WORKFORCEPLANNINGTRAINING

Measure Your Most Important Asset:

Human Capital

Content:

• About HCMI

• Key Questions Answered

• Why You Should Attend

• Schedule and Agenda

• Contact Information

Strategic Workforce Planning is the business process for ensuring

that an organization has suitable access to talent to ensure

future business success. Planning for both workforce and human

resource needs is one of the greatest challenges facing managers

and leaders today.

A consistent, disciplined approach for matching human resources

with the anticipated, and sometimes unanticipated, needs of the

company is essential. In this 2-day workshop, delegates learn how

Workforce Planning links to strategic and financial planning while

also serving as a true planning tool for the workforce, and a basis

for justifying budget allocation and manpower staffing levels.

Delegates build a business case and a workforce plan scenarios

to better learn and apply workforce planning to management

decisions.

About HCMIAt HCMI we believe that there are methods for quantitatively

measuring human capital much like Generally Accepted Accounting

Principles (GAAP) provide a framework to measure and report

organization financial performance. The workforce, often referred

to as a company’s most valuable asset, should not just be a period

expense on the income statement, but also an asset on the balance

sheet. HCMI helps organizations optimize their workforce strategy,

and with our deep workforce analytics and workforce planning

expertise, enables organizations to make decisions today that drive

value tomorrow.

Ready to launch your Human Capital

Analytics Journey?

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Key Questions Answered

• How much of our workforce will retire in the next 3 - 5 years?

• Do we have a leading indicator of employee turnover? What is

the percentage of employees at risk?

• Are leaders effectively managing our human capital? Is there

a correlation between manager effectiveness and workforce

engagement, performance and retention?

• Is there a link between employee performance and total pay

rewards? If so, do we know the optimal pay for performance

mix?

• What percentage of the workforce moves internally each year?

• What percent of the workforce has a defined career path?

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Why You Should Attend

This empowering workshop provides you with the tools,

techniques and process to successfully achieve workforce

planning excellence in any company. A highly engaging

expert in workforce planning and human capital analytics,

will bring the delegates through the process of forecasting

workforce demand and supply at both the enterprise and

the job family level. Most importantly, HR professionals will

be able to project and quantify the future cost of HR and

workforce decisions. Attendees leave this workshop with a

set of practical tools which they can immediately apply in

their workplace.

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Workshop Agenda

Day 1 and 2

08:30 Registration

09:00 Morning Session Begins

10:40- 11: 00 Refreshments and Networking Break

12:45 Lunch

14:00 Afternoon Session Begins

15:30-15:50 Refreshments and Networking Break

17:00 Course Ends

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Day 1 : Introduction

CHAPTER 1: THE BUSINESS CASE FORWORKFORCE PLANNING. WHAT IS IT, WHY IS IT IMPORTANT?

· What is workforce planning?

· Why is workforce planning important, whatissues does it address?

· Workforce planning versus strategic planningand budgeting

· The business case for workforce planning

· Skills needed to perform workforce planning

· Workforce planning as a core competencyor Center of Excellence (COE)

CHAPTER 2: WORKFORCE PLANNINGFRAMEWORK AND ANALYTIC MODEL

· The impact on productivity, costs andperformance Building tools to manage the largest business cost, “the workforce”

· Linking business strategy to workforce strategy

· Organizational partners for workforce planning

· Workforce planning methods and process

· Requirements for workforce planning – data,tools and people

· Best Practice: The Center of Excellence (COE)in action

· Overcoming challenges and obstacles thatcause failure

CHAPTER 3: WORKFORCE SCENARIOFORECASTING AND MODELING

· Fundamentals of scenario forecasting andmodeling

· High level scenario forecasting

· Case study – Vision of the future workforce –Global transport Inc.

· Quantitative versus qualitative forecastingmethods

· In-depth scenario forecasting

· Case study – Workforce job design – Globaltransport Inc.

· Finding and using the right metrics – keyperformance indicators (KPIs)

· Digital organization chart - calculate andmodel certain key metrics which feed intothe workforce plan. Also, the organizationchart will be used as a framework elementin reviewing certain organizational issuesthat directly impact the workforce plan

· Hands on exercise: Scenario forecasting andmodeling. Advanced workforce analysiscalculator -Workforce ROI Calculator, whichwill be used to model certain workforceprediction variables.

CHAPTER 4: WORKFORCE DEMANDFORECASTING (MICRO AND MACRO)

· About workforce demand forecasting

· Demand forecasting methods, processes and

tools

· Data and metric requirements

· Linking workforce demand to key businessoutcomes productivity, service level and

revenue

· Forecasting talent and skills needed in the

future

· Micro demand forecasting – Critical job families

· Critical skills versus critical jobs and critical

people

· Tools for success in forecasting job roles and

families

· Recruiting Prediction Model - will bedemonstrated to delegates and they will havean opportunity to use parts of this model incompleting workforce planning steps.

· Hands on exercise: Demand forecasting

critical job families

· Macro demand forecasting – Business unitand enterprise level

· Asking the right questions, triangulating onreality with multiple forecasting tools.

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Day 2

CHAPTER 5: WORKFORCE SUPPLY FORECASTING (INTERNAL AND EXTERNAL)

· About workforce supply forecasting

· Data and metric requirements

· Internal supply forecasting – Job family,business unit and enterprise supply

· Assessing internal talent – Using historicaldata to identify trends

· Tools for forecasting internal supply

· Increases to workforce supply – Hiring,contingent labor, training and mobility

· Decreases to workforce supply – Turnover,retirement, mobility, restructuring

· Retirement Prediction Model - will bedemonstrated and delegates will have theopportunity to use this model to test theircalculations as part of the workforce planningtraining.

· Hands on exercise: Forecasting internal supply

· External supply forecasting – market,geographic and systemic supply

· External talent market analysis – (calculatingyour talent market share)

· Using external data sources to spot trends,issues and opportunities

· Talent arbitrage – Buy low sell high(geography, cost, education and productivity)

· Hands on exercise: Forecasting external supply

CHAPTER 6: THE WORKFORCE DEMAND VS.SUPPLY GAP

· Understanding demand (workforce needs),versus supply (workforce available)

· Overcoming missing or incomplete data

· Hands on Exercise: Calculating the demand vs. sup-ply GAP

· Linking workforce planning to strategic andoperational (budget) planning

· Career paths, calculating the ROI and longterm cost

· Quantification of workforce planningbusiness impact and financial ROI

· Projecting future workforce costs, savingsand their impact

· Optimizing total cost of the workforce

· Case study: Controlling total cost ofworkforce- General Products Corp

CHAPTER 7: DEVELOPING THE WORKFORCE PLANNING STRATEGY

· Addressing the GAP

· Linking workforce planning with analytics tofind root causes

· Putting key performance indicators (KPIs) towork

· Workforce impact levers, policies, practices andtools to change the workforce

· Recipes for success - Building a workforceplanning strategy and plan

· Building accountability – KPIs and managerworkforce accountability

· Case study: Critical Success factors - ScofieldFinancial Corp

CHAPTER 8: IMPLEMENTING WORKFORCE PLANNING

· Using workforce planning to drive the business

· Communicating the strategy, telling a storywith data and visuals

· Case study: Workforce planning and the agingworkforce –Health link healthcare

· Change management and communicationworking with HR, Finance, IT and top

management

· Getting top management support and linkingto top business priorities

· Case study: Workforce planning success story -TechSoft Corp.

HCMI Contact Info

For more information about HCMI’sproducts and services, visit our website: www.hcminst.com

HCMI14003 Palawan WayMarina Del Rey, CA 90292info@hcminst.com(323) 522-4264

@HCMI

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@HCMI

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