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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”
4%
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11%
Q1 Q2 Q3 Q4
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?