ACHIEVE TALENTMANAGEMENT SUCCESS
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Workforce PlanningWorkforce PlanningApril, 2009April, 2009
ACHIEVE TALENTMANAGEMENT SUCCESS
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Agenda
Relationship between Talent Management & WFP What is WFP A recent study from Bersin/TNG Building a WFP model ground up WFP Capability & Ownership WFP Maturity model Technology Landscape Tips for Implementation
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What is Driving The Need For Talent Management?
Agriculture
Age
Industrial
Age
Knowledge
Age
Talent
Age
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Talent: a critical component of the Business Strategy
BUSINESS STRATEGY
OperationsFinancialSales &
MarketingTalent
Aligning Talent Management With Business Strategy Results from Answering and Resolving Fundamental Questions:
1. How does our business strategy influence our current and future workforce?
2. What skills do we need to drive our strategy?
3. How do we transform our workforce and what changes to HR delivery systems, policies and procedures need to occur?
4. How do we compete more effectively for external talent in the midst of a skills and labor shortage?
5. How do we engage and develop our workforce in alignment with our business strategy?
6. Do we have effective system enablement and integration that allows us to quantify the resulting impacts to our business strategy?
Right People at the Right Time in the Right RoleAt the Most Economical Cost
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Components of Talent Management
INTEGRATED TALENT MANAGEMENT
PerformanceManagement
Workforce Planning
Talent AcquisitionOrganizationDesign
Succession PlanningCompensation
PlanningLearning &
Development
Competency Management
System Enablement
Strategy
Process
DNA
Scalability
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The Vision of integrated TM driven by WFP
Talent Strategy and Planning as derived from your WFP
Silos execute processes in accordance with strategy
Coordination between functions, inputs and outputs
HR Systems must communicate Competency management is the
common language All HR functions operating in
alignment with the business strategy
Bersin Associates, 2008 Talent Management Factbook
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What is Workforce Planning?
Workforce Planning is the process that Workforce Planning is the process that provides strategic direction to talent provides strategic direction to talent management activities to ensure an management activities to ensure an
organization has the right people in the organization has the right people in the right place at the right time and at the right place at the right time and at the
right price to execute its business right price to execute its business strategystrategy
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The Newman Group recently partnered The Newman Group recently partnered with Bersin & Associates to survey what with Bersin & Associates to survey what
the Workforce Planning Landscape the Workforce Planning Landscape looks like today looks like today
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Workforce Planning in Crisis Mode
67% of companies conduct workforce planning on an “as needed” basis…
Relocation Mergers and acquisitions Change in leadership Change in company strategy Global expansion Diversifying the workforce
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Top Challenges in Workforce Planning
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Key Findings in Workforce Planning
The majority of organizations are ineffectual at predicting future talent demands.
Workforce planning fails when it is viewed as an HR issue rather than a business issue.
The industries most heavily impacted by aging talent are also the same industries placing a heavy priority on strategic workforce planning.
Strategic workforce planning will not happen overnight
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Key Findings in Workforce Planning
Organizations need a more consistent approach to workforce planning.
Understanding talent gaps is imperative to the success of a workforce planning process.
Recruiting and staffing currently play a small role in workforce planning.
Technology can improve the workforce planning process for
any company at any level of maturity in workforce planning.
ACHIEVE TALENTMANAGEMENT SUCCESS
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Identifying Talent Gaps
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Why is it so hard to get WFP off the ground?
Because it comes at you from the top down But you need to build from the ground up
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Breaking it all down…Breaking it all down…As with building any house… you first As with building any house… you first need to visualize and agree upon the need to visualize and agree upon the
schematicschematic
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Building the foundation ~ DataRequires you to build processes that stabilize the data Integrate & normalize data from various platformsEnsure you are gathering the right level of information that will translate into ‘intelligence’Utilize any company/industry benchmark data to help you set KPI’s
Mining Internal & External Data Basement Level
City
Internal data warehouses or systems such as: HRMS, Financial Systems, ATS,
LMS, etc.
Environmental Trends such as: Competition, Labor supply, demographics, etc.
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Environmental Trending adds perspective
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Ensuring a Consistent Process
WFP ObjectiveForecastDemand
EvaluateSupply
Analyze Gaps Manage Gaps
Consistent Workforce Planning Methodology Level 1
EXITTM Strategy
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Focusing on the most critical versus boiling the ocean
Target Critical Talent Sets
LeadershipLeadership RolesRoles
BenchBench RolesRoles
FunctionalFunctional ExpertiseExpertise
IndustryIndustry ExpertiseExpertise
Upper Levels
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WFP ObjectiveForecastDemand
EvaluateSupply
Analyze Gaps Manage Gaps
Business Strategy
Consistent Workforce Planning Methodology
Mining Internal & External Data
Operational Effectiveness
Target Critical Talent Sets
LeadershipLeadership RolesRoles
BenchBench RolesRoles
FunctionalFunctional ExpertiseExpertise
IndustryIndustry ExpertiseExpertise
Operational & Strategy Drivers
Business Strategy and Operating Model
Knowledge Transfer
Age/ Retirement Analysis
Retention Management
Capability Management
Mergers & Acquisitions
Headcount Forecasting
Diversity Strategy
Level 1
Basement Level
Upper Levels
Window Views
EXIT
Strategic Planning Lens: 18+ months
Restructure or Expansion
City
TM Strategy
Internal data warehouses or systems such as: HRMS, Financial Systems, ATS,
LMS, etc.
Environmental Trends such as: Competition, Labor supply, demographics, etc.
Operational Lens: Typically annual
Environmental
Influences
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Workforce Planning Drives Talent Management
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So the question now isSo the question now is WHOWHO can build can build this house?this house?
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Does HR Have the Right Capabilities?
“The biggest risk is that you get a model maker, rather than someone who can genuinely add value to the business.”
--Recent quote from a senior business leader
Source: Corporate Leadership Council 2009
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COE Framework
Talent Management based on Applied Intelligence
Str
ateg
yS
trat
egy
Bra
nd
Bra
nd
Str
uct
ure
Str
uct
ure
Pro
cess
Pro
cess
Tec
hn
olo
gy
Tec
hn
olo
gy
HR Business Partners
Shared Services
Work as strategic partners Work as strategic partners with the business utilizing with the business utilizing Talent Intelligence to drive Talent Intelligence to drive their business strategies their business strategies
Focus on the transactional Focus on the transactional WFP tasks such as standard WFP tasks such as standard
reporting and providing reporting and providing meaningful information meaningful information
through ad-hoc reportingthrough ad-hoc reporting
Workforce Planning COE Specializes in Turning Talent Specializes in Turning Talent Information into Talent Information into Talent IntelligenceIntelligence
You don’t have to make everyone in HR an expert at WFP
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Who Owns the Process?
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That’s fine, but still seems like a lot for That’s fine, but still seems like a lot for anyone to accomplish. What are the anyone to accomplish. What are the
various levels of workforce planning and various levels of workforce planning and tools being used?tools being used?
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Workforce Planning Maturity Model
Business PlanBusiness Plan& Headcount& Headcount
DataData
Traditional WFPTraditional WFP
Situational WFPSituational WFP
Business PlanBusiness Plan& Headcount& Headcount
DataData
DataDataRelationshipsRelationships
Business PlanBusiness Plan& Headcount& Headcount
DataData
DataDataRelationshipsRelationships
Business Business StrategyStrategy
Workforce AnalyticsWorkforce Analytics
Scenario ModelingScenario Modeling
Strategic Strategic Workforce PlanningWorkforce Planning
Incr
ease
d le
vels
of
WF
P c
om
ple
xity
Incr
ease
d le
vels
of
WF
P c
om
ple
xity
Wo
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Seg
men
tati
on
Wo
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Seg
men
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on
Increased data points for analysisIncreased data points for analysis
BasicBasic
IntermediateIntermediate
AdvancedAdvanced
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Basic: Traditional WFP
Business PlanBusiness Plan& Headcount& Headcount
DataData
Traditional WFPTraditional WFP
The most commonly used workforce planning process is a traditional The most commonly used workforce planning process is a traditional approach focused primarily on headcount trending. Through the analysis of approach focused primarily on headcount trending. Through the analysis of current vs. forecasted headcount, a company is able to determine it’s talent current vs. forecasted headcount, a company is able to determine it’s talent
gaps against the budgeted headcount in the business plangaps against the budgeted headcount in the business plan
BasicBasic
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Sample Headcount Report
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Basic: Situational WFP
Business PlanBusiness Plan& Headcount& Headcount
DataData
Situational WFPSituational WFP
Situational workforce planning is a basic model that is similar to the Situational workforce planning is a basic model that is similar to the Traditional workforce planning in that it analyzes the variances between Traditional workforce planning in that it analyzes the variances between actual vs. needed headcount. However, this model is used as a one-time actual vs. needed headcount. However, this model is used as a one-time
approach to address a specific business challenge (e.g. merging companies, approach to address a specific business challenge (e.g. merging companies, relocating an office)relocating an office)
BasicBasic
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1/1 1/7 1/14 1/21 1/28 2/4 2/11 2/18 2/25 3/3 3/10 3/17 3/24 3/31 4/7 4/14 4/21 4/28
DHS Yes 2 mo 2 1 1
DOD No 1 mo 1 1
HHS Yes 1 mo 10 5 5
USDA Yes 1 mo 7 3 4
Treasury Yes 1 mo 1 1
DHS Yes 2 mo 1 1 5
OPM Yes 4 mo 15
DOI TBD 2 mo 10 5 5
HHS Yes 2 mo 1 1
OMB Yes 3 mo 30 10 5
SSA Yes 1 mo 15 5 5 5
DOD Yes 1 mo 13
DHS Yes 1 mo 12 12
Intell - client 1 Yes 1 mo 1 1
Intell - client 2 Yes 1 mo 14 7 7
Treasury Yes 3 mo 12 6
State Yes 1 mo 16 4 4 4
OMB TBD 1 mo 3 3
DOT Yes 3 mo 5 5
DOJ TBD none 3 3
DOE Yes 1 mo 17 5 5 5 2
ED Yes 2 mo 5
DOD Yes 2 mo 22 10
DHS Yes 1 mo 13 10 3
HHS Yes none 1
Total 230 0 0 1 2 5 9 3 30 5 27 5 25 5 9 16 5 14 3
SystemsArchitect
ProjectManagers
Developers (Security
Assurance/IT)
Network Management
JDReady?
Trg w/Exiting EE
#Needed
Occupational Groups
AgencyNeeds
January February March AprilClient
Sample Prioritization Schedule
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Intermediate: Workforce Analytics
Business PlanBusiness Plan& Headcount& Headcount
DataData
Data Data RelationshipsRelationships
Workforce AnalyticsWorkforce Analytics
Workforce Analytics moves the Workforce Planning model to an intermediate Workforce Analytics moves the Workforce Planning model to an intermediate level by engaging in heavier quantitative data analysis. This approach goes level by engaging in heavier quantitative data analysis. This approach goes
beyond headcount analysis to example relationships between key data beyond headcount analysis to example relationships between key data variables such as; employee demographics, cost, turnover, performance, variables such as; employee demographics, cost, turnover, performance,
etc.etc.
IntermediateIntermediate
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Ordinary Metrics & Measures with WFP Lens
Turnover–Typically we look at Voluntary vs. Involuntary–Focus is on reducing voluntary
Performance Ranking–Typically 5 point rating scale–Often a forced distribution
By looking at turnover data by performance category, you can create a Retention Index–Comparing the average turnover rate to the rate of turnover
within a specific category
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Retention Index
Performance Category
Performance Rank All
Far Exceeds Exceeds Meets
Needs to Improve
Does not
meet
# Employees 6500 300 1300 3500 1000 400
Total Turnover 1625 75 450 600 200 300
Turnover % 25% 25% 35% 17% 20% 75%
Retention Index 0% -10% 8% 5% -50%
Talent Leak
Formula: Ave Turnover % – Ave Turnover % in Demographic = Retention Index
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Retention Index
Employee Tenure
Tenure AllMore
than 1511-15 years
5-10 years
1-4 years
Less than 1 year
# Employees 6500 300 1300 3500 1000 400
Total Turnover 1625 25 200 700 550 150
Turnover % 25% 8% 15% 20% 55% 38%
Retention Index 17% 10% 5% -30% -13%
Talent Leak
Formula: Ave Turnover % – Ave Turnover % in Demographic = Retention Index
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Intermediate: Scenario Modeling
Business PlanBusiness Plan& Headcount& Headcount
DataData
DataDataRelationshipsRelationships
Scenario ModelingScenario Modeling
Scenario Modeling also utilizes a heavier quantitative approach found in Scenario Modeling also utilizes a heavier quantitative approach found in Workforce analytics. However, the difference here is in layering in qualitative Workforce analytics. However, the difference here is in layering in qualitative ‘what if’ situations that test data relationships and make projections that are ‘what if’ situations that test data relationships and make projections that are
more accurate and fine-tuned.more accurate and fine-tuned.
IntermediateIntermediate
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Scenario Modeling Example
CurrentWorkforce Plan
Industry Trends
Political Developments
Labor Changes
New Business Strategies
FutureWorkforce Plan Impact
Business PlanBusiness Plan& Headcount& Headcount
DataData
Business PlanBusiness Plan& Headcount& Headcount
DataData
‘‘What if’ What if’ situations that situations that
could impact the could impact the workforce plan workforce plan
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What if?What if?
Chime North Phone company divested it’s Home Phone and Mobile Phone Call Center Departments.
Example: Company Divestiture Scenario
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Advanced: Strategic Workforce Planning
Business PlanBusiness Plan& Headcount& Headcount
DataData
DataDataRelationshipsRelationships
Business Business StrategyStrategy
Strategic Strategic Workforce PlanningWorkforce Planning
Strategic Workforce Planning is the most advanced approach because it is Strategic Workforce Planning is the most advanced approach because it is more integrated into the organization’s business and financial planning more integrated into the organization’s business and financial planning
processes. This enables organizations to have a talent plan that is aligned processes. This enables organizations to have a talent plan that is aligned with the business strategy, thus guiding more informed business with the business strategy, thus guiding more informed business
decisions.decisions.
AdvancedAdvanced
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Sample Leader Insight Meeting Questionnaire
SPU Leader Insight MeetingWhat are your greatest workforce risks/concerns?
What are your expectations from a workforce plan?
How would you define the success of a workforce plan?
What talent information do you need to make strategic decisions?
Who are the key stakeholders in your area we need to speak with?
What financial information do you need to make strategic decisions?
Is the information you need readily available to you?
Validation of talent data
What is the average spend (by discipline) in your workforce?
Do you feel the average spend by discipline is a strength/concern?
Do you have the right talent mix? (FTE, Contract, ExPats, Nationals)?
Is this role difficult to source in the marketplace?
What roles are essential to managing the contract spend for your area?
What roles are essential to managing the contract spend for your area?
What are your training needs talent effectiveness? (internal, external)
Individual action plans for each SPU
to close the gap
BuildDevelopment for internal talent
movement
BuyAcquire talent externally
BorrowAugment headcount with
contract or temporary labor
BouncePlanned attrition
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Workforce Segmentation
Wo
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rce
Seg
men
tati
on
Wo
rkfo
rce
Seg
men
tati
on
Workforce Segmentation is taking the larger Workforce Plan and breaking it Workforce Segmentation is taking the larger Workforce Plan and breaking it down into components (segments, job families) that have more strategic down into components (segments, job families) that have more strategic
importance. This allows organizations to analyze the dynamics, needs and importance. This allows organizations to analyze the dynamics, needs and motivations of the critical roles, thus investing their resources more motivations of the critical roles, thus investing their resources more
strategically. strategically.
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Workforce Segmentation Example
Source: The Conference Board “Strategic Workforce Planning, Forecasting Human Capital Needs to Execute Business Strategy”; via Corning Incorporated
BuildBuild
ProtectProtect
Streamline/ Streamline/ OutsourceOutsource
RedirectRedirect
Roles that affect the strategy
Roles affected by the strategy
Strategic
Critical to driving long-term competitive advantage, with specialized skills or
knowledge
Core
The “Engine of the Enterprise,” unique to the company and core to delivering on its
products and/or services
Requisite
Cannot do without, but whose value could be delivered through alternative staffing
strategies (e.g. off-shoring, outsourcing, replace w/technology)
Non-Core
Talent whose skill sets no longer align with the company’s strategic direction
Incr
ease
d in
vest
men
tIn
crea
sed
inve
stm
ent
Potential Strategic Action
Talent Segment and Value
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Technology Solutions Landscape
ERPERPPure PlaysPure Plays ATSATS LMSLMS AnalyticsAnalytics EmergingEmergingPlayersPlayers
PerformancePerformanceManagementManagement
In House In House SolutionsSolutions
Exa
mp
le P
rovi
der
s
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Tips for implementation
Identify the Identify the Business case & Business case &
Sponsors for Sponsors for WFPWFP
Identify Identify Core Core
Planning Planning TeamTeam
Define Define Success Success MeasuresMeasures
Engage Engage Stakeholders Stakeholders
for for Qualitative Qualitative
and and Quantitative Quantitative
inputsinputs
Pilot thePilot the WFP WFP
efforts in efforts in smaller smaller
divisions divisions to tweak to tweak
as neededas needed
Workforce Planning WorkshopsWorkforce Planning Workshops
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General Q&A
Thank you for attending
If you have questions or would like further information,
Email: [email protected]
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