Post on 31-Mar-2020
Building Organisational Capabilities through Strategic Workforce Planning: A successful start to the journey at La Trobe
Fiona Reed Executive Director HR (La Trobe University) Richard Frampton Executive Director Student Services & Admin (La Trobe University) Ephraim Spehrer-Patrick Practice Leader Workforce Planning & Analytics (Mercer) Sydney | 4th September 2014
MERCER
Agenda
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La Trobe University Context – an imperative to change 1.
Building Strategic HR Capabilities – starting our journey with Student Admin 2.
“Science and Art” of Workforce Planning & Analytics – enhancing over time 3.
Key Success Factors 4.
Our Journey Ahead 5.
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La Trobe University Context – an imperative to change
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Australian Higher Education Context Fundamental shift under way
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University Environment Critical capabilities and La Trobe’s response with “Future Ready”
• Innovate and create new sources of revenue
• Target and attract students
• Digital technologies
• Business acumen to manage the shift to a leaner professional services model
• Relationship building with industry etc.
• Global thinking, strategic planning, M&A
• Utilisation of facilities and driving a more productive workforce
• Making difficult divestment decisions
Critical Capabilities
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• Research Focus Areas
• New College Structure
• Changes / Investments in Student Admin
La Trobe “Future Ready”
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La Trobe has recognised the importance of Workforce Planning to underpin Future Ready
Source: La Trobe Future Ready 5
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Strategic Workforce Planning (SWP) Definition
SWP provides a rational basis to prioritise, fund and develop the people practices that support the vision, mission and strategy of La Trobe University.
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Right Time with the Right Cost
Right People / Capabilities
Right Area / Location
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Strategic Workforce Planning (SWP) Definition: what it is – and what it isn’t
Resource Allocation/ Workload Planning
Performance & Development
Process
Career/ Succession
Planning
Strategic Workforce Planning
Operational Strategic
Function level
Individual level
• Is a pro-actively managed process
• Is future-oriented
• Goes beyond the one-year horizon
• Is integrated with business strategy and planning process
• Is leveraging HR and other organisation data to facilitate decision making
KEY ELEMENTS
Strategic Workforce Planning is not replacing any of the existing workforce processes on an individual level, such as workload planning, performance management, development and succession planning.
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SWP is a Collaborative Process with Business Leaders and HR
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Gain strategic insights 1 Identify the
gap risks 2 Model workforce management options 3 Take action 4
Quantity Quality Areas
Develop Internally
Recruit Externally
Borrow, Partner, Redeploy or Exit
Workforce Plan
Workforce Plan
Workforce Supply
Workforce Gaps & Risks
Workforce Demand
Risk Assessment
Gap / Risk Assessment
• Attraction • Recruitment • Talent
Development • Role Design • Performance
Management • Leadership • Culture
Talent Solutions & Ownership Model
Workforce Solutions & Ownership
Business Imperatives
Workforce Implications
Workforce Insights & Assessment
Critical Capabilities
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La Trobe University How we started
Identify Pilot
Build Process
Train
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A Playbook guiding all stakeholders at La Trobe
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Strategic guidance Process facilitation
Workforce data & analytics Process & quality guidelines
Strategic guidance and context Financial data and benchmarks Support development of
workforce solutions Own implementation
Facilitate process with line managers (faculties, schools, functions)
Decision coach Implementation in faculty
Define process, provide guidance & templates
Communication and training Expert advise for workforce
solutions (build, buy, borrow, redeploy, exit)
Objective source of data in workforce planning
Provide reports and workforce analytics
HR Business Partner
HR Expert Team
Faculty / Business
Reporting / Planning
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Building Strategic HR Capabilities – starting our journey with Student Admin
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Do less or the same with more
CAPACITY
OUTPUT (revenue, student experience, etc.)
Do less or the same with less
Do more with less
Do more with more
More
Less
Less
More
La Trobe Pilot with Student Admin – our context and imperatives “Doing more, and differently…!”
-1% -2% -3% -4% -5% -6% +6% +5% +4% +3% +2% +1%
-1%
-2%
-3%
-4%
+1%
+2%
+3%
+4%
Do more with the same, but differently …
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Student Admin Workforce Evolution Where are we today and what do we want to achieve in the long term?
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Longer Term Perspective (2016 and beyond)
Value Proposition
Governance / Operating Model
Critical Workforce & Capabilities
?
?
Student Admin TODAY
Operating Model / Governance
• Centralised Student Support Service team consisting of multiple functions, with activities performed in faculties and regions. These activities are across the student lifecycle and include enrolment through to graduation, course and unit Admin.
• Duplication of efforts between faculties and decentralised knowledge management
Workforce Structure / Capabilities
• Pockets of excellence, but inconsistency in leadership and staff capabilities
• Lack of innovation /and business process improvement capabilities
• Lack of consistent performance mgmt process
• Promising new experiences (e.g. managing outbound campaigns with casuals to drive increase of student enrolments)
Transformation Period (2014/2015)
Operating Model / Governance
• University Business Partner model: The structure is proposed to consist of a central division hub, college hubs, and regional hubs.
Workforce Structure
• Consolidation of mgmt overheads
• Redesign and simplification of the faculty model (2 college model)
• Restructure of Student Admin
• Larger spans of control
• Student contact centre (integrated with libraries)
• Better utilisation of staff by reducing manual workflows
• Redesign and implementation of student hubs
• System enhancements to automate manual processes
• Improved marketing and mgmt of function spaces (external revenues)
We knew how to drive cost improvements... But the question was:
what does success look like when we have implemented
our new structure? And is this shared across the
leadership team?
?
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La Trobe Student Admin (Pilot) A shared understanding of what winning (success) looks like
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ACTIONS
Describe the specific actions that need to be taken to execute the
strategy
BARRIERS
Describe the barriers that may interfere with
“winning”
What is standing in the way of winning that is within your ability to
influence?
“WINNING”
Describe what “win-ning” will look like
Expressed in the past tense, as if the result has been achieved
Source: Single Frame © Mercer
Looking at what success looks like from the perspective of our key stakeholders: Executive Team, students and alumni, La Trobe staff (all), Student Admin staff, and competition.
ENVIRONMENT ST. OBJECTIVES
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Student Admin Workforce Productivity Drivers Understanding key drivers for productivity in Student Admin, was critical to build the case for changes and define key metrics
15 Source: Mercer Workforce Productivity Drivers Framework applied to Student Administration context (high level overview, with details underpinning each lever)
Workforce Structure
Capabilities & Sourcing
Cost & Capacity
Leadership
Process Efficiency
Utilisation
Data & Systems
Engagement & Culture
Enrolment/ Research
Revenues
Services / Student Experience
Economic Sustainability
Inputs Processes / Moderators Outcomes
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Student Admin Workforce Productivity Drivers Key metrics to drive performance and transformation across campuses
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Goal Area KPI reflecting the goal KPI Value / Metric
Roles supporting achievement of
Target KPIs
Productivity Changes
(2014 -2017) Workforce
Implications Data
sources
Baseline Target (2017)
Template
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Summary: Student Admin - Pilot Area Our WF Priorities and Planning Themes for Implementation
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La Trobe University Strategy (2017)
Student Admin Value Proposition to support the Strategy
Our Priorities and Planning Themes (2014 – 2016)
Address critical capability gaps particularly in customer service and advice, timetabling and business process improvement
Build a culture of innovation and empowerment across all Student Admin teams to support the University strategy and future profitable growth
Cascade and communicate performance standards and accountabilities for Student Admin, to drive the required transformation and change
Build and enhance CRM systems and analytics capabilities to drive transparency, single-source of information and a positive customer experience
Encourage employee mobility and development within and beyond Student Admin to build and advance the La Trobe talent pipeline
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2
3
4
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Summary: Student Admin - Pilot Area Leadership team was actively engaged throughout the process and supportive of the change required
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How much change will be needed to achieve our Future Ready objectives?
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Products and services Improvements andinnovations
Organization and People Culture and identity Financials
No change Minimal change Some change A lot of change Essential change
How critical is the change needed to achieve our Future Ready objectives?
00.5
11.5
22.5
33.5
44.5
Products and services Improvements andinnovations
Organization andPeople
Culture and identity Financials
Not important Somewhat important Important Very important Essential
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Success Factors & Journey Ahead
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Success Factors A pilot area with strong leadership where change is happening
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Business / Leadership support
Process of co-creation (with stakeholders along the process)
Science and Art capabilities within the team
Strong partnership with HR
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Drive it from the top: you need a “push” (VC, pilot, proof of concept) to create the “pull” in the organisation.
Find the right people and ensure ownership of the Business.
Your workforce plan should lead to action. Even basic analysis can provide clarity. Leverage the data you’ve already got.
Build capabilities along the way – strong quantitative capabilities are critical.
Workforce planning is not an “event”; build capabilities over time.
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2
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Our lessons learned: Push – Own – Analyse – Act – Sustain
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Our Journey Ahead Roll out across university, focus on continuous capability building
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Alignment with La Trobe Strategy Updates
Developing / continuous learning
Recruiting WFP Capability
Leadership Facilitation Skills
Analytics Business Acumen
Technical expertise