Strategic workforce management has evolved significantly over time, moving from manual paper-based processes to automated cloud-based systems. Organizations now prioritize improving workforce analytics capabilities and reducing manual transactions to gain insights from data. Fully automating processes like scheduling can significantly improve outcomes like customer satisfaction, compliance, and revenue. Taking action requires considering an organization's goals, culture, and changing expectations around mobility and self-service. Emerging trends include a focus on continuous improvement, engagement, and preparing for an increasingly mobile and integrated modern world of work.

1. Strategic Workforce Management:
If It Was Easy, Everyone Would Do It
Mollie Lombardi
VP/Principal Analyst
Workforce Management
Brandon Hall Group
@mollielombardi
Ted Frederick
Vice President
Workforce Management
SumTotal
@SumTotalSystems

2. Learning & Development
Talent Management
Leadership Development
Talent Acquisition
HR/Workforce Management
RESEARCH PRACTICES
2©2014 Brandon Hall Group, Inc.@BrandonHallGrp

3. 3©2014 Brandon Hall Group, Inc.
Agenda
• Welcome and
Introductions
• The Evolution of
Workforce
Management
• Tools, data, and
analytics
• Taking Action
• What’s Next
@BrandonHallGrp

4. THE EVOLUTION
@BrandonHallGrp 4©2014 Brandon Hall Group, Inc.

5. What is Workforce Management?
@BrandonHallGrp 5©2014 Brandon Hall Group, Inc.

6. •
1992 - First SMS text message
1982 – IBM PC
•
• 2001 – VCRs outsold
DVD Players by 2.2M units
1975 – Microsoft
•
•
2007 - First iPhone
•
2014 – SumTotal
A Skillsoft Company
1975 1985 1995 2005 2015
@BrandonHallGrp 6©2014 Brandon Hall Group, Inc.
Brief History of WFM
<1980 – Payroll is a manual process. Punchcards, sliderules, ledgers and manual checks.1980s – Microprocessor controlled timeclocks tally gross hours1990s – Standalone and C/S applications automate pay calculations to deliver the
promise of the perfect paycheck
2000s – Web applications accelerate development in WFM in workflow, scheduling and
reporting capabilities
2010s – WFM applications reach to the Cloud to drive efficiencies, speed implementation
and maintainability
2015 – SumTotal/Skillsoft deliver the industry’s first platform for continuous Workforce
improvement

7. Deploy and Measure
@BrandonHallGrp 7©2014 Brandon Hall Group, Inc.

8. Workforce Management Priorities
Source: Brandon Hall Group, Workforce Management Study 2014
54%
39% 39%
0%
20%
40%
60%
Improving workforce
analytics capabilities
Reducingmanual
transactions within HR
Building long-term
workforce planning
capabilities
All Respondents
@BrandonHallGrp 8©2014 Brandon Hall Group, Inc.

9. Current Workforce Planning Efforts
Source: Brandon Hall Group, Workforce Management Study 2014
22%
30%
27%
22%
No formal workforce planning in place
Near-term schedule planning based on
operational needs
Planning for headcount
Planning based on skill and competency gap
analysis
@BrandonHallGrp 9©2014 Brandon Hall Group, Inc.

10. Reporting and Analytics
Source: Brandon Hall Group, Workforce Management Study 2014
42%
63%
49%
58%
65%
47%
50%
39%
51% 49%
20% 22%
15% 15%
22%
26%
9%
27%
15%
9%
0%
25%
50%
75%
Employee performance Time and attendance Scheduling Absence/leave
management
Salary/labor costs
Can run reports on currentdata Can view historical data
Can use data for predictive analytics No reportingor analytics capabilities
@BrandonHallGrp 10©2014 Brandon Hall Group, Inc.

11. It’s All Connected
11©2014 Brandon Hall Group, Inc.@BrandonHallGrp

12. Organizations with fully automated time and
attendance solutions saw
67%
greater year-over-year improvement in customer
satisfaction &
2½
times greater year-over-year revenue growth
It’s a Business Thing
@BrandonHallGrp 12©2014 Brandon Hall Group, Inc.

13. Ownership of Key Workforce Management Processes
Source: Brandon Hall Group, Workforce Management Study 2014
59%
45%
12%
28%
28%
61%
6%
15%
3%
6%
11%
22%
1%
1%
2%
Leave management
Time and attendance
Scheduling
HR Line of business Finance Operations Center of excellence
@BrandonHallGrp 13©2014 Brandon Hall Group, Inc.

14. FORECAST
Predict:
SCHEDULE
Plan and deploy:
REALWORLD
Measure:
ANALYTICS
Visualize:
BUSINESSDRIVERS
Foot Traffic
Call Volume
Orders
Patient Census
Production and
Service Goals
Cost model
Variability
Skill & Labor needs
Connect Skills &
Availability to
Schedule Plan
Evaluate
contingent labor
Staffing Levels
Volume
Yield & Quality
Worked Time
Absence Process
Payroll
Results & Costs
Against Forecast
Skill and Resource
Gaps and Overage
Overall Compliance
WFM Process
14©2014 Brandon Hall Group, Inc.@BrandonHallGrp

15. FORECAST
Predict:
SCHEDULE
Plan and deploy:
REALWORLD
Measure Real
Time:
ANALYTICS
Visualize:
BUSINESSDRIVERS
WORKFORCE
DEVELOPMENT
SumTotal Learning & Talent Platform
• Contextual Learning and Development
• Content delivered immediately where people work
• Enable full visibility to bench strength and skill gaps
• Eliminates unnecessary hiring
• OT and contingent labor costs are controlled
Foot Traffic
Call Volume
Orders
OperationalTriggers
Bench
Strength
Patient Census
QualifiedResources
StrategicDevelopmentPlan
JITLearning
SkillDemand
Compliance Engine
SumTotal Work
Creating an Agile Workforce
15©2014 Brandon Hall Group, Inc.@BrandonHallGrp

16. FORECAST
Predict:
SCHEDULE
Plan and deploy:
REALWORLD
Measure Real
Time:
ANALYTICS
Visualize:
BUSINESSDRIVERS
Foot Traffic
Call Volume
Orders
Bench
Strength
Patient Census
QualifiedResources
StrategicDevelopmentPlan
SkillDemand
SumTotal Work
Creating an Agile Workforce
Core Skill Development
Strategic Compliance
16©2014 Brandon Hall Group, Inc.@BrandonHallGrp

17. TOOLS, DATA, AND ANALYTICS
@BrandonHallGrp 17©2014 Brandon Hall Group, Inc.

18. Common Elements of Workforce Management
• Time and attendance
• Scheduling
• Absence management
• Fatigue management
• Compliance
• Employee data management
• Payroll/payroll integration
@BrandonHallGrp 18©2014 Brandon Hall Group, Inc.

19. The Technology Story
Strategy Process Automation Integration
Know your goals
– from a business
perspective
Don’t automate
bad process
Efficiency and
effectiveness, as
well as engagement
Measure success
and power
analytics
@BrandonHallGrp 19©2014 Brandon Hall Group, Inc.

20. Workforce Management Process Automation
Source: Brandon Hall Group, Workforce Management Study 2014
18%
21%
22%
12%
36%
34%
42%
34%
35%
33%
22%
46%
6%
3%
3%
5%
4%
8%
11%
3%
Leave management
Absence management
Scheduling
Time and attendance
Manual/spreadsheet Partially automated Fully automated
Outsourced Not applicable
@BrandonHallGrp 20©2014 Brandon Hall Group, Inc.

21. Technology Alone is Not Enough
Technology + Information
=
Insight and Decisions
@BrandonHallGrp 21©2014 Brandon Hall Group, Inc.

22. Impact of Scheduling Automation
Source: Brandon Hall Group, Workforce Management Study 2014
Organizations with full automation of the
scheduling process experienced
4x greater improvement in
customer satisfaction
2x the improvement in compliance
scores
75% greater increase in revenue
@BrandonHallGrp 22©2014 Brandon Hall Group, Inc.

23. Data
Analytics Insight
@BrandonHallGrp 23©2014 Brandon Hall Group, Inc.

24. Analytics Isn’t Data in Color
• Data just is – no context, no relative
meaning
• Analytics requires combining data to find
correlation
• Predictive analytics requires deep insight
into causation it can be used to model
likely futures
@BrandonHallGrp 24©2014 Brandon Hall Group, Inc.

25. TAKING ACTION
@BrandonHallGrp 25©2014 Brandon Hall Group, Inc.

26. Be Not Afraid!
+
@BrandonHallGrp 26©2014 Brandon Hall Group, Inc.

27. Changing Expectations
@BrandonHallGrp 27©2014 Brandon Hall Group, Inc.

28. Self-Service Nation
Organizations with automated
scheduling are
48% more likely
to offer browser-based self-service to
employees, and
66% more likely
to offer mobile self-service functionality
@BrandonHallGrp 28©2014 Brandon Hall Group, Inc.

29. Culture and Mindset
@BrandonHallGrp 29©2014 Brandon Hall Group, Inc.

30. FORECAST
Predict:
SCHEDULE
Plan and deploy:
REALWORLD
Measure Real
Time:
ANALYTICS
Visualize:
BUSINESSDRIVERS
Foot Traffic
Call Volume
Orders
OperationalTriggers
Patient Census
QualifiedResources
JITLearning
Compliance Engine
SumTotal Work
Creating an Agile Workforce
Continuous
Improvement
(Lean)
@BrandonHallGrp 30©2014 Brandon Hall Group, Inc.

31. Employee Engagement Options
Universal Access

32. WHAT’S NEXT
@BrandonHallGrp 32©2014 Brandon Hall Group, Inc.

33. 65%
Of organizations indicate their
workforce management solutions
have been in place 3 years or
more
@BrandonHallGrp 33©2014 Brandon Hall Group, Inc.

34. Prepare for a Modern World
@BrandonHallGrp 34©2014 Brandon Hall Group, Inc.

35. Provider Selection Criteria
Source: Brandon Hall Group, Workforce Management Study 2014
43%
40%
34%
0%
25%
50%
Customer
service/support
Ability to integrate with
organization's existing
enterprise systems
Price/cost
Criteriaranked critically important
@BrandonHallGrp 35©2014 Brandon Hall Group, Inc.

36. Consumerization
Mobility
Engagement
Integration
@BrandonHallGrp 36©2014 Brandon Hall Group, Inc.

37. Questions?
Mollie Lombardi
VP/Principal Analyst Workforce
Management
Brandon Hall Group
@mollielombardi
mollie.lombardi@brandonhall.com
Ted Frederick
Vice President
Workforce Management
SumTotal
@SumTotalSystems
tfrederick@sumtotalsystems.com

38. Thank You
Mollie Lombardi
VP/Principal Analyst Workforce
Management
Brandon Hall Group
@mollielombardi
mollie.lombardi@brandonhall.com
Ted Frederick
Vice President
Workforce Management
SumTotal
@SumTotalSystems
tfrederick@sumtotalsystems.com