

30%36%

0%10%20%30%40%50%60%70%80%90%

Integrated business applicationsserve as a complete and auditable

system of record

Ability to integrate and alignrevenue forecasts with cost

forecastsPercen

tage of R

ts, n = 167

Best-‐in-‐Class Industry Average Laggard

“No Business Plan Without a

Workforce Plan”

THE HR LEADER OF THE FUTURE: CONNECTING THE BUSINESS

CAN WORKFORCE IMPACT ON BUSINESS METRICS BE MEASURED?

BARRIERS TO BEING MORE STRATEGIC

INVEST IN QUALITY

INTEGRATE DATA TO FINE TUNE THE DECISION ENGINE

THANK YOU

For more information on this and other topics, please visit aberdeen.com

Mollie.Lombardi@Aberdeen.com

@mollielombardi

www.linkedin.com/in/mollielombardi/

" Mollie Lombardi, Vice President, Principal Analyst, Aberdeen Group §  Mollie.Lombardi@Aberdeen.com

" Dave Weisbeck, Chief Strategy Officer, Visier §  Dave.Weisbeck@visier.com

" For additional resources, including papers and research reports, visit

www.visier.com

Operational Workforce Planning: Optimizing Talent and Maximizing Profitability

Recruiting & HR