Support needed for launching Workforce planning, Designing a Workforce Planning Strategy, Engaging with Stakeholders and communicating

1. Roadmap for Launching
Workforce Planning
Successfully
PRESENTED BY: JAN HUNTER
NOVEMBER 19, 2013

2. oday’s Agenda
u Assess your readiness to embed workforce planning into your
organization
u Short term and longer term objectives you can consider given
your readiness
u Stakeholder mapping - Assessing change and communication
needs
u Communication tools and strategies for high user adoption
u Questions

3. Changes and Challenges

4. Changes We Face
u HR Technology company consolidations
u Game changing technologies are able to enable managers like
never before
u New structures, new processes
u “Big Data” on every CEO’s mind
u “New” expectations of HR
u “War” for talent, not over just different
u Skills and education gaps
u And, the pace of change continues to accelerate

5. volving Role of Human Resources
Policy Enforcer
• Process developer
• Compliance
• Reactive
• US Centric
Little reporting
Must be produced by HR
Needs heavy IT
ntervention
Human Capital
Management
•Workforce Planning
•Strategic
•Global, yet regional
•Better reporting due to
HR technology
•Produced by HR or
Manager
Executive Team
• Proactive
• Strategic partner
• Borderless
•Manager ‘s desk-top
•Reports on demand
•HR uses as consulting
tool
¹The New HR Analytics, Predicting the Economic Value of Your Companies Human Capital Investments Jack Fitz-Enz,
Past Present Future

6. Readiness to
Launch Workforce
Planning

7. ey’s To Successfully Launching
Workforce Planning

8. Self Assessment

9. xercise – Self Assessment
siness Strategy:
ur business strategy is well defined and covers 1, 3 and 5 years
Yes No
e strategy is understood and transparent to all in the company
Yes No
y-in has been obtained by senior management and we are executing on the
ategy Yes No
leaders, at all levels are involved in setting goals and also developing their groups
ategy Yes No
leaders, at all levels have access to self service tools and currently complete
dgets and forecasts using those tools
Yes No

10. xercise – Self Assessment
Strategy:
e HR organization is stable, is aligned with the business and its strategy and is delivering
ategic HR with most transactional processes automated
Yes No
nior level communications about the corporate and HR strategy have been written and are
ailable to all
Yes No
Systems:
ur HR systems are stable, integrated and we are easily able to get data as an HR team
Yes No
e HR team understands each process, collects or enters data consistently and completely
Yes No
ur HR systems allow managers to access information directly about their teams through a self
vice application and they do so regularly with general success
Yes No

11. xercise – Self Assessment
ata Strategy:
We have the skills and competencies in HR to complete a qualitative / quantitative anal
Yes No
We have the skills and competencies in finance or another functional area of the
ompany to complete a qualitative / quantitative analysis
Yes No
We have the skills and competencies in our leaders, at all levels to use data in all areas o
he organization to drive decisions
Yes No
Data analysis is part of leadership development for our current and future leaders
Yes No

12. Results

13. esults
u This is not an exact science!
u This exercise will help you think about how to structure workforce
planning in your organization at a high level
u Not all companies are ready to launch workforce planning for all
positions, across their organizations
u Stakeholder mapping still needs to be done at a detailed level to
ensure that high level results are consistent

14. our Results - Business Strategy
u If you have mostly yes’s on business strategy questions
u You have leadership who understands the value of strategic planning
and data and will likely support workforce planning as a strategic
process
u If you had mostly no’s, on business strategy questions
u You will need to engage and educate leadership
u Workforce planning in its earlier stages should be an HR led process and
function
u If you are someplace in the middle
u You may need to use different strategies with different leaders
u Stakeholder mapping is critical in this instance

15. our Results – Human Resources
u If you have mostly yes’s on Human Resources questions
u You have HR talent who understands the value of data and will likely to
be able to competently lead workforce planning
u HR’s role is solution oriented in addressing risks and gaps
u If you had mostly no’s:
u Workforce planning in its earlier stages
u You will need a COE will also need to play key role in educating HR staff
on workforce planning processes and tools
u If you are were someplace in the middle
u You should consider a hybrid model and it may be based on individual
leader competency

16. our Results – HR Systems and Data
Analysis
u If you have mostly yes’s on HR Systems and data analysis questions
u You have an integrated HR system that may enable data to be
delivered to leaders regularly
u HR’s role would be to support leaders in some analysis and solution
development
u If you had mostly no’s:
u You will have system and process integration work ahead
u You will need to education HR and the organization on why workforce
planning is an important investment
u If you are were someplace in the middle
u You should consider a hybrid model and it may be based on individual
leader competency

17. Models and
Structures

18. Workforce Planning Models
u Centralized (Mostly No)
u HR is the leader and facilitator of the workforce planning process
u A COE or workforce planning leader at a senior level with organizational
authority and clout will be needed
u You will need to invest in staff that have analytical skills if you cannot
resource them from finance or other analytical areas of the organization
u Decentralized (Mostly Yes)
u HR is the strategic and solution oriented consultant and business leaders
are engaged during their regular strategic planning processes.
u If you have a solid HR Business Partner or field HR team, you can train
them to assist in the process
u Hybrid
u A combination of both based on leadership and readiness maturity

19. Mostly “Yes”
• Strategic and stable leadership, strategy defined, integrated HR
systems, high level of confidence data is accurate
• Leaders look to HR for solutions.
• Business Partners are able to review and interpret data and offer
solutions

20. Mostly “No”
• Early stage workforce planning.
uHR takes the lead on process, structure, tools, analysis and delivery as
well as solution building
• Field HR are trained to escalate issues to the COE

21. Process and Steps

22. A Check List For Workforce Planning
1. An executive sponsor
2. Integrated and accurate data
3. An advisory board
4. An organizational readiness assessment
5. Role descriptions and clarity
(Your advisory board should help drive this )
6. Milestones and measurements for success
7. Change and communications plans
These things are key to successfully launching workforce planning in any structure or level o
readiness.

23. Steps for Success

24. teps for Success
Goals Action Examples
1. Executive Sponsor Find an executive sponsor
who understands data and
it’s importance in strategic
planning.
Engage them as leader
and spokesperson for the
initiative. Agree on
timeframes and their
involvement in the roll-out
and communication of
results and actions
2. Integrated and accurate
data
Review HR processes and
owners of data for timing
and integrity and make
adjustments as needed
Review end to end
processes and touch
points. Educate on what
should be tracked/entered
at each step and why.
Goal, consistency of timing
and understanding
Short Term Goals and Actions (short term is based on your company)

25. teps for Success, continued
Goals Action Examples
3. Advisory Team A cross
functional team from IT,
Finance, and the business
to build the program
Gain consensus on the
model, the process, goals
and timing from a key team
of internal customers who
can also help drive change
management. (NOTE if you
said mostly “no” start small,
pick some critical skills jobs
and pilot the process there.
• What reports would
managers use?
• Define roles and
responsibilities
• Confirm cycle and timing
• Learn about the
supportive resources
needed by leaders to be
successful
• What success looks like
4. Organizational Readiness
Assessment
Review readiness of leaders
and HR to embrace
workforce planning
• Force Field Analysis of key
leaders
Short Term Goals and Actions

26. teps for Success
Goals Action Examples
5. Role Clarity and
Description
Gain consensus on roles
and responsibilities
• Have the advisory team
brain storm key roles for
managers
• Validate with executive
sponsor and HR leadership
• Validate with HR team
6. Milestones and
measurements
Timeline and roadmap • Develop a reasonable
timeline
• Develop milestones
• Development
measurements for success
Short Term Goals and Actions

27. teps for Success, continued
Longer Term Goals and Actions
Goals Action Examples
7. Launching Cycle I Create communication plan
for launching workforce
planning
Executive communication
from sponsor on importance,
timing and roles
Training for managers Conduct training on timeline,
roles, using and interpreting
tools
Calculate and review results Run reports by leader and
determine risks and gaps in
preparation
Action Planning Meet with leaders to review
results and discuss short and
long term actions that can be
taken to address risks and gaps

28. mbedding Workforce Planning As
A Sustainable Program

29. Stakeholder
Mapping and
Communication

30. takeholder Mapping
Stakeholder Adoption Readiness Barriers Risks Strategies
High Medium Low
Jan Hunter X Staff
turnover
Limited
resources
A temp to do
basic work

31. Cascading Messages and
Communication

32. essons Learned
We learned, like any change process there were many challenges,
opportunities, and surprises.
Here are a few takeaway lessons:
uImplementing workforce planning is like any other “change,” a well
thought out plan that flexes to meet needs and challenges is aligned
to be successful
uUnderstanding barriers and asking for buy-in from all stakeholders is
essential
uUsing facts/data to analyze and report to your management the
direct and indirect benefits (ROI)

33. QUESTIONS?
CONTACT INFORMATION:
JAN HUNTER
WORKFORCE DESIGN
415-359-5691
JANLH@YAHOO.COM