Strategic Workforce Planning_20 November 2014
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Transcript of Strategic Workforce Planning_20 November 2014
BEST PRACTICE STRATEGIC WORKFORCE/TALENT PLANNING
(SWP)
CHARLES COTTER
20 NOVEMBER 2014
SANDTON CONVENTION CENTRE
Defining Strategic Workforce Planning (SWP)
Diagnosis of current SWP practices
Research-based reality check
Business Case: Strategic imperative and alignment ofSWP
Applying the 6-step SWP process
SCOPE OF PRESENTATION
WFP - GETTING IT “RIGHT”
Inventory of available organizational core competencies?
Inventory of organizational scarce skills?
Mission critical organizational jobs (to enable strategyachievement)?
Critical employee segments (to promote businesscontinuity/sustainability)?
Competitivity and readiness of organizational talent pipeline?
Identification of organizational talent gaps?
CLEAR VIEW?
CURRENT: HRM-BASED WORKFORCE PLANNING ARCHITECTURE
REQUIRED: BUSINESS-BASED SWP ARCHITECTURE
#1: Aligned with organization’s strategic business plans and priorities.
#2: Future-focused, adopting a strategic, medium to long-term forward-looking approach.
#3: Pro-active, sensitive and responsive to (internal and external)environmental change and trends.
#4: Provides accurate and reliable (clear view) talentplanning/management information e.g. available core competencies;scarce skills; critical jobs and employee segments and talent gaps.
#5: Collaborative, well coordinated and partnering effort (HRM has co-opted business partners e.g. line managers to the process).
DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
#6: Integrated (bundled) with other HR value chain processes e.g.Recruitment, Succession Planning, Retention and Leadership Development.
#7: Generates meaningful business intelligence which shapes, informs andinfluences business planning and supports strategic decision-making.
#8: Integrates both scientific (HRM metrics, predictive analytics andstrategy maps) with artistic (planning) principles.
#9: Dynamic - regularly and systematically monitored, reviewed, evaluatedand adapted (committed to continuous improvement processes).
#10: Yields a positive ROI, with tangible/demonstrable outcomes andimpact i.e. creates sustainable HCM competitive advantages
DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
LEVELS OF SWP MATURITY
Although 92% of companies have some level of workforce planning, only 21%take a strategic, long-term approach to addressing the talent demand, talentsupply and the actions necessary to close the gap between the two.
Only 11% of organizations have currently reached Level 3 of Maturity. Only 10% have reached Level 4.
Although best-practice companies align workforce planning as an integral partof their business and financial planning, 67% of companies at every level stillconduct workforce planning on an “as-needed” basis.
Only 25% of workforce plans are effective at helping business leaders forecastrevenue and operating budgets.
Only 27% of workforce planning processes are conducted by recruiting andstaffing departments . The majority of workforce planning processes are ownedby individual business leaders – so they are disjointed from recruiting and evenHRM.
RESEARCH-BASED (BERSIN) REALITY CHECK
“Strategic workforce planning helps organizations understand the talentrequired to deliver their strategy – without it, the costs are significant.” (HayGroup UK)
“A talented and aligned workforce is crucial for bringing strategy to life andensuring an organization delivers on its objectives” (Hay Group UK)
“Bringing together the right information with the right people willdramatically improve a company’s ability to develop and act on strategicbusiness opportunities” (Bill Gates)
“CEO’s expect the Human Resources function to play a much more active rolein enabling business strategies.” (Deloitte, 2013)
“A company’s employees are its greatest asset and your people are yourproduct .” (Richard Branson)
THE STRATEGIC IMPERATIVE OF WORKFORCE PLANNING
S CANNING
P ROFILING
A NALYZING
D EVELOPING
I MPLEMENTING
C ONTROLLING
SWP: S-P-A-D-I-C PROCESS/CYCLE
Reviewing current HRM and organizational strategies(Strategic Direction and Intent)
Conducting an environmental scan
Identifying workforce trends and challenges
Benchmarking
Preferred Scanning tools – SWOT and PESTEL Analyses
STEP 1: SCANNING – STRATEGIC ANALYSIS
Forecasting HR Demand (Futuring)
Measuring Current Supply
STEP 2: PROFILING
"Futuring is the field of using a systematic process for thinking about,picturing possible outcomes, and planning for the future. Futurists arepeople who actively view the present world as a window on possiblefuture outcomes. They watch trends and try to envision what mighthappen.“ (Kirkwood, 2011)
Futuring is a broader concept than the forecasting traditionally donein Workforce Planning and enables organizations to look at the futurein four different ways (Cillie-Schmidt, 2013):
The possible future - what could happen? The plausible future - what could realistically happen? The probable future - what is likely to happen? The preferred future - what we want to happen?
FUTURING
Forecasting should consider the past and the presentrequirements as well as future organizational directions
Number of employees
Type of employees
Skills requirements of these employees
Consider and assess the challenges and constraints
Preferred Scanning tools –”What If” and Scenario Planning
FORECASTING HR DEMAND
Assess the current HR capacity of the organization by means ofthe Skill inventories/audits method
The knowledge, skills and abilities of your current staff need to beidentified
Employee experience, education and special skills
Certificates or additional training should also be included
A forecast of the supply of employees projected to join theorganization from outside sources
HRM indicators, metrics and indices e.g. turnover rates
MEASURING CURRENT SUPPLY
STEP 3: ANALYZING –RECONCILING/GAP ANALYSIS
STEP 4: DEVELOPING – STRATEGIC HRM ACTION PLANS
Develop and initiate a Resourcing Strategy
Matching strategy (intervention) with scenario (surplus or deficit)
Action plan-based implementation methodology
STEP 5: IMPLEMENTING -INTERVENTIONS
HRM ACTION PLAN (INTERVENTION) TEMPLATE
Tracking implementation progress – monitoring, measuringand evaluating
STEP 6: CONTROLLING
SWP – getting it “right”
HRM requires a clear view
The strategic imperative of SWP
Alignment of SWP and business strategy
Application of best practice principles
Application of 6-step SPADIC SWP process
LEADERSHIP LESSONS: “TAKE-AWAYS” – SWP AND ALIGNMENT
CHARLES COTTER
084 562 9446
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TWITTER: Charles_Cotter
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