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Intro Session Global Workforce Mobility for Talent Management

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Intro Session Global Workforce Mobility for Talent Management

  1. 1. Strategic Mobility for Talent Development &Retention<br />Presented by<br />Russell M. Klosk, SPHR, GPHR<br />
  2. 2. 1. Availability of Suitably Qualified Employees<br />2. Business Taxes and Charges<br />3. Non-Wage Labour Costs<br />4. Local Competition<br />5. Wage Costs<br />6. State Government Regulations<br />7. Federal Government Regulations<br />8. Resistance to Workplace Change from Employees<br />9. Resistance to Workplace Change from Unions<br />10. Interest Rates<br />Top ten constraints on business investment in Asia Pacific<br />1. Availability of Suitably Qualified Employees<br />2. Business Taxes and Charges<br />3. Non-Wage Labour Costs<br />4. Local Competition<br />5. Wage Costs<br />6. State Government Regulations<br />7. Federal Government Regulations<br />8. Resistance to Workplace Change from Employees<br />9. Resistance to Workplace Change from Unions<br />10. Interest Rates<br />Source: Survey of Investor Confidence, ACCI, July 2004<br />
  3. 3. CEO’s are aware of Workforce value<br />An organisation is only as effective as its workforce:<br />CEO’s number one internal barrier to agility and responsiveness is limited internal capabilities and leadership resources to manage change-related projects;<br />CEO’s number two external barrier to agility and responsiveness is .<br />workforce issues<br />Source: IBM Business Consulting Services CEO Survey 2004<br />
  4. 4. Russell Klosk<br />Published Global Expert in Talent Management & Workforce Planning<br />19 years of industry experience as both an internal HR Practioner and as a Management Consultant focused on Human Infrastructure. <br />Industry Experience in:<br />Public Sector<br />Financial Services<br />High Technology<br />Telecommunications<br />Consumer Products / Packaged Goods<br />Manufacturing<br />Based in Washington, DC<br />MBA, SPHR, GPHR<br />
  5. 5. Objectives of this session<br />Provide Common Definitions for Workforce Management, Talent Management & Global Mobility<br />Provide Frameworks to Execute Global Mobility to increase Talent Optimization and Talent Retention<br />Discuss Global Mobility across three continuums<br />Traditional Mobility<br />The Modern Mobile Workforce<br />Globally Integrated Enterprises (optimized organizations)<br />
  6. 6. Agenda<br />Day 1<br />Workforce Mobility Framework<br />Modern Mobile Workforces<br />Talent Management Through Mobility<br />Organizational Development<br />Day 2<br />Building Organizational Cohesion & Enhancing Employee Capability<br />Designing Positions for Mobility<br />Tying it all together in a Globally Integrated Enterprise<br />
  7. 7. They knew I was coming more than 3 weeks ago. <br />They know my preferences – I’m a frequent flyer. <br />They’ve spent million$ of dollar$ enticing me to use their services.<br />Why am I in this queue?!!<br />
  8. 8. Why are we experiencing these issues?<br /><ul><li>What are the drivers?
  9. 9. Can they be ignored?
  10. 10. How are companies addressing them today?
  11. 11. What are the levers for change?</li></li></ul><li>Megatrends are inexorably shaping the Workforce today and into the future<br />Forecast Economic Growth<br />POPULATION<br />Productivity Gap<br />Dependant Aged<br />Funding Gap<br />Productive Workers<br />Dependant Children<br />Time<br />Trends: aging population, heightened market volatility, globalisation, work-life balance, regulatory pressures<br />Source: IBM BCS Better HR<br />
  12. 12. The supply dynamics of the Workforce are changing…<br /><ul><li>Nearly 40 percent of the European population will be over the age of 50 in six years
  13. 13. 22 percent of Japanese consumers will be age 65 and older
  14. 14. 75 percent of the Chinese workforce is under the age of 35
  15. 15. People now tend to marry later, divorce more, start second or third careers and sometimes even raise their grandchildren.
  16. 16. These changes are causing unprecedented diversity in household composition, and ultimately greater complexity in how workers choose to engage in the workforce </li></ul>Source: IBM Institute of Business Value (Retail Megatrends)<br />
  17. 17. … and Market pressure is rising<br />Customer’s are more global, mobile, educated and increasingly demanding of:<br /><ul><li>Greater choice
  18. 18. Greater levels of responsiveness
  19. 19. Individualised attention
  20. 20. Knowledgeable service staff</li></ul>In the globalised world, heightened marketplace volatility will become the norm. Matching the workforce to these demands will become increasingly complex<br />
  21. 21. Are businesses responding appropriately?<br /><ul><li>more than half of all new jobs created in the past 16 years have gone to casual workers
  22. 22. more than ¼ of all workers are now employed on a casual basis without any sick or holiday pay</li></ul>Source:”The Rise of the Emergent Workforce” Spherion Pacific Enterprises LLC<br />For the organisation to be successful, it’s focus must be trained on improving workforce performance, agility and productivity<br />There is however, a growing mismatch between Employer and Employee expectation<br />
  23. 23. Workforce Management, Talent Management & Workforce Mobility are critical to Survival<br />Workforce supply dynamics are inexorably changing<br />Increasing market volatility demands that organisations react - quickly<br />Shareholders expect growth, organisations will require agility and responsiveness to deliver<br />ERP’s have not been the panacea for workforce management control<br />
  24. 24. What can organisations do to address current and future Workforce Management issues?<br />
  25. 25. Human Capital Practice Methodology<br />Change Management<br />Tools and Technology<br />Employee Relations<br />Best Practices<br />
  26. 26. Workforce Management defined<br />Workforce Managementis the process of managing people to achieve business objectives, by optimizingthe needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons.<br />
  27. 27. 17<br />Workforce Management<br />Across an organisation, who owns the process of Workforce Management?<br />Workforce Management represents the intersection of:<br />Operations<br />production/service<br />WFM<br />Human Resources<br />labour strategy<br />Finance<br />performance<br />
  28. 28. Buy Talent From the Outside<br />“Have shifted from internally focused promotion to a blended approach to fill leadership positions…we actively recruit and select around 40% of new hires from external sources”<br />— Government agency, North America<br />“We will bring in very senior leadership from the labor market in order to acquire the leadership skills we lack”<br />— Industrial products company, Latin America<br />“50% of top leadership in the organization are hired from the outside for a key leadership role or a particular function where we did not have the right skills and competencies”<br />— Electronics company, Asia Pacific<br />Companies expressed different philosophies about whether they should build talent internally or obtain itfrom the outside market<br />Build Talent From the Inside<br />“Typically, we have been buying talent at huge prices, but have poorly assimilated them…(our) new focus is to build internally”<br />— Media Company, North America<br />“We are heavily investing in our leadership development program – we strongly believe that the most capable leaders are coming out of our own organization – we support people development on a long term basis”<br />— Retailer, EMEA<br />“(We) add skills from external hires where needed, but mostly we ‘grow our own’”<br />— Government agency, Asia Pacific<br />18<br />
  29. 29. GBS U:Workforce/Talent Management| 19 July 2006 <br />19<br />For each of the talent management strategies, organizations need to consider both the short-term and long term sourcing, development and retention issues <br />Implications for Managing Talent<br />Build Talent From the Inside<br />Buy Talent From the Outside<br /><ul><li>Companies that are active in using flexible sourcing need to be aware of potential employee concerns around job security
  30. 30. Companies that bring in middle managers from the outside must be careful to manage the expectations of talented individuals within the organizations regarding their potential for advancement
  31. 31. Companies that rely on bringing in external talent must be able to project the demand for necessary skills that may be in short supply
  32. 32. Successful management development programs involve a critical mass of individuals at the middle management and staff levels
  33. 33. Companies need to ensure that their senior leadership are provided with appropriate development experiences
  34. 34. Individuals who have been provided with management development experiences need job opportunities where they can leverage their new capabilities
  35. 35. New training and skill development delivery methods can help reach larger audiences, reduce the need for travel, and potentially improve learning effectiveness</li></li></ul><li>20<br />Talent Management – What It Includes:<br />Talent Management is … Ensuring that required & available talent match at the individual, unit & enterprise level …<br />Maintaining & developing talent...Ensuring the correct levels of skills and competency are maintained<br />Changing the talent mix…Addressing a suspected problem in organisational capability<br />Planning for future talent needs…Linking long & short term business drivers to the workforce planning & management<br />
  36. 36. 21<br />Talent <br />Matching<br />Requirements<br />CurrentTalent<br />And ensures that required & available talent match at the individual, unit & enterprise level<br />Organisation Mission<br />Business/Corporate<br />Gap Identification<br />Planning<br />Evaluate & Adjust<br />Unit-level Talent Mgt<br />How do I make sure that the talent in my unit is identified and maintained now and for the future?<br />Enterprise Talent Mgt<br />What is our bench-strength and how will our talent pools need to evolve in order to execute our strategy and gain competitive advantage?<br />Individual Talent Mgt<br />Given my current profile, how do I need to develop myself for optimal performance on the job and for long-term career development?<br />
  37. 37. 22<br />Companies that “buy” talent from the outside potentially risk alienating their existing workforce and losing talented employees<br />Buying Talent – Key Findings<br />Greater use of flexible sourcing methods<br />Higher voluntary turnover<br />“The challenge of moving jobs offshore is improving the morale of those remaining and reconciling personal political situations”<br />— CHRO, Banking Organization, North America<br />Higher % of middle management brought in from the outside<br />Higher<br />absenteeism<br />Companies who purchase talent from the outside should consider the costs of higher turnover and lower morale in their talent sourcing decisions<br />
  38. 38. 23<br />Sample TM processes and tools<br />Training and career development (maximizing existing talent)<br />Talent profiles/skill inventories<br />Recruitment and selection (attracting new talent)<br />Performance management and rewards (retaining key talent)<br />Job design<br />Labor market trends<br />Business strategy and direction<br />World class talent<br />Superior business performance and increased stakeholder satisfaction<br />+<br />SF culture and values<br />Related talent needs <br />Strategic business plans<br />Managing the critical inputs to the creation and maintenance of talent increases an organization’s control over the results<br />A compelling vision for talent management implies a commitment to a strategic, integrated approach<br />It is also a commitment to processes and tools that will enhance the organization’s (and each individual’s) ability to achieve superior performance<br />“Controlling your destiny by controlling your environment”<br />Talent Management is the connector between business strategy and human talent optimization<br />
  39. 39. Workforce management must address the needs of all stakeholders<br />Workforce Deployment Focus Model<br />Customer<br />Shareholder<br />Employee<br />
  40. 40. Customer<br />Shareholder<br />Employee<br />Workforce management must address the needs of all stakeholders<br />Labour Supply<br /><ul><li>Ageing Workforce
  41. 41. Work/life Balance (flexibility)
  42. 42. Regulatory obligations
  43. 43. Increasing worker mobility</li></ul>Employee Satisfaction<br />
  44. 44. Customer<br />Shareholder<br />Employee<br />Workforce management must address the needs of all stakeholders<br />Labour Demand<br /><ul><li>Volatile Demand
  45. 45. Increasing expectations, mass customisation
  46. 46. More transient, higher education
  47. 47. Instant gratification (technology led)</li></ul>Employee Satisfaction<br />Employee Satisfaction, leads to Customer Satisfaction<br />
  48. 48. Customer<br />Shareholder<br />Employee<br />Workforce management must address the needs of all stakeholders<br />WFM Processes<br /><ul><li>Responsiveness to change
  49. 49. Short-term Shareholder ROI expectations (cost focus)
  50. 50. Improved sustainability</li></ul>Employee Satisfaction, leads to Customer Satisfaction<br />Employee Satisfaction, leads to Customer Satisfaction, leads to Shareholder Value<br />
  51. 51. The short term goal is to manage the trade-offs, the long term goal is agility to drive a rapid step change in capability – to transform the business<br />Workforce management must address the needs of all stakeholders<br />Customer<br />Optimising the needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons.<br />Shareholder<br />Employee<br />
  52. 52. The impact of strong fiscal control through the labour planning process results in a trade-off<br />If the focus is labour cost or FTE’s, the result is a trade-off between Employee Satisfaction and Customer Service<br />‘ROI Is Us’ bank has placed an overtime ban due to a budget blow-out.<br />Customer<br />Either:<br />employees maintain individual earnings, <br /> or<br />employees change their resources to satisfy customers<br />Shareholder<br />Employee<br />Who usually wins, and what is the result?<br />
  53. 53. The consequence of imbalance:<br />If staff rosters generally do not change over time and customer volumes do, then customers become the buffer in the service delivery process. Shareholder’s ultimately get a diminishing return.<br />
  54. 54. Service profit chain – illustrated<br />Satisfied Customers<br />Shareholder Returns<br />leads to…<br />which leads to…<br />Staff rosters don’t match customer demand<br />Not enough staff + wages drop: low satisfaction + morale<br />Revenue & income bounce back: improvedshareholder returns<br />Right people, right skills, right place, right time: satisfaction improves<br />Satisfied Employees<br />Queues! Reduced share of wallet & lost sales<br />Revenue drops, act: reduce staff hours & OT <br />Queues worsen, service deteriorates: customers walk<br />Income dropping, customers & staff leaving, act: call IBM<br />Few queues, helpful & knowledgeable staff: satisfaction improves<br />
  55. 55. Employee Expected Resources<br />Workload Demand<br />Employee expectations<br />Employees want to satisfy their demands with an over-availability of resources, and they want to balance their work with their home lives<br />More<br />Resources<br />Employees<br />Less<br />Time<br />Resources<br />Workload Demand<br />
  56. 56. Workload Demand<br />Shareholder expectations<br />Shareholders want to have the maximum return for the minimum investment. This often manifests itself into increasing productivity improvement demands<br />More<br />Resources<br />Shareholder Expected Resources<br />Shareholders<br />Less<br />Time<br />Resources<br />Workload Demand<br />
  57. 57. Customers<br />Shareholders<br />Employees<br />Each stakeholder is asking for a different level of resource investment<br />What is the right balance? What trade-off’s need to made? What insight is required to make informed decisions?<br />
  58. 58. Aging Employees are increasingly concerned with lifestyle:<br /><ul><li>Can I see clearly what I am expected to work in the future?
  59. 59. Will I be able to do my job without having to deal with a queue of unhappy customers?
  60. 60. Can I change my roster to suit my changing lifestyle needs?
  61. 61. Do I understand and accept the reasons why changes to my roster are made?</li></li></ul><li>Customers are becoming increasingly savvy and mobile:<br /><ul><li>Can I go and get in, get served and get out quickly
  62. 62. Will I have to wait too long for service?
  63. 63. Will my service experiences be consistently good across different channels
  64. 64. Will my query be dealt with in the one contact?</li></li></ul><li>Shareholders want short and long term financial returns:<br />Corporate / Governance<br /><ul><li>Do we have the flexibility to change our product delivery across channels and fully anticipate the associated customer demand impact?
  65. 65. Can we ensure operational areas are staffing to meet both cost AND service targets?
  66. 66. Do I have a responsive reporting capability that gives me information on my performance, and how it compares to others</li></ul>Shareholder<br /><ul><li>Is this business performing satisfactorily enough in the short-term to warrant my confidence in the long-term?
  67. 67. If I am not confident in the short-term, the cost of capital will increase in the long-term…</li></li></ul><li>Summary – key messages<br />Workforce demographic in the western world is changing – permanently<br />The labour market is facing increased regulation – a greater focus in the individual<br />Customers are increasingly demanding, savvy, and mobile<br />Shareholders want to see short-term and long term results – or risk a higher cost of capital<br />Service organisations have to maintain a balance between employees, customers and shareholders<br />Something has got to give…<br />
  68. 68. Human Capital Management<br />Organisation Mission<br />Forecast resource <br />Business/Corporate<br />Optimisation<br />Gap Identification<br />demand<br />Planning<br />Deployment<br />Forecast resource <br />Work rules (regulatory & IR)<br />/ Scheduling<br />supply<br />Evaluate & Adjust<br />Recruiting<br />/ Sourcing<br />Organisational<br />Effectiveness<br />& Efficiency <br />Employee satisfaction is a key contributor to organisational effectiveness and efficiency<br />Career <br />Development<br />/ Succession<br />Workforce Analytics & Planning<br />Planning<br />Compensation<br />The Workforce Management Value Chain<br />A continual process of applying optimisation techniques, to maximise resource utilisation within multi-dimensional constraints in the short to medium term, while providing an objective and transparent basis for understanding and challenging these constraints to shape the future.<br />Learning &<br />Development<br />Performance<br />Management<br />Employee Lifecycle<br />Workforce Management is managing Labor Supply and Demand over the short and long term<br />
  69. 69. We have learned that Workforce Management has three distinct time horizons:<br />Short-term Labour Demand and Scheduling<br /><ul><li>Given my current business model how do I deploy and schedule my workforce efficiently to serve the demand for labour?</li></ul>Short-term Labour Demand and Scheduling<br />Supply Chain & Intermediate Planning<br /><ul><li>How do I maintain the inventory of labour needed to satisfy the current business model?</li></ul>Supply Chain & Intermediate Planning<br />Long-term Strategic Planning<br /><ul><li>In the next 3-5 years how will the market, technology, organisation structure and labour supply change and how will we adapt to those changes and turn them into competitive advantages?</li></ul>Long-term Strategic Planning<br />
  70. 70. Short-term<br />Intermediate Term<br />Long-term<br />Short-term Labour Demand and Scheduling<br />Short-term Labour Demand and Scheduling<br />How do I maintain the inventory of labour needed to satisfy the current business model?<br />Workforce Deployment:determine and plan workforce requirements (roles and competencies) in the short term<br /><ul><li>Typically known as the process of Rostering</li></li></ul><li>Labour<br />Demand<br />Labour Demand:Determine business demand for labour (roles and competencies)<br />Short-term<br />Intermediate Term<br />Labour Availability<br />Labour Supply: Forecast the availability of Labour<br /> (allowing for leave, training, availabilities, preferences…)<br />Long-term<br />Optimisation & Publishing<br />Optimisation and Publishing: Using optimisation technique, publish the roster (with required notice period)<br />Maintain<br />Roster Maintenance: Contain costs, adjust resourcing levels for changes is activity and/or staff availability<br />Operate<br />Day of Operations: Real-time optimisation of tasks to employees around changing demands and availability <br />Short-term Labour Demand and Scheduling (continued)Comprises 5 key elements:<br />
  71. 71. Short-term<br />Intermediate Term<br />Long-term<br />Short-term Labour Demand and Scheduling (continued)Labour Demand<br />Labour<br />Demand<br />1. Determining Business Demand for Roles and Competencies<br /><ul><li>Forecasting of transactions
  72. 72. Application of standard process times
  73. 73. Definition of operational workload requirement
  74. 74. Retail – Point of Sales information x engineered work standards = Demand for Roles
  75. 75. Call Centres– Forecast volumes + Campaigns + Monthly Billing Cycles… x Work Standards = Demand for Roles
  76. 76. Manufacturing – Product line scheduling and Industrial Engineering turned into Demand
  77. 77. Research and Development – Marketing and Portfolio evaluation turned into Product Development Programs and the demand for Scientists and Engineers</li></li></ul><li>Short-term<br />Intermediate Term<br />Long-term<br />Short-term Labour Demand and Scheduling (continued)Labour Availability (Supply)<br />Labour<br />Demand<br />2. Labour Supply – Staff Availability<br /><ul><li>Determining staff availability with the requisite skills:
  78. 78. Bidding
  79. 79. Shift rotations
  80. 80. Leave & training provisions
  81. 81. Work preferences
  82. 82. Skill / competency currency
  83. 83. Administering transfers, promotions
  84. 84. OH&S Rehabilitation / Graduated Return to Work
  85. 85. The need to appeal to work life balance </li></ul>Labour Availability<br />Optimisation & Publishing<br />Maintain<br />Operate<br />
  86. 86. Short-term Labour Demand and Scheduling (continued)Optimisation and (Roster) Publishing<br />Short-term<br />Intermediate Term<br />Long-term<br />Labour<br />Demand<br /><ul><li>Roster Creation
  87. 87. Shift assignment, rotations, number of slots and roles
  88. 88. Bid posting
  89. 89. Application of work rules (Labour law, Bargaining Agreements, Awards)
  90. 90. Evaluated through an optimising algorithm
  91. 91. Linear Programming
  92. 92. Heuristic Modelling
  93. 93. Brute force – all possible combinations at the local level
  94. 94. Process Evaluation – ROI
  95. 95. Cost: Scheduled Vs actual Vs Forecast Vs Budget, Quality
  96. 96. Customer satisfaction, Productivity </li></ul>3. Optimisation, Roster Publishing<br />Labour Availability<br />Optimisation & Publishing<br />Maintain<br />Operate<br />OBJECTIVE: To produce the highest employee and customer satisfaction lowest price (productivity)<br />
  97. 97. <ul><li>Maintaining the roster through the required roster notice period:
  98. 98. Labour coverage changes with activity and staff availability
  99. 99. Ensure costs do not blow out
  100. 100. Staff swaps / trades
  101. 101. Application of work rules
  102. 102. Employee Self Service
  103. 103. Preparation for Day of Operation</li></ul>4. Roster Maintenance<br />Short-term Labour Demand and Scheduling (continued)(Roster) Maintenance<br />Short-term<br />Intermediate Term<br />Long-term<br />Labour<br />Demand<br />Labour Availability<br />Optimisation & Publishing<br />Maintain<br />Operate<br />
  104. 104. Short-term Labour Demand and Scheduling (continued)Operate (Day of Operations)<br />Short-term<br />Intermediate Term<br />Long-term<br />Labour<br />Demand<br /><ul><li>Dynamic and real-time re-allocation of resources, on the day
  105. 105. Automatic application of optimisation algorithms and business rules
  106. 106. Operations integration
  107. 107. Process control and decision support
  108. 108. Time and Attendance
  109. 109. Retail – Task allocation from Head Office / Marketing
  110. 110. Call Centres– real-time adherence, load and service balancing
  111. 111. Manufacturing – Process adjustment
  112. 112. Research and Development– Time tracking and recording</li></ul>5. Day of Operations<br />Labour Availability<br />Optimisation & Publishing<br />Maintain<br />Operate<br />
  113. 113. Short-term<br />Intermediate Term<br />Long-term<br />Supply Chain and Intermediate Planning<br />Labour<br />Demand<br />Labour Availability<br />How do I maintain the inventory of labour needed to satisfy the current business model?<br />Optimisation & Publishing<br />Maintain<br />Workforce Analytics: Analysis and determination of the labour supply chain (outside of the cyclical rostering process)<br /><ul><li>A set of continuous and discrete processes – that draw intelligence from and support the routine short-term labour demand and scheduling activities</li></ul>Operate<br />Workforce Analytics<br />
  114. 114. Supply Chain and Intermediate Planning (continued)Workforce Analytics<br />Labour<br />Demand<br />Short-term<br />Labour Availability<br />Intermediate Term<br />Optimisation & Publishing<br />Long-term<br />Maintain<br />Operate<br />Workforce Analytics<br />Workforce Analytics<br /><ul><li>Determining Workforce Complement Size and Composition
  115. 115. Determining requirements for leave burn and training optimisation
  116. 116. Workforce Trending and Forecasting
  117. 117. Analytics (Labour and Business)
  118. 118. Determining Sourcing Strategies: Build, Buy, Rent or Alliance
  119. 119. Recruiting Sources (determining the best labour pools)
  120. 120. Work Rule Analysis</li></li></ul><li>Labour<br />Demand<br />Short-term<br />Labour Availability<br />Intermediate Term<br />Optimisation & Publishing<br />Long-term<br />Maintain<br />Operate<br />Workforce Analytics<br />Long-term Planning<br />Long-term Strategic Planning<br />How will the market, technology, organisation structure and labour supply change, and how will we adapt to those changes and turn them into competitive advantages?<br />Long-term Planning:Determine long-term business demand for labour (roles and competencies), define the workforce of the future, get there<br /><ul><li>What must be done in the next 2-3+ years to compete?</li></li></ul><li>Labour<br />Demand<br />Short-term<br />Labour Availability<br />Intermediate Term<br />Optimisation & Publishing<br />Long-term<br />Maintain<br />Operate<br />Workforce Analytics<br />Long-term Planning<br />Long-term Strategic Planning (continued)Long-term Planning<br />Long-term Planning<br /><ul><li>What are the organisational Goals and Metrics?
  121. 121. What are the Human Capital Drivers to achieve those Metrics?
  122. 122. In order to achieve our goals what is/are the possible structure(s) of the workforce?
  123. 123. What is my present Labour Force Capability?
  124. 124. What is the gap in As Is and To Be?
  125. 125. What is the feasibility of closing the gap in the time frame?
  126. 126. Quarter by Quarter what is the transition plan? How Much?
  127. 127. Supporting Research Tools
  128. 128. Supporting Management tools</li></li></ul><li>Introducing a Workforce Management Framework<br />Comprehensive<br />Proven<br />
  129. 129. Workforce Management Framework<br />1. Labour Demand<br />Labour<br />Demand<br />Activity Forecast<br />Standard Times<br />1. <br />Events<br />Labour Availability<br />Deployment<br />/ Scheduling<br />2. <br />Training / Leave Req.<br />Optimise &<br />Publish<br />Staff Availability<br />Roster<br />Work Rules<br />3. <br />Leave & Training Plan<br />Maintain<br />Staff Availability<br />Schedule Changes<br />Activity Changes<br />Amended Roster<br />4. <br />Training Changes<br />Adj. A/Lve & Trng Pl.<br />Operate<br />Payroll Transactions<br />Work Rules<br />Workforce Analytics & LT Planning<br />5.<br />Performance Data<br />Duty Confirmation<br />Workforce<br />Analytics<br />Exception Data<br />Activity Changes<br />Decisioning<br />Staff Changes<br />6.<br />Long-term<br />Planing<br />Analysis Data<br />Activity Forecasts<br />Budgets<br />7. <br />Legend<br />Cyclical<br />FTE/Mix Analysis<br />Continuous<br />Skills/Training Needs<br />Comprehensive<br /><ul><li>Demand based
  130. 130. End-to-end
  131. 131. Dynamic</li></ul>Proven<br /><ul><li>Retail
  132. 132. Airline
  133. 133. Financial Services
  134. 134. Postal
  135. 135. Public Sector</li></ul>Workforce Deployment<br />Workforce Planning<br />
  136. 136. Shareholders share in the benefits<br />Improved Forecasting<br />Improved FTE planning<br />2 – 5%<br />1. Labour Demand<br />Labour<br />Demand<br />1. <br />2 – 5%<br />Engage Contingent workforce<br />Labour Availability<br />2. <br />Increase frequency of roster<br />Roster below FTE requirement<br />2 – 5%<br />Optimise &<br />Publish<br />3. <br />Maintain<br />0 – 2%<br />Re-resource, control decisioning<br />4. <br />Time & Attendance system (wage drift)<br />Operate<br />2 – 6%<br />5.<br />Workforce<br />Analytics<br />0 – ??% + Sustainability<br />Analytics Capability<br />6.<br />Long-term<br />Planing<br />0 – ??% + Cash Flow<br />Rolling budgeting<br />7.<br />5 – 10% +<br />Integrated benefit:<br />Actionable Examples<br />Indicative benefit<br />
  137. 137. Benefit Leakage<br />A<br />B<br />C<br />1. Labour Demand<br />Labour<br />Demand<br />1. <br />+<br />On-costs<br />Labour Availability<br />2. <br />+<br />Cost of Roster<br />Optimise &<br />Publish<br />3. <br />+<br />Maintain<br />Cost of Maintain<br />4. <br />Cost Day of operation<br />Operate<br />+<br />5.<br />Workforce<br />Analytics<br />=<br />Total Cost<br />6.<br />Long-term<br />Planing<br />7. <br />Cost Element<br />Levers (eg)<br />Cost of Raw Workload<br />Demand<br />HR, Work rules<br />Work rules<br />Work rules, demand<br />Work rules, demand<br />4<br />6<br />6<br />
  138. 138. The opportunity cost is real – the gap is continually widening<br /> Strategy<br /> Control<br />Administer<br /> Tinker at edge<br />Do nothing<br />+ve<br />Value<br />-ve<br />Time<br />
  139. 139. The trade-off between roster stability and operational flexibility<br />Operational<br />needs<br />Individual<br />needs<br />Ideal rostering window<br />High<br />Operations<br />Certainty /<br />Satisfaction<br />Employees<br />Low<br />Lower<br />Greater<br />Roster proximity to<br />Day of Operations<br />
  140. 140. Time & Attendance<br />HRMS<br />The benefits of WFM are exponential, through an incremental journey of capability<br />The Transformation Continuum<br />A Cumulative Capability<br />Value<br />Value<br />Administration<br />Tracking Mechanisms<br />Effort<br />Investment<br />
  141. 141. Labour Optimisation<br />Business Levers<br />Control Mechanisms<br />Dynamic Rostering<br />Operations Integration<br />The benefits of WFM are exponential, through an incremental journey of capability<br />The Transformation Continuum<br />A Cumulative Capability<br />Value<br />Value<br />Time & Attendance<br />Administration<br />Tracking Mechanisms<br />HRMS<br />Effort<br />Investment<br />
  142. 142. Strategy<br />Directional Mechanisms<br />Workforce Strategy<br />Workforce Shaping<br />Analytics & Simulation<br />The benefits of WFM are exponential, through an incremental journey of capability<br />The Transformation Continuum<br />A Cumulative Capability<br />Value<br />Business Levers<br />Control Mechanisms<br />Value<br />Labor Optimization<br />Dynamic Rostering<br />Operations Integration<br />Time & Attendance<br />Administration<br />Tracking Mechanisms<br />HRMS<br />Effort<br />Investment<br />
  143. 143. Strategy<br />Directional Mechanisms<br />The benefits of WFM are exponential, through an incremental journey of capability<br />Future<br />Workplace<br />The Transformation Continuum<br />A Cumulative Capability<br />Workforce Strategy<br />Workforce Shaping<br />Value<br />Analytics and Simulation<br />Business Levers<br />Control Mechanisms<br />Value<br />Labor Optimization<br />Dynamic Rostering<br />Operations Integration<br />Time & Attendance<br />Administration<br />Tracking Mechanisms<br />HRMS<br />Effort<br />Investment<br />
  144. 144. Summary – key messages<br />Workforce Management is more that just rostering<br />Talent Management is more than recruitment<br />Mobility is key to realizing return on all three time horizons<br />The benefits are compelling<br />A compounding capability – starts with Tracking, providing Control, allowing you to provide strategic workforce Direction<br />
  145. 145. An effective WFM framework is always considered holistically:<br />Central<br />Organisation<br />Processes<br />Region<br />Branch<br />Branch<br />Branch<br />One solution, end-to-end<br />People<br />Technology<br />Strategy<br />Right people, right place, right time, right reasons<br />Centralised WFM framework<br />Proactive and end-to-end<br />Decentralised decisioning & accountability<br />Dynamic, demand based<br />Visible and accessible<br />Easy to use<br />Specialist optimisation capability<br />Drive / shape strategic change<br />Open standards<br />
  146. 146. Workforce management is highly integrated throughout the organisation<br />Human Resources<br />Recruiting<br />1. Labour Demand<br />Labour<br />Demand<br />4<br />4<br />4<br />4<br />1. <br />Labour Availability<br />4<br />4<br />4<br />4<br />2. <br />Optimise &<br />Publish<br />4<br />4<br />4<br />3. <br />Maintain<br />4<br />4<br />4. <br />Operate<br />4<br />4<br />5.<br />Workforce<br />Analytics<br />4<br />4<br />4<br />4<br />4<br />4<br />4<br />6.<br />Long-term<br />Planing<br />4<br />4<br />4<br />4<br />4<br />4<br />4<br />7. <br />Sales / Service<br />Operations<br />Finance<br />Career development<br />succession<br />Performance Moment<br />Learning & development<br />Compensation<br />4<br />
  147. 147. HR processes have influence on WFM<br />The WFM provides insight for HR processes<br />1. Labour Demand<br />Labour<br />Demand<br />1. <br />Labour Availability<br /><ul><li>Skill definitions
  148. 148. Employee availability through recruitment
  149. 149. Rules of employee engagement
  150. 150. Industrial Relations
  151. 151. EBA’s
  152. 152. Employee productivity standards
  153. 153. Training & development
  154. 154. HR Policy, leave, sickness etc
  155. 155. Workforce Planning metrics
  156. 156. Training needs assessment
  157. 157. Headcount requirements for recruitment
  158. 158. Fixed vs variable staff mix
  159. 159. Employee productivity measures</li></ul>2. <br />Optimise &<br />Publish<br />3. <br />Maintain<br />4. <br />Operate<br />5.<br />Workforce<br />Analytics<br />6.<br />Long-term<br />Planing<br />7. <br />Human Resources – Strategic Objectives<br />
  160. 160. Human Resources – Leave Management<br />1. Labour Demand<br />Labour<br />Demand<br />1. <br />Labour Availability<br />2. <br />Optimise &<br />Publish<br />3. <br />Manage changes to approved leave based on updated customer demand, absenteeism, newly acquired employee skills<br />Maintain<br />4. <br />Operate<br />Authorise employee absenteeism, record changes to plan, track excessive absenteeism, interpret leave characteristics real time<br />5.<br />Workforce<br />Analytics<br />6.<br />Long-term<br />Planing<br />Interpret leave characteristics for payment, pay leave, decrement entitlements, calculate and report leave liability to GL<br />7. <br />Leave Management is a complex process across multiple planning horizons and systems.<br />Processes<br />Components<br />Approvals based on forecast customer demand employee skills, customer service standards, headcount constraints, burn-off targets<br />Management<br />Accrual<br />Interpret & Pay<br />Liability<br />
  161. 161. Human Resources – Recruitment strategies<br />1. Labour Demand<br />Labour<br />Demand<br />1. <br />Labour Availability<br />2. <br />Optimise &<br />Publish<br />3. <br />Maintain<br />4. <br />Operate<br />5.<br />Workforce<br />Analytics<br />6.<br />Long-term<br />Planing<br />7. <br />The ability for Human Resources to respond to business recruitment need is as good as its planning.<br />What total headcount will future Customer demand drive?<br />How volatile will Customer demand be?<br />What EDA constraints need changing to accommodate the strategy?<br />What skills are required today, and what mix of skills is required today? What about the future?<br />Labour Mix – What proportion of full-time, part-time and casual is required? <br />How flexible should the workforce be? What level of contingency?<br />What training strategies will be required, and how flexible must they be?<br />
  162. 162. Operations and Finance<br />1. Labour Demand<br />Labour<br />Demand<br />1. <br />Labour Availability<br />2. <br />Optimise &<br />Publish<br />3. <br />Maintain<br />4. <br />Operate<br />5.<br />Workforce<br />Analytics<br />6.<br />Long-term<br />Planing<br />7. <br />Finance<br />Operations<br /><ul><li>Unit labour costs
  163. 163. Scorecard
  164. 164. Budgeting
  165. 165. Labour budget drivers
  166. 166. Actual Employee productivity
  167. 167. FTE
  168. 168. Actual Business performance</li></ul>Stakeholders<br /><ul><li>Finance Mgr
  169. 169. Corporate Planning Mgr
  170. 170. Business Performance Mgr
  171. 171. Capital Asset Mgr…</li></ul>Stakeholders<br /><ul><li>Operations Mgr
  172. 172. Logistics Mgr
  173. 173. Resource Mgr
  174. 174. Line Mgr
  175. 175. Planning Mgr…</li></li></ul><li>Operations and Sales/Marketing<br />1. Labour Demand<br />Labour<br />Demand<br />1. <br />Labour Availability<br />2. <br />Optimise &<br />Publish<br />3. <br />Maintain<br />4. <br />Operate<br />5.<br />Workforce<br />Analytics<br />6.<br />Long-term<br />Planing<br />7. <br />Sales / Marketing<br />Operations<br /><ul><li>Product/Service demand
  176. 176. Service performance standards
  177. 177. Campaign
  178. 178. Product cost
  179. 179. Service delivery cost
  180. 180. Human capital capability</li></ul>Stakeholders<br /><ul><li>Customer Service Mgr
  181. 181. Service Development Mgr
  182. 182. Product Development Mgr
  183. 183. Product Channel Mgr…</li></ul>Stakeholders<br /><ul><li>Operations Mgr
  184. 184. Logistics Mgr
  185. 185. Resource Mgr
  186. 186. Line Mgr
  187. 187. Planning Mgr…</li></li></ul><li>70<br />The Approach Integrates Time and Components: Integrated Way with Workforce Optimization and Individual Performance Management ……<br />Matching required to available talentfor sustainable advantage<br />Optimizing the workforce for optimal cost and performance<br />Turning business strategy into performance behavior<br />Scope<br />Impact<br />Enterprise<br />Culture<br />Unit<br />Leadership<br />MANAGING PERFORMANCE SUITE<br />TALENT MANAGEMENT SUITE<br />Individual<br />Performance<br />WORKFORCE MANAGEMENT SUITE<br />Time<br />Short term<br />Mid term<br />Long term<br />
  188. 188. Summary – key messages<br />An effective WFM framework is always considered holistically<br />Supports Operations, Marketing, Finance<br />More than one way to skin a cat…<br />

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