Workforce Planning · 2019-10-30 · Workforce Planning Workforce Planning is a core business...

Workforce PlanningKey Insights Report

Prepared by

Contents

2

1. Context 03

2. Research Methodology 08

3. Workforce Planning Overview 10

4. Insight Highlights 14

5. Insight Findings 16

6. Case Studies 31

7. Insights By Organisation 38

1. Context

SCOPE OF PROJECT

Context

4

• One of the most popular topics for FIRM group members on the discussion board is around Workforce Planning.

• Many FIRM members are keen to understand how others are coping and what is the optimum way to both implement and manage Workforce Planning.

• This insight report is designed to provide a comprehensive overview of how a variety organisations approach their own Workforce Planning.

APPROACH

Context

5

• A number of organisations were approached directly by The FIRM and Talent Insight Group.

• Each participant completed a short online survey.

• Organisations participating were given a guarantee of confidentiality and anonymity with regards to the final report.

Context

6

BENCHMARKING SET

The report focuses on a selection of organisations from a number of industries:

• Clinical Research• Construction• Defence• Education• Financial Services • FMCG• Healthcare• Housing• Insurance• Logistics & Supply Chain• Management Consulting• Manufacturing • Oil & Gas• Real Estate• Telecommunications• Transport • Utilities

Context

7

QUESTIONS LEVERAGED

• Workforce Planning - how far in the future do you plan?• Do you feel your approach is strategic or tactical?• How often do you review Workforce Planning processes?• Do you cover attrition, business growth and succession by

area/function/department? • What external factors (if any) affect your plans?• Do you have a framework/methodology in place for planning? If so, please

describe.• What tools/software do you use (if any)?• Who has responsibility for what in the Workforce Planning process?

(Line/HR/ TA)• How do you engage hiring managers/HR in the planning process?• How successful is your approach to Workforce Planning?• How are you showing the ROI of your planning process?• How are you utilising the data/what impact is this data having on your

delivery?• Any top tips for people starting out on the resource planning process?

2. Research Methodology

2. Research Methodology

9

Findings are based on primary contact with relevant members of the TA/HR teamsfrom the sampled organisations.

The report is split in to five sections:

• A general overview of Workforce Planning,• Highlights of the insight findings,• Findings organised by each question leveraged,• A couple of case studies looking at member WFP practices, and• Individual insights gathered from each organisation

The 23 organisations that have participated in this research have been drawnfrom a variety of industries. In the interest of respondent anonymity, each hasbeen labelled by industry (rather than by company name).

3. Workforce Planning Overview

Workforce Planning

Workforce Planning is a core business process to align changing organisation needs with people strategy. Itcan be the most effective activity an organisation can engage in. It does not need to be complicated andcan be adjusted to suit the size and maturity of an organisation. It can provide market and industryintelligence to help organisations focus on a range of challenges and issues and pave the way foroperational initiatives to directly support longer term business goals.

Workforce Planning presents an important opportunity for the senior leadership team, HR Directors andboard members to drive the strategic end of the process and set the agenda for workforce change.

While HR practitioners appear to recognise the importance of Workforce Planning in principle, for manythere is a ‘knowing–doing’ gap and many practitioners are actively seeking better solutions to thechallenges of Workforce Planning. Issues of world economics, technology, demography and changing socialattitudes constantly influence how organisations are resourced.

We believe Workforce Planning can help to enable sustainable organisation performance by providing thebasis for better decision-making about the future people needs of the business.

11

Source: www.cipd.co.uk

http://www.cipd.co.uk/

12

Workforce Planning

Workforce Planning processes can:

• reduce labour costs in favour of workforce deployment and flexibility

• identify and respond to changing customer needs

• identify relevant strategies for focused people development

• target inefficiencies

• improve employee retention

• improve productivity and quality outputs

• improve employees’ work-life balance

• make recommendations to deliver strategic value through talent

This will inform HR practices such as:

• organisational design and development

• succession planning

• work-life balance initiatives such as flexible working and well-being

• recruitment and selection

• retention planning

• talent management

• job design

• career planning

• learning and development focus

• reward and recognition



Workforce Planning Process

Understand the organisation

and it’s environment.

Analyse the current

potential workforce.

Determine the future

workforce needs.

Identify workforce gaps against future

needs.

Actions to address

shortages, surpluses or

skills mismatches.

Monitor and evaluate actions

Workforce Planning

Workforce Planning is a process of analysing

the current workforce, determining future

workforce needs, identifying the gap

between the workforce you will have

available and your future needs, and

implementing solutions so that an

organisation can accomplish its mission,

goals, and strategic plan.

While it is convenient to describe Workforce

Planning as a series of steps, it is equally

important to understand that it is an

iterative process, not rigidly a linear one.

The main steps in the Workforce Planning

process are:

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4. Insight Highlights

Insight Highlights

15

Only 17% of respondents feel that their approach to Workforce Planning is proving successful, with one

respondent pointing out that it had taken them two years to gain a demonstrable level of success.

Only 13% look beyond 12 months with regards to their Workforce Planning activity, with the vast

majority planning no more than one year ahead.

Only 21% of respondents have adopted a more strategic approach to Workforce Planning, with the

bulk of respondents (65%) still utilising a more tactical approach.

Of the 83% of respondents who have a Workforce Planning tool/system in place, 32% of those are still

using Excel Spreadsheets in the main.

Workforce Planning is clearly still in its infancy, as evidenced by 39% of respondents stating that it is

too early to judge process successes and 78% of respondents unable to evidence any Workforce Planning ROI.

5. Insight Findings

1. Workforce Planning - how far in the future do you plan?

Insight Findings

17

87% of respondents conduct Workforce Planning 0-12 months in the future, with 4.3% extending their plans for 1-2 years in advance. Only 8.7% planning ahead for 2 years+, those being in the FMCG and Utilities industry.

20

12

How far in the future do you plan?

0-12 months

1-2 years

2 years+

0-12 months• Clinical Research• Construction• Defence• Education• Financial Services 1 & 2• Healthcare• Housing• Insurance• Logistics & Supply Chain• Manufacturing • Oil & Gas• Real Estate• Telecommunications• Transport 1,2 & 3• Utilities 1

1-2 years• Management Consulting

2+ years• FMCG• Utilities 2

Industry Split

2. Do you feel your approach is strategic or tactical?

Insight Findings

18

15

5

21

Approach Used

Tactical

Strategic

Both

NA

65% of respondents have a mainly tactical approach to their Workforce Planning. 21.7% follow a more strategic approach while 8.7% implement both tactical and strategic approaches. Some respondents who do take a tactical approach are looking to be more

strategic, whether it be to adapt to certain projects or to implement a full strategic approach.

“Tactical at present, but implementing strategic

thinking and processes for short/medium term improvement, etc.”

Clinical Research

“Fairly tactical, but in some areas we look at future roles

which need building.”

Transport 1

“Tactical, but trying to be more strategic.”

Utilities 2

“Currently more tactical than strategic, but projects

in place to switch this.”

Manufacturing 3

3. How often do you do review Workforce Planning processes?

Insight Findings

19

2 2

8

2

4

1

2 2

0

1

2

3

4

5

6

7

8

9

Daily Monthly Quarterly Bi-annually Annually 2 years+ Varies N/A or Never

Review Time Frames

35% of respondents stated that the most common time to review Workforce Planning was on a quarterly basis, with 17% doing same on an annual basis.

4. Do you cover attrition, business growth & succession by area/function/department?

Insight Findings

20

17

3

3

Do you cover attrition, business growth & succession by area/function/department?

Yes

No

Some areas

The majority of respondents (74%) did cover these areas by function/department. Only 13% did not and the remaining 13%covered one or two of the areas by function/department (i.e. only business growth or only business growth and attrition).

“Just business growth and attrition. Succession is done

through our talent management process.”

Healthcare

“We are trying to with the introduction of Foresight.”

Transport 1

“Yes - everything is driven by analytics from our HR

systems, business data and external trends.”

FMCG

“In a word; no! this is something that needs to be

looked at in order to forecast effectively.”

Clinical Research

78% of respondents stated that their Workforce Planning was affected by external factors. The most common factors which caused such an affect were funding, Brexit and economy changes.

5. What external factors (if any) affect your plans?

Insight Findings

21

18

5

Affected vs. Not Affected By External Factors.

Affected

Not Affected

• Funding• Customer needs• New business cases• Skills shortages• Government• Labour market analysis• Sponsor engagement • Number of trials• Candidate shortages for

niche roles• Employment Legislation• Contractual compliance• Brexit

• Attrition• Business performance• External market shifts• Shift in business priorities• Economy changes• Key commercial factors (e.g.

oil price)• Unemployment metrics• Growth/transformation• Competition• Big projects/winning of

projects• Demand for product

External Factors Affecting Workforce Planning

6. Do you have a framework/methodology in place for planning? If so, please describe?

Insight Findings

22

11

12

Framework/Methodology in place?

Yes

No

There was an almost 50/50 split in respondents who have a specific framework or methodology in place for Workplace Planning. There was great variation in the types of frameworks and methodologies respondents had in place. Some used specific

programmes or basic spreadsheets containing various data from across the business and for others Workforce Planning sits within other processes/functions.

“It sits in our budget process.”

Financial Services 2

“Yes - we use SWP plans globally per country in

conjunction with our annual people planning process.”

FMCG

“We are using Foresight for up to 12 months and

implementing a railway strategic tool for longer-

term planning.”

Transport 1

“Basic Excel spreadsheets drawn from HRM data.”

Utilities 2

83% of respondents had tools and software in place in order to assist with their Workforce Planning process. Of those, the most utilised was Foresight, with 47% of respondents currently using or implementing the software. Excel was the second most

common, with 32% using spreadsheets as their main tool for Workforce Planning.

7. What tools/software do you use (if any)?

Insight Findings

23

19

4

Do you have Workforce Planning-specific tools/software in place?

Yes

No

• Foresight• Excel Spreadsheets• Cold Harbour• Care Plan• Hyperian• Tripepad• Talent Data Exchange• Oracle

Software used by respondents:

8. Who has responsibility for what in the Workforce Planning process? (Line/HR/TA)

Insight Findings

24

“Line managers generally have the responsibility for completing any tool or information, with HR supporting and guiding & generally analysing information.” | Transport 1

“Line manager for feeding information. TA for analysing the data and building plans. HRBP supports line.” | Healthcare

“HR and Business Management survey the business leaders about their needs and requirements and subsequently use the inputs from Foresight to work it into a plan. TA

review the plan as it's getting built and then execute.“ | Insurance

"Line Manager - building forecast, TA - build resourcing plan, HR - approve." | Manufacturing 3

“The line for headcount budgets for the new year in line with growth plans and business objectives. HR for using this with attrition and retirement data to try and plan the year

ahead and skill needs in the business.“ | Transport 3

“HR/Recruiters are responsible for updating end dates and suggesting allocation.”| Construction

Workforce Planning was most commonly managed by Human

Resources and Talent Acquisition according to our respondents.

Other functions/roles that were mentioned of those who were

involved in the process included:

• Line Managers• Operational Directors

• Finance• Procurement

Functions involved in Workforce Planning:

9. How do you engage hiring managers/HR in the planning process?

Insight Findings

25

“Through detailed budget planning process and then reviewing workforce plans together.” | Telecommunications

“Workshops, knowledge sessions and regular updates.” | Transport 1

“Easy when you use a tool like Foresight as it's intuitive and user friendly.” | Insurance

“Sit down with sites at start of financial year and work with them.“ | Manufacturing 3

"HR/Talent Management lead the process with input from TA and the business. It's structured and runs in the same way each year.“ | FMCG

“Through departmental talent forums.” | Utilities 1

“With difficulty! We utilise the heads of department who tend to be more interested in the long term implications of resourcing.” | Utilities 2

"During the budget setting process and then he partnering throughout the year to gain alignment against the plans.” | Transport 3

10. How successful is your approach to Workforce Planning?

Insight Findings

26

9

54

5

0

1

2

3

4

5

6

7

8

9

10

Too soonto tell

Limited or couldbe improved

Successful Notsuccessful

Success of Workforce Planning Approach

39% of respondents had quite recently implemented Workforce Planning processes and therefore felt it too soon to gauge success rate. Only 17% felt that their approach was successful, one of which pointed out that it had taken them two years to get to that

point.

“Pretty good - we've created internal tools to predict leavers that are 70% accurate at a senior level. We focus a lot on hi-po's and key roles to maintain focus (possibly too much focus

on hi-po's versus key contributors).”

FMCG

“Very successful now, but its taken 2 years!”

Construction

“Provides information in key areas but the insight

produced is not really actioned.”

Education

11. How are you showing the ROI of your planning process?

Insight Findings

27

“Measuring attrition numbers, promotions, success year-on-year versus previous year, etc.” | FMCG

“When we get there we will use time, cost and quality.” | Healthcare

“In time we will have the info we need in order to streamline the forecasting process. This will then result in us being able totangibly define the ROI.” | Clinical Research

“Too early to say but we will do so by showing our increased ability to source more top diverse talent - better/quicker/cheaper, etc.“ | Insurance

"We'll be looking at ECT, reduction in advertising costs, increased productivity (especially within sales).“ | Manufacturing 2

“With data analysis.” | Construction

78% of respondents stated that they were not showing the ROI of their process or that it was too soon to collect this data. The remaining 22% are showing their results in a variety of ways:-

12. How are you utilising the data/what impact is this data having on your delivery?

Insight Findings

28

“It's totally correlated with right sizing the team, scouting for critical skills and understanding the trends in recruitment to be more proactive in the market.” | Telecommunications

“We will be using this to plan recruitment campaigns and tie in with our sourcing strategy.” | Healthcare

“More accurate reducing waste and temp agency fees.” | Manufacturing 3

“To define clear recruitment planning against AOP increases and reduction.“ | Manufacturing 2

"Everything is driven by data - it enables us to make decisions and then course correct as we can measure the impact of our approach.“ | FMCG

“We have extensive tools to provide data insights and the insights are positioned as decision support.” | Management Consulting

“We are using it across the business to show where we are wasting money on contractors/showing potential upcoming redundancy costs.” | Construction

44% of respondents stated that they were not utilising any data or that it was too soon in their process to effectively utilise data/obtain sufficient data. Those who are utilising the data do so in various ways to highlight interesting impacts:-

13. Any top tips for people starting out on the Workforce Planning process?

Insight Findings

29

“Understand that true strategic Workforce Planning is a far more in-depth and forward looking exercise for some firms,

but tactical Workforce Planning (which is what we are implementing using Foresight) should be attainable and a

realistic aspiration for most firms.”

Insurance

“Keep it simple, prove the concept and build

from solid foundations.”

Management Consulting

“Get buy in from the top, but determine what you aim to achieve with

the data.”

Education

“Don't be overwhelmed; something is better than nothing. Even if you don't have the money for big investments,

the basics will make a difference.”

Utilities 2

“Choose the right tool/system.”

Housing

“Take it seriously if you want to be a real partner

to the business you're supporting.”

Telecommunications

“Start using a tool from day 1 rather than Excel.

Saviom is excellent.”

Construction

13. Any top tips for people starting out on the resource planning process? (cont.)

Insight Findings

30

“Trial and area first so you can get used to the data before rolling it out on a larger scale. Support your HM in the process so they understand

what SWP really means.”

Healthcare

“Data, more data and the engagement of the hiring manager

community - without their data the process is flawed and not fit

for purpose.”

Clinical Research

“Try in small trial areas and get it right.

Keep going!”

Transport 1

“Ask your managers for their forecast, if they don't give a comprehensive answer, start

digging!”

Manufacturing 3

“You'll need buy-in from the business and HR before TA can even think about

Workforce Planning. We don't do a great job of recruitment forecasting but we

manage our talent fairly well!”

FMCG

“Start with your most engaged stakeholders who will ‘get it’.

Deliver that area well and then roll out to other, more challenging

areas of the business.”

Manufacturing 2

“Make it simple, do not make it a digital

exercise.”

Defence

6. Case Studies

Case Study – Ideal Standard

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From humble beginnings in 1872 when US businessman, John Pierce, opened a tin ware shop in Massachusetts, Ideal Standard has deep and rich history that brings this iconic business to where it stands today. By 2012, Ideal Standard International operated in 20 countries with more than 11,000 employees, and continues to produce the highest quality products with the consumer at the very heart of the business

• We started our aim of a complete recruitment transformation back in 2015, mainly because of a desire to provide far greater value to the business bottom line. Unsurprisingly our thoughts soon turned to the need for a new ATS, a revamped EVP, plus updated candidate sourcing techniques.

• However the more we considered our goal, we kept coming back to the same root problem - We were far too reactive!

• Whilst useful, these tools and technologies couldn’t solve this primary problem. We recognised early that the only way for us to become truly proactive would be to get our business colleagues to engage with us earlier.

• Easier said than done right?

• Our recruitment planning process was very ad hoc. There was no real structure in terms of what info we needed to capture, from who and when. No-one had ownership of the process. It felt like finance had a part to play, and HR, but the real info we needed was out in the business.

• Our live vacancy numbers kept us firefighting in the here and now. Nothing had been tried before at Ideal Standard. As such we had to build a business case to show why this would be fundamental to our success.

• We had to think about how we made the whole planning cycle real for our hiring communities to make them want to engage with us. We did this by linking into their day to day drivers / pain points.

• Being a very fast paced, complex, transient and in some aspects traditional business, change can sometimes feel difficult!

Overview Strategy Where did we start


33

We decided to bypass the excel stage. Having spoken to others that had tried excel, we knew we needed the data but excel wasn’t the way for us. We wanted to be taken seriously & to do this we needed to showcase innovation to make this as painless as possible for the hiring managers (after all I did say we were a complex, traditional company).We needed a solution that was quick & easy to deploy, that would help us to reduce those typical hiring manager grumbles and escalations, whilst unsurprisingly being budget friendly! Most of all we needed to put the TA team in centre stage and create an environment where we were “included” not “told (late).” Our first plan was kept simple, We kept it to the UK business units and all we asked for future ‘known’ recruitment needs. This was nothing more than starting with the normal recruitment needs such as Mat/Pat, Resignations, Retirees, Flight risks and Growth. From these needs, again we kept it simple and only asked Job title, Grade, Salary, Location and When. Our next phase is to roll it out across our European countries.

• The data flooded in. We knew the hiring communities knew their hiring plan but we didn’t realise how ready they were to include us.

• I now have a hiring plan (recruitment forecast) for the next 30,60,90, 120 + days

• I have on average across all of our vacancies an average lead time of 30 weeks (unimaginable before)

• I control the hiring process and am rarely at the mercy of business colleagues landing vacancies on me at the last minute (as was the norm before)

• I am viewed differently and as such my relationships with managers are changing for the better

• Don’t get me wrong, I am still busy, but now feel in control!

• The visibility of this project has given me great exposure to the c-suite

• The reward to effort ratio is unparalleled.

• Yes there are a few areas that didn’t comply, there always will be but we are light years ahead of where we were. This isn’t the end, we’ll refine, refresh and improve.

• All the other pieces of tech that we’ve invested in will benefit from having a clearer picture of what we are going to recruit.

Solution Results for me


34

• TTH is reducing quickly

• CPH is coming down as we are able to direct source candidates more and use less 3rd parties. We can also be more strategic with ad spend (which here is comes from a Hiring Managers budget)

• The reporting suite allows us to showcase back to the business the power of working with us, and the consequence of not! We measure something called “empty chair time” now which gives a direct link to productivity of a team / business area!

• Everyone is working towards the same people plan.

Results for the business

The TA team now feels super-human. Yes. 100%. Start simple but just start. .

Vivienne Pearsons – Recruitment Manager Ideal Standard

Would I recommend?

Case Study - Vodafone

35

We're one of the world's leading mobile communications providers, operating in 26 countries and in partnership with networks in over 55 more. Across the world, we have almost 444 million customers. We made the first ever mobile phone call on 1 January 1985 from London to our Newbury HQ and since then we are constantly uncovering tactics to innovate the way we operate, connecting global organisations in a rapid changing world to ensure they stay agile and competitive.

• Our challenges in recruitment are practically similar to everyone else’s. As a function we are striving to be more proactive, being able to pipeline for strategic skills our organisation needs for the future in a timely manner. On the face of it, we were doing our best to be a trusted partner to the business but still failing at times. However being ‘reactive’ wasn’t the only problem it was the fact that recruitment and the business needed to be better connected.

• As a company we are fast paced, very dynamic, ever changing and have demanding internal stakeholders that are sometimes resistant to change. On the other hand we have extremely high standards and equally ambitious targets on potential of hires and also diversity and inclusion. It’s our company ethos to do things better where we can.

• Like many other companies we are also on a digital transformation looking at our internal processes that can be converted into a digital experience bringing huge time, effort and resource savings. In the current recruitment landscape, what really matters is the unmatched candidate experience that you can deliver and therefore you have no choice but build a better under-standing of your business and articulate your unique value proposition to your candidates. And to be able to do this, we needed more time to plan our hiring activities and data to support the right investment/recruitment plan.

• From a data collection perspec-tive, we weren’t in a bad place. We were tracking headcount actuals, target, variance, attrition and growth by business unit.

• Our forecasting process was driven by the resourcing function together with the functionally aligned HRBPs and all captured in different excel sheets. So you can imagine the sheer number of excel docs being distributed, chased, collated and also the different ways in which people would submit the information which caused us a lot of challenges with the accuracy and quality of the information collected. Whilst excel didn’t cost us anything, the time spend on arriving at the right set of data / information was a huge hidden cost

Overview Problem Where did we start


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• We’ve invited our hiring managers / HRBPs to take a more active role in strategic workforce planning to adopt to the changes in the candidate landscape. You’ll be surprised by just how much the business will want to share their teams strategy when you help them understand how it will affect their productivity. They have quickly realised how important it is to be able to review this information together which in turn reduces the time it takes to recruit and allow us to start attracting a higher calibre of talent into our organisationby being more cost efficient.

• As we were digitalising our processes, it also gave us chance to decide which data points we are looking to gather during this process. We decided to refine and start gathering information on ‘known’ leaver data, Mat/Pat leavers, Resignations, Retirees, Promotions, Internal mobility, Early careers. This allowed us to start analysing the ‘unknown’ (general attrition) v’s what was actually known and coming down the pipeline or where we anticipate we may lose a key skill and build a proactive plan to buy or build that critical skill for a specific area. We believe Foresight gave us a really great opportunity to build the pace and insight that enabled us to transform our recruitment function.

• Started at a 80% completion rate, through refinement currently standing a 98% completion rate. This was achieved by constantly looking at what we asked, how we asked and made the journey as easy as possible. Its quite easy to fall into the trap of waiting until we had the perfect process before starting. Just start.

• We are now capturing a rolling plan in excess of 2500 hires in such granular detail meaning our recruitment performance is more proactive.

• The recruitment team feel ever more connected to the business and vice versa enabling us to build more credibility as a trusted partner.

• Did we get it 100% right first time? No. It’s a case of starting, refining, refreshing because the data that comes back is extraordinary.

Solution Results for me


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• Clear understanding on strategy to build / buy a specific skill.

• Reduced time to hire / stronger pipelines.

• Reduced CPH as a result of being able to build a direct source of candidates and use less 3rd parties.

• Being more strategic on building the attraction plans and targeted ad spend

• Whilst we are achieving against our D&I plans, it’s now even clearer as to how we accelerate this.

Results for the business

Yes. You have a great opportunity to transform the way you work in recruitment. No-one will fix this process for you, just start thinking what you can achieve by adopting this process. It’s easier than you think. The results and strategic conversations that can be had off the back of this are incredible.

Elif Gurtekin – Group Resourcing Manager Vodafone

Would I recommend?

7. Insights By OrganisationOrganised alphabetically by industry

Clinical Research

39

1 Workforce planning - how far in the future do you plan? 0-12 months

2 Do you feel your approach is strategic or tactical?Tactical at present but implementing strategic thinking, processes for

short, medium term improvement etc.

3 How often do you do this/ review this? Daily, it is an ongoing process

4Do you cover attrition, business growth & succession by

area/function/department? In a word, no.. this is something that needs to be looked at in order to

forecast effectively.

5 What external factors (if any) affect your plans?Sponsor engagement, number of trials, candidate shortages for

niche/technical/clinical roles

6Do you have a framework/ methodology in place for planning? If

so, please describe.No

7 What tools/ software do you use if any? Tribepad (ATS), Foresight (forecasting)

8Who has responsibility for what in the workforce planning

process? (Line/ HR/ TA)Line informs TA/HR of plans

9How do you engage hiring managers/ HR in the planning

process?Foresight - will be implemented

Clinical Research - cont

40

10 How successful is your approach to workforce planning? Not very

11 How are showing the ROI of your planning process?in time we will have the info we need in order to streamline the

forecasting process, this will then result in us being able to tangibly

define the ROI.

12How are you utilising the data / what impact is this data having

on your delivery?data is key, this is where there is work to be done.

13Any top tips for people starting out on the resource planning

process?Data, more data and the engagement of the hiring manager community

- without their data the process is flawed and not fit for purpose.

Construction

41


2 Do you feel your approach is strategic or tactical? Tactical

3 How often do you do this/ review this? daily


area/function/department? yes

5 What external factors (if any) affect your plans? Winning of projects/change of economy


so, please describe.yes- we have weekly resource meeting

7 What tools/ software do you use if any? excel


process? (Line/ HR/ TA)HR/Recruiters are responsible for updating end dates and suggesting

allocation


process?Weekly meeting/going to site to brief/debrief

Construction - cont

42

10 How successful is your approach to workforce planning? very now, but its taken 2 years

11 How are showing the ROI of your planning process? with data analysis


on your delivery?We are using it across the business to show where we are wasting

money on contractors/showing potential upcoming redundancy costs


process?start using a tool from day 1 rather than excel!! Saviom is excellent

Defence

43



3 How often do you do this/ review this? Some annually, some quarterly


area/function/department? No

5 What external factors (if any) affect your plans? Employment Legislation, contracts, contractual compliance



7 What tools/ software do you use if any? Spreadsheets


process? (Line/ HR/ TA)Line


process?It is run by the line so hiring managers and HR are involved

Defence - cont

44

10 How successful is your approach to workforce planning? Limited

11 How are showing the ROI of your planning process? No


on your delivery?No


process?Make it simple, do not make it a digital exercise

Education

45



3 How often do you do this/ review this? Every couple of years


area/function/department? Business growth

5 What external factors (if any) affect your plans? Funding chqnges



7 What tools/ software do you use if any? Excel


process? (Line/ HR/ TA)Line - providing information

HR - constructing data summaries


process?Instruction from Senior Executive

Education - cont

46

10 How successful is your approach to workforce planning?Provides information in key areas but the insight produced is not really

actioned

11 How are showing the ROI of your planning process? Not


on your delivery?Very little yet


process?Get buy in from the top but determine what you aim to achieve with the

data


47


2 Do you feel your approach is strategic or tactical? No

3 How often do you do this/ review this? Yearly


area/function/department? Yes

5 What external factors (if any) affect your plans? Economic fluctuation


so, please describe.Not really

7 What tools/ software do you use if any? N/a


process? (Line/ HR/ TA)Line and HR


process?Face to face interactions and through e-mails

Financial Services 1 - cont

48

10 How successful is your approach to workforce planning? Average

11 How are showing the ROI of your planning process? Positive


on your delivery?60%


process?Must be agile


49



3 How often do you do this/ review this? 2 x a year



5 What external factors (if any) affect your plans? Competition and \organic growth


so, please describe.It sits in our budget process

7 What tools/ software do you use if any? Spread sheet


process? (Line/ HR/ TA)HR and Line


process?its a conversation between the 2 and Finance business partner

Financial Services 2 - cont

50

10 How successful is your approach to workforce planning? Not very

11 How are showing the ROI of your planning process? we don't


on your delivery?we are not using the data


process?

FMCG

51

1 Workforce planning - how far in the future do you plan? 2 years +

2 Do you feel your approach is strategic or tactical? Both

3 How often do you do this/ review this? Annually


area/function/department? Yes - everything is driven by analytics from our HR systems, business

data and external trends

5 What external factors (if any) affect your plans?Attrition, business performance, external market shifts, shift in business

priorities


so, please describe.Yes - we use SWP plans globally per Country in conjunction with our

annual people planning process

7 What tools/ software do you use if any? Internal tools only!


process? (Line/ HR/ TA)HR in partnership with the business and TA


process?HR / Talent Management lead the process with input from TA and the

business. It's structured and runs in the same way each year.

FMCG - cont

52

10 How successful is your approach to workforce planning?

Pretty good - we've created internal tools to predict leavers that are

70% accurate at a senior level. We focus a lot on hi-po's and key roles

to maintain focus (possibly too much focus on hi-po's versus key

contributors)

11 How are showing the ROI of your planning process?Measuring attrition numbers, promotions, success year-on-year versus

previous year etc.


on your delivery?Everything is driven by data - it enables us to make decisions and then

course correct as we can measure the impact of our approach


process?

You'll need buy-in from the business and HR before TA can even think

about resource planning. We don't do a great job of recruitment

forecasting but we manage our talent fairly well!

Healthcare

53



3 How often do you do this/ review this? Quarterly


area/function/department? Just business growth and attrition. Succession is done through our

talent management process

5 What external factors (if any) affect your plans?


so, please describe.Utilise a forecasting tool

7 What tools/ software do you use if any? Foresight


process? (Line/ HR/ TA)Line manager for feeding information. TA for analysing the data and

building plans. HRBP supports line


process?Through comms, HRBP’s and leadership team meetings

Healthcare - cont

54

10 How successful is your approach to workforce planning? We are in the early stages!

11 How are showing the ROI of your planning process? When we get there we will use time, cost and quality


on your delivery?We will be using this to plan recruitment campaigns and tie in with our

sourcing strategy


process?

Trial and area first so you can get used to the data before rolling it out

on a larger scale. Support your hm in the process so they understand

what swp really means

Housing

55






5 What external factors (if any) affect your plans? Funding and customer needs



7 What tools/ software do you use if any?Various depending on sector - Cold Harbour is one. Very poor. Moving

to Care Plan


process? (Line/ HR/ TA)Operational directors


process?We have a new ATS. We work collaboratively

Housing - cont

56

10 How successful is your approach to workforce planning? Will get better

11 How are showing the ROI of your planning process? Early days


on your delivery?Work to do


process?Choose the right tool / system

Insurance

57


2 Do you feel your approach is strategic or tactical? tactical

3 How often do you do this/ review this? quarterly



5 What external factors (if any) affect your plans? n/a


so, please describe.not yet - we are early stages

7 What tools/ software do you use if any? Foresight is being implemented


process? (Line/ HR/ TA)

HR and Business Mgmt survey the business leaders about their needs

and requirements and subsequently use the inputs from Foresight to

work it into a plan TA review the plan as it's getting built and then

execute


process?easy when you use a tool like Foresight as it's intuitive and user

friendly

Insurance - cont

58

10 How successful is your approach to workforce planning? Too early to say - we are piloting this year

11 How are showing the ROI of your planning process?Too early to say but we will do so by showing our increased ability to

source more top diverse talent - better/quicker/cheaper etc.


on your delivery?TBD


process?

understand that true strategic workforce planning is a far more in-depth

and forward looking exercise for some firms, but Tactical Workforce

planning (which is what we are implementing using Foresight) should

be attainable and a realistic aspiration for most firms.

Logistics & Supply Chain

59


2 Do you feel your approach is strategic or tactical? Strategic




5 What external factors (if any) affect your plans? Labour market analysis





process? (Line/ HR/ TA)TA


process?via Foresight

Logistics & Supply Chain - cont

60

10 How successful is your approach to workforce planning? Yet to be seen

11 How are showing the ROI of your planning process? TBC


on your delivery?TBC


process?We are only starting

Management Consulting

61

1 Workforce planning - how far in the future do you plan? 1-2 years


3 How often do you do this/ review this? Varies



5 What external factors (if any) affect your plans?Economy

Key commercial factors (e.g. Oil Price)

Unemployment metrics


so, please describe.We have developed our own methodology

7 What tools/ software do you use if any? Talent Data Exchange


process? (Line/ HR/ TA)The process is typically run by a governance function consisting of

representatives from procurement, HR, finance, IT and the business


process?Both the business and HR should be represented on the governance

committee

Management Consulting - cont

62

10 How successful is your approach to workforce planning?We have had mixed results from very good to mediocre in different

circumstances

11 How are showing the ROI of your planning process? This is a facet of the methodology we are working on.


on your delivery?We have extensive tools to provide data insights and the insights are

positioned as decision support


process?Keep it simple, prove the concept and build from solid foundations

Manufacturing 1

63



3 How often do you do this/ review this? Monthly



5 What external factors (if any) affect your plans? Economic



7 What tools/ software do you use if any? Any


process? (Line/ HR/ TA)HR


process?No

Manufacturing 1 - cont

64

10 How successful is your approach to workforce planning? Not yet

11 How are showing the ROI of your planning process? Excel


on your delivery?Process


process?Sales

Manufacturing 2

65


2 Do you feel your approach is strategic or tactical? Both

3 How often do you do this/ review this? Every quarter



5 What external factors (if any) affect your plans? None


so, please describe.none as yet



process? (Line/ HR/ TA)TA and HR


process?Good communication outlining FABS


66

10 How successful is your approach to workforce planning? We've just implemented it, so it's too early to say, but so far so good.

11 How are showing the ROI of your planning process?We'll be looking at ECT, reduction in advertising costs, increased

productivity (especially within sales)


on your delivery?To define clear recruitment planning against AOP increases and

reduction


process?

Start with your most engaged stakeholders who will "get it", deliver that

area well and then roll out to other, more challenging areas of the

business.

Manufacturing 3

67


2 Do you feel your approach is strategic or tactical? currently more tactical than strategic but projects in place to switch this

3 How often do you do this/ review this? quarterly



5 What external factors (if any) affect your plans? Brexit!


so, please describe.production planning vs resource needed

7 What tools/ software do you use if any? moving to Foresight



Line Manager- building forecast

TA- build resourcing plan

HR approve


process?sit down with sites at start of financial year and work with them


68

10 How successful is your approach to workforce planning? too soon to tell

11 How are showing the ROI of your planning process? TBC


on your delivery?more accurate reducing waste and temp agency fees


process?ask your managers for their forecast, if they don't give a

comprehensive answer, start digging!

Oil & Gas

69



3 How often do you do this/ review this? Monthly


area/function/department? No

5 What external factors (if any) affect your plans? None



7 What tools/ software do you use if any? Spreadsheet




process?They do it

Oil & Gas - cont

70

10 How successful is your approach to workforce planning? Poor

11 How are showing the ROI of your planning process? n/a


on your delivery?No impact


process?n/a

Real Estate

71






5 What external factors (if any) affect your plans? Multiple


so, please describe.Yes

7 What tools/ software do you use if any? Foresight, Hyperian,


process? (Line/ HR/ TA)TA, Line, Finance, HR


process?Review sessions

Real Estate - cont

72

10 How successful is your approach to workforce planning? Very

11 How are showing the ROI of your planning process? n/a


on your delivery?Various


process?No

Telecommunications

73






5 What external factors (if any) affect your plans? New business case


so, please describe.Foresight



process? (Line/ HR/ TA)HRBP / TA


process?Through detailed budget planning process and then reviewing

workforce plans together

Telecommunications - cont

74

10 How successful is your approach to workforce planning? We can improve it further

11 How are showing the ROI of your planning process? Great


on your delivery?

It's totally correlated with right sizing the team, scouting for critical skills

and understanding the trends in recruitment to be more proactive in the

market


process?Take it seriously if you want to be a real partner to the business you're

supporting

Transport 1

75


2 Do you feel your approach is strategic or tactical?Fairly tactical, but in some areas we look at future roles which need

building

3 How often do you do this/ review this? attempted quarterly, but often half yearly


area/function/department? we are trying to with the introduction of foresight

5 What external factors (if any) affect your plans? funding, skills shortages, government.


so, please describe.we are using foresight for up to 12 months, and implementing a railway

strategic tool for longer-term planning.

7 What tools/ software do you use if any? Foresight & SWP tool



Line managers generally have the responsibility for completing any tool

or information, with HR supporting and guiding & generally analysing

information.


process?workshops, knowledge sessions, regular updates

Transport 1 - cont

76

10 How successful is your approach to workforce planning? very new!

11 How are showing the ROI of your planning process? not yet


on your delivery?not yet


process?try in small trial areas and get it right. keep going!

Transport 2

77



3 How often do you do this/ review this? Never



5 What external factors (if any) affect your plans? Growth/Transformation


so, please describe.Spreadsheets/Conversations

7 What tools/ software do you use if any? None




process?Meetings

Transport 2 - cont

78

10 How successful is your approach to workforce planning? Poor

11 How are showing the ROI of your planning process? We are not


on your delivery?We are not


process?Short term first

Transport 3

79






5 What external factors (if any) affect your plans?The weather and therefore demand for the product peaking in the

colder months






The line for headcount budgets for the new year in line with growth

plans and business objectives.

HR for using this with attrition and retirement data to try and plan the

year ahead and skill needs in the business


process?During the budget setting process and then he partnering throughout

the year to gain alignment against the plans

Transport 3 - cont

80

10 How successful is your approach to workforce planning?Not very, ad hoc and region dependent for engagement and very

tactical

11 How are showing the ROI of your planning process? We aren't at the moment


on your delivery?


process?

Utilities 1

81



3 How often do you do this/ review this? N/a


area/function/department? Department level

5 What external factors (if any) affect your plans? Weather!


so, please describe.Not yet



process? (Line/ HR/ TA)HR & TA combined


process?Through departmental talent forums

Utilities 1 - cont

82

10 How successful is your approach to workforce planning? Currently very immature so not successful

11 How are showing the ROI of your planning process? Not doing so


on your delivery?Again immature approach currently


process?Stakeholder buy in to show value

Utilities 2

83

1 Workforce planning - how far in the future do you plan? 2 years +

2 Do you feel your approach is strategic or tactical? Tactical but trying to be more strategic




5 What external factors (if any) affect your plans? Brexit and big infrastructure projects (such as Heathrow expansion)


so, please describe.Basic Excel spreadsheets drawn from HRM data

7 What tools/ software do you use if any? Excel/Oracle


process? (Line/ HR/ TA)Talent Acquisition and Line Management


process?With difficulty! We utilise the heads of department who tend to be more

interested in the long term implications of resourcing

Utilities 2 - cont

84

10 How successful is your approach to workforce planning? We only started this year, too early to measure

11 How are showing the ROI of your planning process? See above


on your delivery?See above


process?

Don't be overwhelmed, something is better than nothing, even if you

don't have the money for big investments, the basics will make a

difference

w: www.thefirm-network.come: [email protected]

w: www.talentinsightgroup.co.uke: [email protected]

http://www.thefirm-network.com/

mailto:[email protected]

http://www.talentinsightgroup.co.uk/

mailto:[email protected]

Workforce Planning · 2019-10-30 · Workforce Planning Workforce Planning is a core business...

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Transcript of Workforce Planning · 2019-10-30 · Workforce Planning Workforce Planning is a core business...