Post on 11-Nov-2014
description
“We Speak Your Language” Retained Executive Search RPO Leadership Consulting
Workforce Planning 2011: Assess Talent and Plan for the Future
Dan Ryan
Ryan Search & Consulting
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Building the case…
• Our topics:
– Workforce Planning Ingredients
– Dealing with Competency Gaps
– Why is identifying future talent an
important issue?
– What is Social Media’s role?
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Where is your firm?
Here is our question:
Does your firm have any kind of
Workforce Planning process?
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What is Workforce Planning?
The process an organization uses to
analyze its workforce and determine the
steps it must take to prepare for future
staffing needs
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Key Component 1
Composition and content of
the workforce that will be
required to strategically
position the organization to
deal with its possible
futures and business
objectives
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Key Component 2
Gaps that exist between the future
“model” organization(s) and the existing
organization, including any special skills
required by possible futures
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Key Component 3
Recruiting and training plans for
permanent and contingent staff
that must be put in place to deal
with those gaps
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Key Component 4
Determination of the outside sources that
will be able to meet the skill needs for
functions or processes that are to be
outsourced
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Benefits of Workforce Planning
• Analyze future staffing and development
needs
• Vibrant internal job market across units
and geographies
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Workforce Planning Challenges
• Gaining Senior Management Support
– Not just a “HR” function
– Talk without Walk
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Effective Planning Tips
• HR designee to manage process
• High level executive to champion plan
• Involve key stakeholders
• Align with strategic plan
• Coordinate with succession planning and
career development
• Ongoing and continuous
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Workforce Planning Steps
1. Supply Analysis
2. Demand Analysis
3. Gap Analysis
4. Solution Analysis Source: SHRM
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Supply Analysis
• What is the current state?
– Number of employees
– Their current skills
– Workforce demographics
– Projections of attrition
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Demand Analysis
• Future Workforce analysis
– New product lines/services
– External forces
– Expansion/contraction
– Workforce availability
• Proper skillsets?
• Loyalty?
• External influences
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Demand Analysis (continued)
• Key questions
– How many employees are needed?
– Skills and competencies?
– Current workforce composition
– How to attract?
• How to diversify the workforce?
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Gap Analysis
• Compare Demand Model with Supply
Model
– Where are the gaps?
• Over-supply
• Under-supply
• Vulnerabilities
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Solution Analysis
• Strategies to deal with identified gaps
– Recruiting
– Training/Retraining
– Contingent Staffing
– Outsourcing
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Demand
Analysis
Solution
Analysis
Gap
Analysis
Supply
Analysis
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Digging Deeper…
• Let’s take a peek “under
the hood” in some of these
key areas
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Supply issues
• Workforce demographics
– Age
– Experience
– Representation
– Geography
– Mobility
– Skillsets
– Steady flow or pinch points
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Process for identifying talent
• There are two tasks that need to be
addressed
– Developing the criteria to be applied
– Developing the method of applying the criteria
McCall, Morrison, Lombardo, “The Lessons of Experience”
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Talent identification
options
• Assessment centers
– Can be very expensive and may not be a realistic
option for small to mid-size firms
• Management committee
– More common
– Results are typically passed up in the organization
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Criteria considered
• Performance reviews from current and former roles
• Types of roles that have been performed
• Situations that have been encountered in these roles
– Start ups, shut downs, dealing with ambiguity, working with
different bosses, building a staff, etc.
– Breadth is as important as depth, but both are necessary!
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Demand issues
• Strategic Plan review
– New initiatives
– Growth of current initiatives
– Acquisitions
• Qualitative and Quantitative
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Demand Considerations
• Internal influences
– Will current workforce have needed future skills?
– Will current employees remain loyal?
• External influences
– Is proper mix of skills and abilities available?
– What other factors will affect demand for goods or
services
Source: Cathy Fyock, SPHR
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Gap Analysis
• Comparison of the current state versus
future needs
– Oversupply
– Undersupply
• Details are key
– Need numbers, timing of needs and
transferability
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Solution Analysis
• Firm may grow in one area and contract in
another
– Solution ideas for growth and evolving
• Training-Retraining
• Internal-External Recruiting
– Full time
– Part time
– Contingent
– Outsource
– Contractors/Consultants
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Solution Implications
• Contingent Workforce
– Less full time/lower fixed cost
– More part time/lower fixed cost
– More contingent
• Consultant/Contractor
– Outsourcing
• RPO
• Partnerships
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Role of Technology
• Virtual workplace
– Phone
– Web conference
– Virtual teaming
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Role of Technology
• Sourcing
– Social networks
– Outsourcing talent acquisition
• RPO
• “stable of consultants” as needed
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How this fits into the big picture
Business Environment
Organizational
Context
Individuals Development
Systems
Source: R. Kaiser
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The successful process
Workforce Planning
Line Management
Top Management
Human Resources
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Macro Perspective
• Strategic Plan
• Human Resource Plan (Human Capital Plan)
• Workforce Planning – Succession Plan
• Talent identification
– Make
– Buy
– Development plan
– Implementation & feedback
This process will be ongoing and not linear-there is no end point!
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Workforce Planning Roles
• HR
– Key role in driving the process
• Sr. Management-Line Management
– Involvement and support
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How does talent
identification tie into
planning?
• Talent identification is a key part of a
Workforce plan
• The Workforce plan is a key aspect of a
strategic plan
• If your firm says they have a strategic plan,
but it does not cover these issues, the plan is
incomplete!
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First steps
• Understand – Your current organization
– Establish systems that support your goals
– Objective talent identification
– Options for finding new talent
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Pathway to General Management
Manage Self
Group Manager
Functional Manager
Crossroad 1
Crossroad 3 Most difficult turn
Crossroad 5
Crossroad 4
Crossroad 2
Crossroad 1
Crossroad 4
Crossroad 2 Manage Others
General Manager
Enterprise Manager
Kates-Downey, The Challenges of
General Manager, 2005
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What are the top three qualities that you think firms look for in future leaders?
• Ability to grow strong relationships
• Superior intellectual ability
• Ability to identify and develop talent
• Decisiveness
• Openness to change and growth
• Courage to make the right decision
• Broad, comprehensive knowledge of the business
• Ability to motivate and inspire others
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What companies
look for in future leaders
• Ability to build strong relationships internally and externally
• Openness to change and growth
• Courage to make the right decision
• Ability to motivate and inspire others
• Level of confidence
• Awareness of one’s own strengths and limitations
• Personal desire to succeed
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What companies
look for in future leaders
• Commitment to the success of the business, even when personal sacrifice is involved
• A core set of leadership values that the individual lives by
• Broad, comprehensive knowledge of the business
• Decisiveness
• Ability to identify and develop talent
• Superior intellectual ability
Weik, “Building the Executive Ranks”
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Key derailment factors
1. Specific performance problems with the business
2. Insensitivity to others; an abrasive intimidating, bullying style
3. Cold, aloof, arrogant
4. Betrayal of trust
5. Over managing; failing to delegate or build a team
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More derailment factors
6. Overly ambitious; thinking of the next job, playing politics
7. Failing to staff effectively
8. Inability to think strategically
9. Unable to adapt to a boss with a different style
10. Overdependence on a mentor or advocate
McCall, Lombardo, “Off the Track-Why and How successful
executives get off the track”
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Selection criteria-
GE Method
A Current-
Rising Stars
C On Notice
B Need
Coaching
D Terminate P
erf
orm
ance
Values High Low
Low
Hig
h
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Development: 9 Box model
Under
Achievers
HIPO’s Very HIPO’s
At Risk
Achievers HIPO’s
High Risk Well Placed
High Achievers
C Players B Players A Players
High
Potential
Average
Potential
Low
Potential
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What happens after selection
• Putting names into a succession plan is not enough
• Those individuals identified need to have short term and long term development plans
• The nature of these plans varies depending upon what has been done and where they are going
• The greatest tools for development are “the lessons of experience”
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Personal Development Strategies
• HERO’s
– Highly empowered, resourceful operatives
• ACS
– Assess
– Challenge
– Support
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Case Studies
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Key considerations
• Your strategic plan should have a segment covering
your human resources plan
• Your human resources plan should contain a
Workforce Planning segment
• Workforce Planning will focus on Supply, Demand,
Gaps and Solutions
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In summary…
• Having a Workforce plan is essential
• The Workforce plan will drive many other Human Capital systems: – Talent Acquisition
– Talent Development
– Succession Planning
“If you don’t know where you are going, any road will take you there.”
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Questions?
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Thank you!
Dan Ryan Principal
615 202 0883 cell
615 656 3535 office
Dan@Ryansc.net