© 2016 Proprietary & Confidential to Kelly Services • 1
GET FIT FOR SWP
OPERATIONALIZING STRATEGIC WORKFORCE PLANNING and BUSINESS ANALYTICS
SUSAN DEFAZIOPRINCIPAL CONSULTANTKELLYOCG – GLOBAL ADVISORY PRACTICE
NICK COUTTSFOUNDER and CEO AXIOMODE
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It takes more than guts
of HR practitioners reported that their leaders continue to rely on
gut feelings to make talent decisions.
Source- The Human Capital Institute
80%
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Session outline
Practices Operationalizing SWP
SWP
Indicators
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Group exercises
Decision Quality
Option Selection
Measurement
Prioritising Issues
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Session toolkit
Operationalizing SWP
Decision Quality Template
Roadmap for Evidence Based Practices (EBP) Capability Building
EBP Checklist
Recommended Reading
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Context – market complexity
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Solving key business challenges like…
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Total talent management
VolunteerWorkforce
Freelancers ContingentWorkforce
FTEs Contractors Service Providers
Talent Pools
Current Population
Dynamic Resourcing
Talent Supply Chain Levers
ENTERPRISE OBJECTIVES
STRATEGIC WORKFORCE PLANNING
Worker Value PropositionEmployer Brand
Demand Planning For Execution Integrated Operating Practices Supply for Outcomes
BOTS
BUSINESS ANALYTICS
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Operationalizing SWP – the reality
AND SWP will not be the only
internal initiative !!!!!
Vision& Clarity
Leadership Accountability
Alignment, Tolerance & Language
Engaging theBusiness
Knowledge & Competencies
Influence &Embed Change
Integrated Practices &Tools
RiskEvidence Based
Insight
Capabilities
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Practices integration and alignment
Strategic Planning
Operational Planning/Execution
People Planning
Acquisition/ Management
Financial Planning
80%
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Operational Execution
Financial Planning
People Planning
Strategic Planning
Practices integration, alignment and agility
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The opportunity
Simplicity
is the key to
brilliance
Bruce Lee
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Simplification
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Simplification, alignment and interlock
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EVIDENCE-BASED PRACTICES
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Management practices
LEAN
Reduce variation Remove waste
σ6Possibility space
Nick to consider the linkage and the impact we can make by giving the audience a contextual comparison
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What if possibilities…
…reduce complexity and uncertainty by
linking confidence to business execution
…improve the rigorbehind decisions and create better
predictive analytics
…link your resourcing options to predictive indicators based on
evidence
…adapt quickly to changes in plans
whilst still understanding the
consequences
…control the riskswithin strategies
whilst still maximising value
returned
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Management practices
LEAN
Reduce variation Remove waste
σ6Maximize value
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Management practices
INTEGRATED PRACTICES
DATA
PROCESS SOFTWARE
COMPETENCE
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So what would an effective way of operationalizing SWP look like?
ALIGNMENT INTEGRATED
AGILE
ROBUST
TRANSPARENT
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GOALObjectiveWork Driver
A simple approach to measurement
Competence
The to do the that will
IMPACT the that will help
us towards our which will deliver our
…based on evidence
DEMANDSUPPLY
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GOAL
Integration and alignment
Internal Driver
PURPOSE
ObjectiveExternal Driver
Objective
Objective
Work
Work
Work Internal Driver
VALUESOur Goal is constrained by our Purpose and our ValuesMeaning is given to work by purpose and valuesValues = principles that govern decisions
External Driver
Alignment from getting the logic right
%
% % % %
%
% % %
%
%
%
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Routes to value technique
Goal
Values
Purpose
Work Options
WHAT?WHO? and HOW?(Determines Competencies)
Objectives
WHY?
Work to be done is connected through to the Goal.
In this connected and dynamic environment the effect of any change is instantly seen.
SCALABLE : REPEATABLE : AGILE
Drivers: internal and external
COMPETENCEANALYTIC
BuildBuy
BorrowBind
BalanceBounce
Competence: thebridge between WHO and HOW
CONFIDENCE ANALYTIC
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Time is valuable……
Impact on the Business to Create an Agile and Dynamic Approach
A Day withthe Senior Team
2 – 3 Dayswith Heads
2 – 3 Weeks to map demand
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Access to external competence can increase the options
CommonAssessment
of CompetenceOption Selection
EffortElapsed timeResourcesCostsAvailabilityConfidence
(Note Internal and external systems)
Work
Internal Competence
ExternalCompetence
%
BUYor BUILD
BORROW“On Demand”
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The value of options
Resources
Required
Contribution
to Value
TimeEffort
Availability
Competence
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Availability on the bench or on demand
Option selection – people: competence and availability
CONSTRAINTS:• Availability: low = time to competence
required becoming available• Availability: on the bench or on demand• Competence: level of competence available
COMPETENCE
AVAILABILITYWork
HIGH
HIGH
LOW
LOW Benefit
Decision criteria for options
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Each Option for completing the work has a different value which can change
What Why Where When How For Whom By What For What
Options and value
WORK
OPTION 1
COMPETENCEHIGH
AVAILABILITYLOW
TIME: SHORTEFFORT: LOW
CONFIDENCE:80%
OPTION 2
COMPETENCELOW
AVAILABILITYMODERATE
TIME: LONGEFFORT: HIGH
CONFIDENCE:70%
OPTION 3
COMPETENCEMEDIUM
AVAILABILITYHIGH
TIME: MEDEFFORT: HIGH
CONFIDENCE:50%
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Higher level of confidence = higher probability that value can be achieved in the time required
Confidence – In Achieving the Value of ‘The Work’
Level of Confidence is based on Evidence
20%LEVEL 1
FOUNDATION
35%LEVEL 2
BASIC
APPLICATION
55%LEVEL 3PROFICIENT
70%LEVEL 4ADVANCED
ChangeD to five levels
90%LEVEL 5
ROLE MODEL/MASTER
NOTE: higher competence may not = higher value
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GROUP EXERCISE
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Group exercise – option selectionExercise in creating options
Complete the table below for two Options for the work needed to achieve a Driver in your organisation. For example, increasing the capacity of the partner network by Option 2: adding more partners or Option 3: training existing partners. Please choose a decision that is relevant to your organisation.
NOTE THE SCORING NEEDS TO BE REVERSED FOR EFFORT, TIME TO VALUE AND RESOURCES
Higher competence = higher probability of achieving the value in the time estimated. Availability is time for competence to become available. Effort is the complexity of the work. Resources = equipment, budget, process, data required.
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Measuring impact and value produced
StrategyTactics
Drivers
Sub-Objectives
Objectives
BehavioursPurpose
Goal
Values
Work
Options
Drivers – making outcomes explicit
Scale of measurement
Metrics of measure
Key Metrics
Driver of change to assets, systems, process or competencies
CONTRIBUTION 120
SUFFICIENCY CONFIDENCE 80%
ATTRIBUTION CONFIDENCE 70%
RESPONSIBLE Ed.
METER
Subscription revenue as % of total revenue
ACTUALS
INFORMATION
START FAIL ACCEPTABLE CURRENT TARGET
55 70 100 115 250
START FAIL CURRENT ACCEPTABLE TARGET
32
Link to measurement
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Dashboard for tracking progress
33
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Routes to value map
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Summary - Routes to Value technique
Real-Time Feedback
Exposes Complexity
Connected
Inherent Change
Fully Consistent
Shared value at all levelsGetting the logic rightNetworkedAlignment and meaningIntegrated
React fast to changeExecution optionsStrategic evolutionEmbraces turbulenceAgile
Resource allocationCannot be ‘gamed’Links ‘top-down’ to ‘bottom-up’Consistent decisionsRobust
In an abstract formatIn a fully integrated formatWith audit trail
Confidence in the planConfidence in the networkValue creation NOT resource utilizationRisk indicators and awareness
CONNECT TO DECISION QUALITY?
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Indicators
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Workforce analytics maturity
Source: Bersin & Associates – Talent Analytics Maturity Model 2012
>60%
>20%
<10%
< 5% Level 4: Predictive Analytics
Development of predictive models, scenario planning, risk analysis and mitigation, integration with strategic planning
Level 3: Strategic AnalyticsSegmentation, Statistical analysis, development of people model,
Analysis of dimensions to understand cause and delivery of actionable solutions
Level 2: Proactive – Advanced ReportingOperational reporting for benchmarking and decision making,
Multi-dimensional analysis and dashboards
Level 1: Reactive – Operational ReportingOperational reporting for measurement of efficiency and compliance,
Data exploration and integration, Development of data dictionary
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Confidence and competence analytics
LEADING INDICATORS SHAREHOLDERS – ANALYSTS - STAKEHOLDERS INSIGHT - FOCUS - DIRECTION
£
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It takes evidence
of HR practitioners reported that their leaders continue to rely on
gut feelings to make talent decisions.
Source- The Human Capital Institute
80% 10%
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Systems thinking
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Operationalizing SWP next steps
TASTER SESSION SPECIAL INTEREST GROUP