talent planning & deployment

1. TALENT PLANNING &
DEPLOYMENT

2. Overview
• By definition, talent planning is designed to
use an organization’s existing capabilities and
potential to meet current and future business
needs.
• it creates a foundation on which to build and
link critical talent management processes,
including sourcing, succession management,
leadership development and performance
management.
2

3. Strategic Talent Planning
framework
3

4. 4

5. 5

6. WORKFORCE PLANNING IN ACTION
Workforce Planning is a systematic process for
identifying and addressing the gaps between the
workforce of today and the workforce of
tomorrow.
The terms workforce planning and succession
planning are often used interchangeably.
Many books and articles also use the terms
human capital plan and talent management.
6

7. workforce planning:
1. overall process of linking workforce strategies
to desired business outcomes;
2. staffing plans as the specific workforce
strategies for recruiting, retaining, developing,
and managing employees;
3. succession programs as the specific staffing
strategies designed to develop an internal
pool for anticipated vacancies.
7

8. 8
Workforce planning is, simply stated, the
• Right number of people with the
• Right competencies in the
• Right jobs at the
• Right time
to accomplish the agency’s goals and mission.

9. 9
• Nearly 60% of state employees are 45 or older
• Helps the state compete in today’s market
• Allows decision makers to determine the workforce
needed for tomorrow’s success
• Gives managers the human resource information
they need to manage their programs effectively
*) Government’ case
Why do Workforce Planning?*

10. 10
Workforce Planning Steps
Define the Future
Analyze Current Workforce
Close the Gap
Monitor, Evaluate, Revise

11. 11
Step One: Define the Future
• Articulate the agency’s vision, mission,
organizational values, and objectives.
• Have a defined strategic plan for the
agency
• Conduct a SWOT (strengths, weaknesses,
opportunities, and threats) analysis
• Prepare the Demand Forecast

12. 12
Determine Future Workforce Requirements
• Workload changes
• Program initiatives
• Anticipated attrition
• Roles and functions
• Mission/strategy changes
• Distribution

13. 13
• Identify any current or pending statutory, regulatory, or
legislative mandates
• Identify any current skills that are becoming obsolete due to
new technologies
• Identify new skills needed to continue with the business of
the agency
• Identify shifts in changing work tasks
• Identify turnover rates in the current workforce
Prepare the Demand Forecast

14. 14
The Demand Forecast Generates:
• Quantitative and qualitative data on
anticipated workload and workforce changes
during the planning period
• Quantitative and qualitative data on future
competency and skill requirements

15. 15
Step Two: Analyze Current
Workforce
• Skills
• Distribution
• Demographics
• Workload/Productivity
• Staffing levels
• Succession
• Outsourcing
Profile Existing Workforce

16. 16
Supply Projections
• Supply projection examines the current and
future composition of the workforce and
workload.
– Quantitative data on current and projected
workforce
– Quantitative data on current and projected
competencies

17. 17
Supply Projections
• Look at trend data
–Workforce Profile
–Hiring Patterns
–Retirement Patterns
–Turnover statistics

18. 18
Identify Labor Market Influences
• Labor pool decline
• Changes in labor pool
• Downsizing outside State Government
• Changing occupation outlook

19. 19
Start by learning about your agency
average age of state employees
42.0
42.5
43.0
43.5
44.0
44.5
45.0
45.5
46.0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

20. 20
Step Three: Close the Gap
• Gap Analysis
• Action Plan
• Implementation Plan

21. 21
Gap Analysis
Use the Demand Forecast and the Supply
Projections to identify differences (gaps)
between where your agency is now and
where it needs to be in the future

22. 22
Gap Analysis
• Identifies situations where future demand will
exceed future supply
• Identifies situations where future supply will
exceed future demand
• In both types of situations, your workforce
plan must address eliminating these gaps

23. 23
Workforce Action Plan
• Develop your plan around the most mission critical gaps
• Define critical job competencies
• Define and redesign jobs
• Define recruiting needs
• Define training and development needs
• Identify restructuring opportunities
• Identify a timeline for making the changes
• Describe how the plan will be measured (objectives)

24. 24
Implementation Plan
• Obtain management leadership and support
• Develop change management strategy
• Communicate

25. 25
Obtain Management Leadership and Support
• Workforce Planning should be viewed as a
significant piece of an agency’s strategic plan
• Senior-level management should lead the
planning process
• Agency’s program managers will gain the most
benefit from the plan

26. 26
Develop Change Management Strategy
• Change must be managed
• Change involves all stakeholders in the agency
• Objective view of the change is needed—
often agencies will contract out for some
portion of the Workforce Planning process.

27. 27
Communicate
• Make the process transparent—let your
employees know what’s going on
• Let your employees know what’s in it for them
• Planning for future workforce needs is an
excellent time to offer career growth and
opportunities to current employees

28. 28
Step Four: Monitor, Evaluate, Revise
Monitor
• Continuously monitor the plan and
consider any internal or external
developments that may affect the action
plan.
– Consider upcoming legislation, budgetary
concerns, and other external developments
– Monitor projections to determine if current
conditions meet projections

29. 29
Evaluate
• Obtain feedback about the action plan
and how it is working
– Meetings
– Surveys
– Interviews
– Focus groups

30. 30
Evaluate
• Measure the results of the plan
– Do the gaps still exist?
– Are skills being developed?
– Are staffing levels adequate to perform the critical
mission of the agency?
– Do new hires possess the needed competencies?
– Celebrate achievements!

31. 31
Revise
• Make necessary revisions
• Communicate changes
• Report on accomplishments

32. 32
Typical Workforce Planning Issues
to Overcome
• No commitment from agency leadership to
provide the necessary staff
• Doing it half-heartedly - Do it right, or not at
all.
• Not including agency employees
• Wanting it too quickly.
• Lack of available data.

33. Workforce Planning Framework
33

34. 34

35. 35

36. 36

37. KEY POSITION MAPPING
37

38. 38

39. “I need a report just like
this, only with everyone’s
previous manager.”
Change Request
Gets Queued
HR & Business Managers
Business Analysts & IT
Time
Understand
HR Source
Build Report
Make Data
Accessible
Rebuild Data
Warehouse
Get Source
Data
Requirements
Definition
Report
Request
Many, Sequential, Very Technical Steps
A Long, Error-Prone Process
WORKFORCES ANALYTICS

40. Workforce Analytics
• Headcount and Turnover Analysis
– Headcounts, Workforce Demographics, Hires, Transfers, Terminations
– Detailed granularity with Calendar (e.g. weekly) and Fiscal (e.g. monthly)
Snapshot Summaries
– HR Budget
• Compensation and Incentive Analysis
– All Earnings and Withholdings of All Employees
– Regular pay, overtime pay, incentives, bonus, regular hours, overtime
hours
– By Pay Group, Pay Date, Company, Business Unit, Organization, Earnings
Type, Withholding Type, Dates
• Performance Review Analysis
– Employee Reviews, Ratings, Review Points, Total Points
– By Review Type, Employee, Review Status, Review Type, Organization,
Dates,

41. Workforce Analytics Helps Improve Profitability
Acquire Deploy Optimize Retain
Which Skills Are Key?
Where is our Top
Talent Located?
What is the Right
Compensation for
Open Positions?
Where do we Need to
Hire to Meet the
Corporate Goals?
How Do We Reward
Top Performers?
Where Do We Have
Excessive Sickness?
Are Employees
Aligned to the
Business Goals?
What Affects
Performance of
Top Performers?
Are Performance
Reviews Timely?
How Many Employees
Are Ready for
Promotion?
How Many Employees
were Promoted
Last Year?
Where Do We Have
High Turnover?
Which Separations
are Avoidable?
Are We Motivating
Top Performers?
Are Top Performers
Leaving? Where?
Why?

42. MEASURES MONITOR PLAN OUTCOMES With Supported
Analysis
Completion, attendance ratios
Program, certification expenses
Activity profitability
Performance outcome ratios
Satisfaction ratings
...
Workforce Analytics – Process Flow
ROI per employee
Headcount cost
Headcount variance
Requisition fulfillment cycle time
Termination cost per employee
Termination cost
Turnover rate
Absence rate
Accident rate
Exposure hours
Accept ratio
Agency effectiveness
Cost to hire
Vacation days balance
Vacation days entitlement
Performance review result
Contribution factor
Maintained qualification count
Review result
Scarcity level
Succession percentage
Training % of revenue
….
Company
Organization
Location
Responsibility Center
Job Position
Job Category
Vendor
Assignment
Salary Plan Grade Step
Calendar Month
Fiscal Period
Employee
Hiring Manager
HR agent
Annual compensation
Benefit plan enrollment
Compensation % increase
Increase Variance
]Customer service award variance
Dependant count
Employee, Employer contribution
Employee opt out ratio
Incentive award
Hourly pay rate
….
Absence days count
Accident Severity Rate
Accident Lost time Rate
High Performance ratio
Low Performance ratio
Employee Development cost
Development cost per employee
High Performance turnover rate
Incentive Pool variance
Benefit cost per employee
Merit Pool Variance
increase variance count
termination rate
FTE count
Human capital ROI
Time to hire
Turnover rate
....
Headcount,
Planning
Compensation &
Salary Planning
Improve
Growth
and
Profitability
Headcount & Turnover
Compensation, Incentive
Performance,
Succession
Recruiting , Absence &
Accident Analysis
Learning Management
Benefits Planning
Restructuring
planning
Payroll &
Reconciliation Analysis
Payroll Liability
Planning
Recruitment
Planning
Trained, certified headcount
Investment factors
Training cost factors
Revenue/expense ratios

43. ENVIRONMENTAL SCANNING
43

44. SOURCES OF INFORMATION
• Documentary or secondary sources
- Magazines, newspaper, journals, books, trade
&industry Assn. publication, Govt. Publication, Annual
report of competitor company
• Mass media
• Internal sources - employees, files, MIS, documents

45. SOURCES OF INFORMATION
• EXTERNAL AGENCIES - Customers, marketing
intermediaries, suppliers, trade Assn., Govt. Agencies
• FORMAL STUDIES - Consultants, Educational
Institutions, in-house
• Spying & Surveillance thro’ ex employees of competitor
or planting ‘moles’ in competitor company

46. COMPETITIVE ENVIRONMENT SCANNING
•ENVIRONMENT TURBULENCE
Hyper competition - Competitive intensity is
high “In hyper competition, the frequency, boldness &
aggressiveness of dynamic movement by the players
accelerates to create a condition of constant
disequilibrium and change.

47. COMPETITIVE ENVIRONMENT SCANNING
• Market stability is threatened by short product life cycles,
short product design cycles, new technologies, frequent entry
by unexpected outsiders, repositioning by incumbents and
tactical redefinition market boundaries as divers industries
merge.
• The environment escalates toward higher & higher levels of
uncertainty, dynamism, heterogeneity of players & hostility.

48. COMPETITIVE ENVIRONMENT
SCANNING
•ENVIRONMENTAL THREAT- Challenges posed by an
unfortunate trend - lead to erosion of company’s
position
•ENVIRONMENTAL OPPORTUNITY - an attractive arena -
that company enjoys a competitive advantage

49. INDUSTRIAL ENVIRONMENT
Firm
Relevant
environment
Micro
environment
Macro
Environment
Internal
Environment

50. COMPONENTS OF MEGA ENVIRONMENT
Regulatory EconomicPolitical
Technological Social
Mega Environment

51. CHARACTERISTICS OF VARIOUS ENVIRONMENT
TECHNOLOGICAL
• Transportation capability
• Mastery over energy
• Ability to alter character
of material
• Mechanization of
physical activities
• telecommunication
network
SOCIAL
• Population, demographic
data
• Spread of literacy
• Income distribution
• Social Values
• Ethical standards
• Concern for health

52. CHARACTERISTICS OF VARIOUS ENVIRONMENT
ECONOMIC
• GDP, Growth rate
• Money supply
• Policies and regulations
POLITICAL
• Regulatory
• Legal provisions
• Stability of Government

53. Suppliers
Marketing
Intermediaries
Market
Types
Market
demand
Competition
MICRO ENVIRONMENT
Financial
Institutions
Regulatory
Provisions
Industrial
relation
climate
Availability of
skilled
manpower

54. SWOT CONCEPT
•STRENGTH - Inherent capacity which an organization
an use to gain strategic advantage over it competitors
•WEAKNESS - Inherent limitations or constraint which
creates a strategic disadvantage
•OPPORTUNITY - a favorable condition in the
organization’s environment which enables it to
consolidate and strengthen its position
•THREAT - an unfavorable condition in organization’s
environment which creates a risk or causes damage to
the organization

55. OPPORTUNITY MATRIX
High Very Moderately
Attractive Attractive
Attractiveness
Moderately Least
Low Attractive Attractive
High Low
Probability of occurrence

56. THREAT MATRIX
High Major Moderate
Threat Threat
Seriousness
Moderate Minor
Low Threat Threat
High Low
Probability of occurrence

57. SWOT in Talent Planning
• Application in Workforce Planning
• Developing Talent Needs Analysis
• Aligning Market and Internal Supply &
Demand
57

58. Talent Gap Analysis & solution
58

59. 59
Identify the Needed Skills
• What is the agency’s mission?
• What are the agency’s business goals?
• What processes and procedures are currently
in place?
• What critical skills are needed to be able to
perform the mission and meet the goals?

60. 60
What is a critical skill?
• A critical skill is one that, if not present, results
in a task not being completed satisfactorily, if
at all.
• The lack of a critical skill causes problems, but
the possession of it allows work to continue.

61. 61
Analysis and data collection
• Develop job profiles and identify critical skills
needed for the job role
• Conduct an inventory of current skills
• Identify employees’ competencies and skill
levels

62. 62
Develop job profiles and identify critical skills
needed for the job role
• Review current position descriptions for future
needs
• Consider the impact of upcoming statutory or
regulatory changes on the work
• Take the time to develop a list of
competencies that most clearly and accurately
describe what is needed to do the work

63. 63
Conduct an inventory of existing skills
• Position descriptions
• Job class specifications
• Performance evaluations and employee assessments
• Interviews/focus group meetings with supervisors,
managers, and employees

64. 64
Identify individual employees’ competencies
and skill levels
• Put information gathered from competency assessments
into one searchable database
– Database of all employees and their existing competencies
– Crosswalk with identified necessary critical skills for now and the
future
• Create agency skills inventories databases
– Interagency cooperation

65. 65

66. 66
Skill Gap Analysis
• Helps you refine and define skills the agency
needs, now and in the future
• Helps your employees know what critical skills
they’ll need to grow
• Helps you in recruiting efforts when current
employees don’t have the skills or the interest