WHAT’S YOUR GAME PLAN?

Workforce Planning – How to Find, Build and

Utilize Analytics/Big Data for Successful

Workforce Planning

Moderator: Steven Porter Account Executive, Workday

Scott Greebon Strategic Workforce Planning Leader, GE Oil & Gas

Edwin Sellas Manager, HR Insights and Planning, Spectra Energy

Akia Watkins Director of Talent Planning, Spectra Energy

ENERGY HR EVOLUTION

Managing Competing Priorities & Planning for the Future

GE Oil & Gas:“What’s Your Game Plan?”Building and Utilizing Analytics for Successful Workforce PlanningScott Greebon29 October 2015

3GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

How can HR Analytics be used to implement Business Strategy • Gain a clear understanding of business priorities

• How does this relate to the workforce?

• Establish partners

• Communicate

• Track and follow-up

4GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

Transforming the workforce during an

market downturn

Assessing the value of hiring channels

Attrition Intervention while emerging from a

recession

Three cases where HR analytics made a difference:

5GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

Results:• Reduction of annual cost structure

by $145M (2% reduction in average cost per employee)

• Increased agility and communication via o Reduction of 3 organizational

layers – plans to reduce 2 moreo 14% fewer teams that are 4% larger

than the baseline

Approach:The GE O&G HR team is strengthening the workforce by streamlining operating structures to improve agility, communication and cost structures. This is being measured via Span of Control and numbers of org layers.

Situation:During a time of industry-changing dynamics in the price of oil, GE Oil & Gas has taken the opportunity to strengthen the fundamentals of its operating structures.

Transforming the workforce during an market downturn

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6GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

Tactics to identify opportunity areas• By taking a functional

perspective, spans of

control may be prescribed

and opportunity areas may

be identified

• Further opportunities may

be identified by viewing the

workforce through a

variety of lenses.Commercial

Business Development

Marketing

Product Management

Risk Management

Sales

Enabling

Communications

Environmental Health & Safety

Finance

Human Resources

Information Technology

Legal

Quality

Security

Production

Business Management

Engineering/Technology

EPC Project Management

Executive Management

Manufacturing

Services

Sourcing

Total

7GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

Approach:• Still endeavoring to boost financial

performance, HP sought to fully understand cause and impact, especially before investing incremental salary dollars not tied directly to incremental revenue.

• Deep analysis was done to identify sub-segments of the population driving up attrition and causes

Situation:• September 2009 the U.S. FED

Chairman declared “the recession is very likely over.”

• At Hewlett-Packard Company (HP), a drive to emerge strong from included a drive to increase its sales force

• ≈18 months later, attrition for all major functions were trending down while sales was increasing

Results:• One year later, the attrition trend

was reversed and commission attainment improved.

• Implementation of action plans:o Established new commission plans

which had a larger base and less incentive pay; establish greater stability

o Regional managerial weaknesses were addressed via a comprehensive L&D plan

Attrition Mitigation emerging from recession

8GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

Decompressing data to determine cause

Types of Sales

Historic Performance Ratings

Region / Country Segments

Commission Plans

Employee

Feedback

(VoW)

Business Segmentation

Quota

Attainment

Market

Dynamics

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“Disconnected Data”

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9GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

Approach:• Integrated data relative to of hires

from targeted competitors:o Performance ratings over

previous 5 year periodRetention during past 5 years

o Volume of hires

• A singe combined score was awarded to each competitor relative to three main functions: Engineering, Sales, and Services.

Situation:HP’s Enterprise Group (EG) leader wanted demonstrated improvements in productivity by hiring the “best from the best” – the best employees from our best competitors.

After a year of targeted hiring, no demonstrable improvements had been made.

Results:• Recruiters and hiring managers

were better able to screen candidates and hone searches for passive candidates.

• One year later, candidates hired via the initiative compared to their counterparts from the previous year in the following ways:o Commission attainment +5%o Patents up 12%

Assessing the value of hiring channels

10GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

Evaluating Targeted Competitors • Dell, Inc. and EMC

present in the top 10 best

targeted companies from

which to hire for Engineering,

Sales, and Services

• Cisco consistently presents

in the bottom 5

• Symantec is a rich source of

talent for Engineering, but is in the

top 10 for targeted competitor

attrition for Sales.

• Huawei is on the bottom 5 choices for

Engineering due to high levels of attrition,

but is a strong choice for Sales given a

high incidence of top performance.

11GE Oil & Gas: WorkforceNEXT Fall Summit

11/3/2015

How can HR Analytics be used to implement Business Strategy • Gain a clear understanding of business priorities

• How does this relate to the workforce?

• Establish partners

• Communicate

• Track and follow-up

Questions?