Intro Session Global Workforce Mobility for Talent Management
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Transcript of Intro Session Global Workforce Mobility for Talent Management
Strategic Mobility for Talent Development
&Retention
Presented by
Russell M. Klosk, SPHR, GPHR
1. Availability of Suitably Qualified Employees
2. Business Taxes and Charges
3. Non-Wage Labour Costs
4. Local Competition
5. Wage Costs
6. State Government Regulations
7. Federal Government Regulations
8. Resistance to Workplace Change from Employees
9. Resistance to Workplace Change from Unions
10. Interest Rates
1. Availability of Suitably Qualified Employees
2. Business Taxes and Charges
3. Non-Wage Labour Costs
4. Local Competition
5. Wage Costs
6. State Government Regulations
7. Federal Government Regulations
8. Resistance to Workplace Change from Employees
9. Resistance to Workplace Change from Unions
10. Interest Rates
Top ten constraints on business investment in Asia Pacific
Source: Survey of Investor Confidence, ACCI, July 2004
CEO’s are aware of Workforce value
CEO’s number one internal barrier to agility and responsiveness is limited internal capabilities and leadership resources to manage change-related projects;
An organisation is only as effective as its workforce:
CEO’s number two external barrier to agility and responsiveness is .
Source: IBM Business Consulting Services CEO Survey 2004
workforce issues
Russell Klosk
• Published Global Expert in Talent Management & Workforce Planning
• 19 years of industry experience as both an internal HR Practioner and as a Management Consultant focused on Human Infrastructure.
• Industry Experience in:– Public Sector– Financial Services– High Technology– Telecommunications– Consumer Products / Packaged Goods– Manufacturing
• Based in Washington, DC• MBA, SPHR, GPHR
Objectives of this session
• Provide Common Definitions for Workforce Management,
Talent Management & Global Mobility
• Provide Frameworks to Execute Global Mobility to increase
Talent Optimization and Talent Retention
• Discuss Global Mobility across three continuums
– Traditional Mobility
– The Modern Mobile Workforce
– Globally Integrated Enterprises (optimized organizations)
Day 1
Workforce Mobility Framework
Modern Mobile Workforces
Talent Management Through Mobility
Organizational Development
Day 2
Building Organizational Cohesion & Enhancing Employee Capability
Designing Positions for Mobility
Tying it all together in a Globally Integrated Enterprise
Agenda
They knew I was coming more than 3 weeks ago. They know my preferences – I’m a frequent flyer. They’ve spent million$ of dollar$ enticing me to use their services.
Why am I in this queue?!!
Why are we experiencing these issues?
What are the drivers?
Can they be ignored?
How are companies addressing them today?
What are the levers for change?
Megatrends are inexorably shaping the Workforce today and into the future
Trends: aging population, heightened market volatility, globalisation, work-life balance, regulatory pressures
Source: IBM BCS Better HR
POPULATION
Time
Forecast Economic Growth
Dependant Aged
Productive Workers
Dependant Children
Productivity Gap
Funding Gap
The supply dynamics of the Workforce are changing… Nearly 40 percent of the European population will be over the age of 50 in six
years
22 percent of Japanese consumers will be age 65 and older
75 percent of the Chinese workforce is under the age of 35
Source: IBM Institute of Business Value (Retail Megatrends)
People now tend to marry later, divorce more, start second or third careers and sometimes even raise their grandchildren.
These changes are causing unprecedented diversity in household composition, and ultimately greater complexity in how workers choose to engage in the workforce
… and Market pressure is rising
Customer’s are more global, mobile, educated and increasingly demanding of:
Greater choice Greater levels of responsiveness
Individualised attention Knowledgeable service staff
In the globalised world, heightened marketplace volatility will become the norm. Matching the workforce to these demands will become increasingly complex
For the organisation to be successful, it’s focus must be trained on improving workforce performance, agility and productivity
There is however, a growing mismatch between Employer and Employee expectation
Source:”The Rise of the Emergent Workforce” Spherion Pacific Enterprises LLC
more than half of all new jobs created in the past 16 years have gone to casual workers
more than ¼ of all workers are now employed on a casual basis without any sick or holiday pay
Are businesses responding appropriately?
Workforce Management, Talent Management & Workforce Mobility are critical to Survival
• Workforce supply dynamics are inexorably changing
• Increasing market volatility demands that organisations react -
quickly
• Shareholders expect growth, organisations will require agility
and responsiveness to deliver
• ERP’s have not been the panacea for workforce management
control
What can organisations do to address current and future Workforce Management issues?
Human Capital Practice Methodology
Change Management
Tools and Technology
Employee Relations
Best Practices
Workforce Management is the process of managing people to achieve business objectives, by optimizing the needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons.
Workforce Management defined
17
Workforce Management
Workforce Management represents the intersection of:
Across an organisation, who owns the process of Workforce Management?
Operationsproduction/service
Human Resourceslabour strategy
Financeperformance
WFM
18
Companies expressed different philosophies about whether they should build talent internally or obtain it from the outside market
“Typically, we have been buying talent at huge prices, but have poorly assimilated them…(our) new focus is to build internally”
— Media Company, North America
Build Talent From the Inside
“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”
— Retailer, EMEA
“(We) add skills from external hires where needed, but mostly we ‘grow our own’”
— Government agency, Asia Pacific
Buy Talent From the Outside
“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”
— Government agency, North America
“We will bring in very senior leadership from the labor market in order to acquire the leadership skills we lack”— Industrial products company, Latin America
“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”
— Electronics company, Asia Pacific
GBS U:Workforce/Talent Management| 19 July 2006
19
For each of the talent management strategies, organizations need to consider both the short-term and long term sourcing, development and retention issues
Companies that are active in using flexible sourcing need to be aware of potential employee concerns around job security
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
Companies that rely on bringing in external talent must be able to project the demand for necessary skills that may be in short supply
Successful management development programs involve a critical mass of individuals at the middle management and staff levels
Companies need to ensure that their senior leadership are provided with appropriate development experiences
Individuals who have been provided with management development experiences need job opportunities where they can leverage their new capabilities
New training and skill development delivery methods can help reach larger audiences, reduce the need for travel, and potentially improve learning effectiveness
Build Talent From the Inside Buy Talent From the Outside
Implications for Managing Talent
20
Talent Management – What It Includes:
• Talent Management is … Ensuring that required & available talent match at the individual, unit & enterprise level …
• Maintaining & developing talent...Ensuring the correct levels of skills and competency are maintained
• Changing the talent mix…Addressing a suspected problem in organisational capability
• Planning for future talent needs…Linking long & short term business drivers to the workforce planning & management
21
And ensures that required & available talent match at the individual, unit & enterprise level
Talent
Requirements
Matching
CurrentTalent
Gap IdentificationBusiness/Corporate
Planning
Evaluate & Adjust
Organisation Mission
Individual Talent MgtGiven my current profile, how do I need
to develop myself for optimal performance on the job and for long-
term career development?
Unit-level Talent MgtHow do I make sure that the talent in my
unit is identified and maintained now and for the future?
Enterprise Talent MgtWhat is our bench-strength and how will our talent pools need to evolve in order
to execute our strategy and gain competitive advantage?
22
Companies that “buy” talent from the outside potentially risk alienating their existing workforce and losing talented employees
“The challenge of moving jobs offshore is improving the morale of those remaining and reconciling personal political situations”
— CHRO, Banking Organization,
North America
Higher voluntary turnover
Higher voluntary turnover
Higherabsenteeism
Higherabsenteeism
Greater use of flexible sourcing
methods
Greater use of flexible sourcing
methods
Higher % of middle management
brought in from the outside
Higher % of middle management
brought in from the outside
Companies who purchase talent from the outside should consider the costs of higher turnover and lower morale in their talent sourcing decisions
Buying Talent – Key Findings
23
• Managing the critical inputs to the creation and maintenance of talent increases an organization’s control over the results
– A compelling vision for talent management implies a commitment to a strategic, integrated approach
– It is also a commitment to processes and tools that will enhance the organization’s (and each individual’s) ability to achieve superior performance
“Controlling your destiny by controlling your environment”
Business strategy and
direction
World class talent+
Superior business performance and increased stakeholder satisfaction
Sample TM processes and toolsTraining and career development (maximizing existing talent)
Performance management and rewards (retaining key talent)
Talent profiles/skill inventories
Job design
Recruitment and selection (attracting new talent)
Strategic business plans Related talent needs
Labor market trends
SF culture and values
Talent Management is the connector between business strategy and human talent optimization
Workforce Deployment Focus Model
Workforce management must address the needs of all stakeholders
Customer
EmployeeShareholder
Workforce management must address the needs of all stakeholders
Labour Supply Ageing Workforce Work/life Balance (flexibility) Regulatory obligations Increasing worker mobility
Customer
EmployeeShareholder
Employee Satisfaction
Workforce management must address the needs of all stakeholders
Labour Demand Volatile Demand Increasing expectations, mass
customisation More transient, higher education Instant gratification (technology led)
Customer
EmployeeShareholder
Employee SatisfactionEmployee Satisfaction, leads to Customer Satisfaction
Workforce management must address the needs of all stakeholders
WFM Processes Responsiveness to change Short-term Shareholder ROI expectations
(cost focus) Improved sustainability
Customer
EmployeeShareholder
Employee Satisfaction, leads to Customer SatisfactionEmployee Satisfaction, leads to Customer Satisfaction, leads to Shareholder Value
Workforce management must address the needs of all stakeholders
Optimising the needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons.
Customer
EmployeeShareholder
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
The impact of strong fiscal control through the labour planning process results in a trade-off
Either:
1) employees maintain individual earnings,
If the focus is labour cost or FTE’s, the result is a trade-off between Employee Satisfaction and Customer Service
Customer
EmployeeShareholder
‘ROI Is Us’ bank has placed an overtime ban due to a budget blow-out.
Who usually wins, and what is the result?
or
2) employees change their resources to satisfy customers
The consequence of imbalance:
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.
Service profit chain – illustrated
Satisfied Employees
Satisfied Customersleads to…
Shareholder Returnswhich leads to…
Staff rosters don’t match customer demand
Queues! Reduced share of wallet & lost sales
Revenue drops, act: reduce staff hours & OT
Not enough staff + wages drop: low satisfaction + morale
Queues worsen, service deteriorates: customers walk
Income dropping, customers & staff leaving, act: call IBM
Right people, right skills, right place, right time: satisfaction improves
Few queues, helpful & knowledgeable staff: satisfaction improves
Revenue & income bounce back: improved shareholder returns
Employee expectationsEmployees want to satisfy their demands with an over-availability of resources, and they want to balance their work with their home lives
ResourcesWorkload Demand
Employees
Workload Demand
Employee Expected ResourcesMore
Less
Time
Resources
Shareholder expectationsShareholders want to have the maximum return for the minimum investment. This often manifests itself into increasing productivity improvement demands
ResourcesWorkload Demand
Shareholders
Shareholder Expected Resources
Workload Demand
More
Less
Time
Resources
What is the right balance? What trade-off’s need to made? What insight is required to make informed decisions?
Each stakeholder is asking for a different level of resource investment
Customers
EmployeesShareholders
Aging Employees are increasingly concerned with lifestyle:
Can I see clearly what I am expected to work in the future?
Will I be able to do my job without having to deal with a queue of unhappy customers?
Can I change my roster to suit my changing lifestyle needs?
Do I understand and accept the reasons why changes to my roster are made?
Customers are becoming increasingly savvy and mobile:
Can I go and get in, get served and get out quickly
Will I have to wait too long for service?
Will my service experiences be consistently good across different channels
Will my query be dealt with in the one contact?
Shareholders want short and long term financial returns:
Shareholder Is this business performing satisfactorily enough in the short-term to warrant my
confidence in the long-term? If I am not confident in the short-term, the cost of capital will increase in the long-
term…
Corporate / Governance Do we have the flexibility to change our product delivery across channels and fully
anticipate the associated customer demand impact? Can we ensure operational areas are staffing to meet both cost AND service targets? Do I have a responsive reporting capability that gives me information on my
performance, and how it compares to others
Summary – key messages
• Workforce demographic in the western world is changing –
permanently
• The labour market is facing increased regulation – a greater focus in
the individual
• Customers are increasingly demanding, savvy, and mobile
• Shareholders want to see short-term and long term results – or risk a
higher cost of capital
• Service organisations have to maintain a balance between employees,
customers and shareholders
• Something has got to give…
Career Development
/ SuccessionPlanning
PerformanceManagement
Recruiting/ Sourcing
Employee Lifecycle
Learning &Development
Deployment/ Scheduling
Workforce Analytics & Planning
Compensation
Forecast resource demand
Optimisation
Forecast resource supply
Human Capital Management
Gap Identification
Recruit &Retain Deploy Re-skill or
Retire
Work rules (regulatory & IR)
Employee satisfaction is a key contributor to organisational effectiveness and efficiency
Workforce Management is managing Labor Supply and Demand over the short and long term
The Workforce Management Value ChainA 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.
Business/CorporatePlanning
OrganisationalEffectiveness& Efficiency
Evaluate & Adjust
Organisation Mission
We have learned that Workforce Management has three distinct time horizons:
Supply Chain & Intermediate Planning
Long-term Strategic Planning
Short-term Labour Demand and Scheduling Given my current business model how do I deploy and schedule my
workforce efficiently to serve the demand for labour?
Supply Chain & Intermediate Planning How do I maintain the inventory of labour needed to satisfy the current
business model?
Long-term Strategic Planning 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?
Short-term Labour Demand and Scheduling
Short-term Labour Demand and Scheduling
Workforce Deployment: determine and plan workforce requirements (roles and competencies) in the short term
Typically known as the process of Rostering
How do I maintain the inventory of labour needed to satisfy the current business model?
Short-term Labour Demand and Scheduling
Intermediate Term
Long-term
Short-term
Short-term Labour Demand and Scheduling (continued)
Comprises 5 key elements:1. Labour Demand: Determine business demand for labour (roles
and competencies)LabourDemand
2. Labour Supply: Forecast the availability of Labour(allowing for leave, training, availabilities, preferences…)
Labour Availability
3. Optimisation and Publishing: Using optimisation technique, publish the roster (with required notice period)
Optimisation & Publishing
4. Roster Maintenance: Contain costs, adjust resourcing levels for changes is activity and/or staff availabilityMaintain
5. Day of Operations: Real-time optimisation of tasks to employees around changing demands and availability Operate
Intermediate Term
Long-term
Short-term
Short-term Labour Demand and Scheduling (continued)
Labour Demand1. Determining Business Demand for Roles and Competencies Forecasting of transactions Application of standard process times Definition of operational workload requirement
LabourDemand
Intermediate Term
Long-term
Short-term
Retail – Point of Sales information x engineered work standards = Demand for Roles
Call Centres – Forecast volumes + Campaigns + Monthly Billing Cycles… x Work Standards = Demand for Roles
Manufacturing – Product line scheduling and Industrial Engineering turned into Demand
Research and Development – Marketing and Portfolio evaluation turned into Product Development Programs and the demand for Scientists and Engineers
Bidding Shift rotations Leave & training provisions Work preferences Skill / competency currency Administering transfers, promotions OH&S Rehabilitation / Graduated Return to Work The need to appeal to work life balance
Short-term Labour Demand and Scheduling (continued)
Labour Availability (Supply)
LabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Intermediate Term
Long-term
Short-term 2. Labour Supply – Staff Availability
Determining staff availability with the requisite skills:
Roster Creation Shift assignment, rotations, number of slots and roles Bid posting Application of work rules (Labour law, Bargaining Agreements, Awards)
Evaluated through an optimising algorithm Linear Programming Heuristic Modelling Brute force – all possible combinations at the local level
Process Evaluation – ROI Cost: Scheduled Vs actual Vs Forecast Vs Budget, Quality Customer satisfaction, Productivity
Short-term Labour Demand and Scheduling (continued)
Optimisation and (Roster) PublishingLabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Intermediate Term
Long-term
Short-term
OBJECTIVE: To produce the highest employee and customer satisfaction lowest price (productivity)
3. Optimisation, Roster Publishing
Maintaining the roster through the required roster notice period: Labour coverage changes with activity and staff availability Ensure costs do not blow out Staff swaps / trades Application of work rules
Employee Self Service Preparation for Day of Operation
4. Roster Maintenance
Short-term Labour Demand and Scheduling (continued)
(Roster) MaintenanceLabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Intermediate Term
Long-term
Short-term
Dynamic and real-time re-allocation of resources, on the day Automatic application of optimisation algorithms and business rules Operations integration Process control and decision support Time and Attendance
Retail – Task allocation from Head Office / Marketing Call Centres – real-time adherence, load and service balancing Manufacturing – Process adjustment Research and Development – Time tracking and recording
Short-term Labour Demand and Scheduling (continued)
Operate (Day of Operations)LabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Intermediate Term
Long-term
Short-term
5. Day of Operations
Supply Chain and Intermediate Planning
6. Workforce Analytics: Analysis and determination of the labour supply chain (outside of the cyclical rostering process)
A set of continuous and discrete processes – that draw intelligence from and support the routine short-term labour demand and scheduling activities
How do I maintain the inventory of labour needed to satisfy the current business model?
Workforce Analytics
LabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Intermediate Term
Long-term
Short-term
Determining Workforce Complement Size and Composition
Determining requirements for leave burn and training optimisation
Workforce Trending and Forecasting
Analytics (Labour and Business)
Determining Sourcing Strategies: Build, Buy, Rent or Alliance
Recruiting Sources (determining the best labour pools)
Work Rule Analysis
6. Workforce Analytics
Supply Chain and Intermediate Planning (continued)
Workforce Analytics
Workforce Analytics
LabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Long-term
Short-term
Intermediate Term
Long-term Strategic Planning
7. Long-term Planning: Determine long-term business demand for labour (roles and competencies), define the workforce of the future, get there
What must be done in the next 2-3+ years to compete?
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?
Long-term Planning
Workforce Analytics
LabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Intermediate Term
Long-term
Short-term
Long-term Strategic Planning (continued)
Long-term Planning7. Long-term Planning
Long-term Planning
Workforce Analytics
LabourDemand
Labour Availability
Optimisation & Publishing
Maintain
Operate
Intermediate Term
Long-term
Short-term
What are the organisational Goals and Metrics? What are the Human Capital Drivers to achieve those Metrics?
In order to achieve our goals what is/are the possible structure(s) of the workforce?
What is my present Labour Force Capability? What is the gap in As Is and To Be? What is the feasibility of closing the gap in the time frame? Quarter by Quarter what is the transition plan? How Much? Supporting Research Tools Supporting Management tools
Introducing a Workforce Management Framework
Comprehensive
Proven
Workforce Management Framework
Workforce Deployment
Workforce Planning
Comprehensive Demand based End-to-end Dynamic
Proven Retail Airline Financial Services Postal Public Sector
Deployment/ Scheduling
Workforce Analytics & LT Planning
CyclicalLegend
Continuous
Training Changes
Standard Times
Activity Forecast
Training / Leave Req.
Staff Availability
Events
Schedule Changes
Work Rules
Work Rules
Activity Changes
Activity Changes
Activity Forecasts
Staff Availability
Staff Changes
Duty Confirmation
Budgets
FTE/Mix Analysis
Exception Data
Analysis Data
Amended Roster
Payroll Transactions
Performance Data
Skills/Training Needs
Leave & Training Plan
Adj. A/Lve & Trng Pl.
Decisioning
Roster
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
Shareholders share in the benefits
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
Actionable Examples Indicative benefit
Improved ForecastingImproved FTE planning
2 – 5%
Engage Contingent workforce 2 – 5%
Increase frequency of rosterRoster below FTE requirement 2 – 5%
Re-resource, control decisioning
0 – 2%
Time & Attendance system (wage drift) 2 – 6%
Analytics Capability
0 – ??% + Sustainability
Integrated benefit:
5 – 10% +
Rolling budgeting 0 – ??% + Cash Flow
Benefit Leakage
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
Cost Element
Cost of Raw Workload
Levers (eg)
Demand
Work rules
HR, Work rules
Work rules, demand
Work rules, demand
A
466
On-costs+
Cost of Roster+
Cost of Maintain+
Cost Day of operation+
Total Cost=
B C
The opportunity cost is real – the gap is continually widening
Value
+ve
-ve
Time
Do nothing
Tinker at edge
Administer
Control
Strategy
Individualneeds
The trade-off between roster stability and operational flexibility
Operations
Employees
Roster proximity toDay of Operations
Certainty /Satisfaction
High
Low
Ideal rostering window
Lower Greater
Operationalneeds
The benefits of WFM are exponential, through an incremental journey of capability
Valu
e
The Transformation Continuum
Investment
AdministrationTracking Mechanisms
A Cumulative Capability
HRMS
Time & Attendance
Effort
Valu
e
The benefits of WFM are exponential, through an incremental journey of capability
Valu
e
The Transformation Continuum
Investment
A Cumulative Capability
Business LeversControl Mechanisms
Labour Optimisation
Dynamic Rostering
Operations Integration
HRMS
Time & Attendance
Effort
Valu
e
AdministrationTracking Mechanisms
The benefits of WFM are exponential, through an incremental journey of capability
Valu
e
The Transformation Continuum
Investment
StrategyDirectional Mechanisms
A Cumulative Capability
Workforce Strategy
Workforce Shaping
Analytics & Simulation
Operations Integration
Dynamic Rostering
HRMS
Time & Attendance
Labor Optimization
Effort
Valu
e
AdministrationTracking Mechanisms
Business LeversControl Mechanisms
FutureWorkplace
The benefits of WFM are exponential, through an incremental journey of capability
Valu
e
The Transformation Continuum
Investment
StrategyDirectional Mechanisms
A Cumulative Capability
Operations Integration
Dynamic Rostering
HRMS
Time & Attendance
Labor Optimization
Analytics and Simulation
Workforce Strategy
Workforce Shaping
Effort
Valu
e
Business LeversControl Mechanisms
AdministrationTracking Mechanisms
Summary – key messages
• Workforce Management is more that just rostering
• Talent Management is more than recruitment
• Mobility is key to realizing return on all three time horizons
• The benefits are compelling
• A compounding capability – starts with Tracking, providing
Control, allowing you to provide strategic workforce Direction
An effective WFM framework is always considered holistically:
Centralised WFM framework
Decentralised decisioning & accountability
Dynamic, demand based
Proactive and end-to-end
Easy to use
Open standards
Specialist optimisation capability
Visible and accessible
Drive / shape strategic change
ProcessesOrganisation
PeopleTechnology
Training Changes
Budgets
FTE/Mix Analysis
Exception Data
Analysis Data
Amended Roster
Payroll Transactions
Performance Data
Skills/Training Needs
A/Lve & Training Plan
Adj. A/Lve & Trng Pl.
Decisioning
Standard Times
Activity Forecast
Training / Leave Req.
Staff Availability
Events
Schedule Changes
Work Rules
Work Rules
Activity Changes
Activity Changes
Activity Forecasts
Maintenance
Operations
& Analytics
PlanningCyclicalLegend
Roster
WorkloadPlanning
ImplementationPlanning
Create and Publish
Roster
Day of
Review
Long-term
Continuous
Staff Availability
Staff Changes
Duty Confirmation
WFM Process
3.
2.
1.
4.
5.
6.
7.
Training Changes
Budgets
FTE/Mix Analysis
Exception Data
Analysis Data
Amended Roster
Payroll Transactions
Performance Data
Skills/Training Needs
A/Lve & Training Plan
Adj. A/Lve & Trng Pl.
Decisioning
Standard Times
Activity Forecast
Training / Leave Req.
Staff Availability
Events
Schedule Changes
Work Rules
Work Rules
Activity Changes
Activity Changes
Activity Forecasts
Maintenance
Operations
& Analytics
PlanningCyclicalLegend
Roster
WorkloadPlanning
ImplementationPlanning
Create and Publish
Roster
Day of
Review
Long-term
Continuous
Staff Availability
Staff Changes
Duty Confirmation
WFM Process
3.
2.
1.
4.
5.
6.
7.
One solution, end-to-end
Central
Region
Branch
BranchBranch
Strategy Right people, right place, right time, right reasons
Workforce management is highly integrated throughout the organisation
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
Operations
4
4
Finance
4
Sales / Service
Human ResourcesRecruiting Career
development
succession
Learning & development
Performance Moment
Compensation
Skill definitions Employee availability
through recruitment Rules of employee
engagement Industrial Relations EBA’s Employee productivity
standards Training & development HR Policy, leave, sickness etc
HR processes have influence on WFM
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
Human Resources – Strategic Objectives
Workforce Planning metrics
Training needs assessment
Headcount requirements for recruitment
Fixed vs variable staff mix Employee productivity
measures
The WFM provides insight for HR processes
Interpret leave characteristics for payment, pay leave, decrement entitlements, calculate and report leave liability to GL
Authorise employee absenteeism, record changes to plan, track excessive absenteeism, interpret leave characteristics real time
Manage changes to approved leave based on updated customer demand, absenteeism, newly acquired employee skills
Human Resources – Leave Management
Accr
ual
Man
agem
ent
Inte
rpre
t & P
ay
Liab
ility
Components
Leave Management is a complex process across multiple planning horizons and systems.
ProcessesApprovals based on forecast customer demand employee skills, customer service standards, headcount constraints, burn-off targets
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
Human Resources – Recruitment strategies
The ability for Human Resources to respond to business recruitment need is as good as its planning.
Labour Mix – What proportion of full-time, part-time and casual is required?
How volatile will Customer demand be?
What total headcount will future Customer demand drive?
What skills are required today, and what mix of skills is required today? What about the future?
How flexible should the workforce be? What level of contingency?
What training strategies will be required, and how flexible must they be?
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
What EDA constraints need changing to accommodate the strategy?
Operations and Finance
Stakeholders
• Finance Mgr
• Corporate Planning Mgr
• Business Performance Mgr
• Capital Asset Mgr…
Stakeholders
• Operations Mgr
• Logistics Mgr
• Resource Mgr
• Line Mgr
• Planning Mgr…
Unit labour costs Scorecard Budgeting
Finance
Labour budget drivers Actual Employee productivity FTE Actual Business performance
Operations
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
Operations and Sales/Marketing
Stakeholders
• Customer Service Mgr
• Service Development Mgr
• Product Development Mgr
• Product Channel Mgr…
Stakeholders
• Operations Mgr
• Logistics Mgr
• Resource Mgr
• Line Mgr
• Planning Mgr…
Product/Service demand Service performance
standards Campaign
Sales / Marketing
Product cost Service delivery cost Human capital capability
Operations
1. Labour DemandLabourDemand
Labour Availability
Optimise &Publish
Maintain
Operate
WorkforceAnalytics
Long-termPlaning
3.
2.
1.
4.
5.
6.
7.
70
The Approach Integrates Time and Components: Integrated Way with Workforce Optimization and Individual Performance Management ……
• Matching required to available talentfor sustainable advantage
• Optimizing the workforce for optimal cost and performance
• Turning business strategy into performance behaviorIndividual
Enterprise
ScopeImpact
Time
Unit
Short term Mid term Long term
Performance
Leadership
Culture
WORKFORCE MANAGEMENT SUITE
TALE
NT
MAN
AGEM
ENT
SUIT
E
MANAGING PERFORMANCE SUITE
Summary – key messages
• An effective WFM framework is always considered holistically
• Supports Operations, Marketing, Finance
• More than one way to skin a cat…