Workforce planning overview

“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

“We Speak Your Language”

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?


Where is your firm?

Here is our question:

Does your firm have any kind of

Workforce Planning process?


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


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


Key Component 2

Gaps that exist between the future

“model” organization(s) and the existing

organization, including any special skills

required by possible futures


Key Component 3

Recruiting and training plans for

permanent and contingent staff

that must be put in place to deal

with those gaps


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


Benefits of Workforce Planning

• Analyze future staffing and development

needs

• Vibrant internal job market across units

and geographies


Workforce Planning Challenges

• Gaining Senior Management Support

– Not just a “HR” function

– Talk without Walk


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


Workforce Planning Steps

1. Supply Analysis

2. Demand Analysis

3. Gap Analysis

4. Solution Analysis Source: SHRM


Supply Analysis

• What is the current state?

– Number of employees

– Their current skills

– Workforce demographics

– Projections of attrition


Demand Analysis

• Future Workforce analysis

– New product lines/services

– External forces

– Expansion/contraction

– Workforce availability

• Proper skillsets?

• Loyalty?

• External influences


Demand Analysis (continued)

• Key questions

– How many employees are needed?

– Skills and competencies?

– Current workforce composition

– How to attract?

• How to diversify the workforce?


Gap Analysis

• Compare Demand Model with Supply

Model

– Where are the gaps?

• Over-supply

• Under-supply

• Vulnerabilities


Solution Analysis

• Strategies to deal with identified gaps

– Recruiting

– Training/Retraining

– Contingent Staffing

– Outsourcing


Demand

Analysis

Solution

Analysis

Gap

Analysis

Supply

Analysis


Digging Deeper…

• Let’s take a peek “under

the hood” in some of these

key areas


Supply issues

• Workforce demographics

– Age

– Experience

– Representation

– Geography

– Mobility

– Skillsets

– Steady flow or pinch points


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”


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


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!


Demand issues

• Strategic Plan review

– New initiatives

– Growth of current initiatives

– Acquisitions

• Qualitative and Quantitative


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


Gap Analysis

• Comparison of the current state versus

future needs

– Oversupply

– Undersupply

• Details are key

– Need numbers, timing of needs and

transferability


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


Solution Implications

• Contingent Workforce

– Less full time/lower fixed cost

– More part time/lower fixed cost

– More contingent

• Consultant/Contractor

– Outsourcing

• RPO

• Partnerships


Role of Technology

• Virtual workplace

– Email

– Phone

– Web conference

– Virtual teaming


Role of Technology

• Sourcing

– Social networks

– Outsourcing talent acquisition

• RPO

• “stable of consultants” as needed


How this fits into the big picture

Business Environment

Organizational

Context

Individuals Development

Systems

Source: R. Kaiser


The successful process

Workforce Planning

Line Management

Top Management

Human Resources


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!


Workforce Planning Roles

• HR

– Key role in driving the process

• Sr. Management-Line Management

– Involvement and support


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!


First steps

• Understand – Your current organization

– Establish systems that support your goals

– Objective talent identification

– Options for finding new talent


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


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


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


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”


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


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”


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


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


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”


Personal Development Strategies

• HERO’s

– Highly empowered, resourceful operatives

• ACS

– Assess

– Challenge

– Support


Case Studies


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


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.”


Questions?


Thank you!

Dan Ryan Principal

615 202 0883 cell

615 656 3535 office

[email protected]

Workforce planning overview

Business

Transcript of Workforce planning overview