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Marc RamosBruce MortonOrganizationalReadiness
PresentersBruce MortonChief Marketing OfficerAllegis Group ServicesMarc RamosVice President of MarketingAquire, Inc.
The Times They Are A-Changin’
The Times They Are A-Changin’“We are about to seeAmerica unleashed in away that our capitalismmodel has neverexperienced a...
50% of the private sector workforce will be ‘contingent’ by ….
50% of the private sector workforce will be ‘contingent’ by ….Staffing Industry Analysts, predicts thecontingent workforce...
Introducing the TalentSumer
Organizational Readiness – enabled by talent
Operational Excellence – enabled by talent
Multi- ChannelsTalent Communities Social Media NetworksAlumni Employee ReferralsCareers Website Networking @ ConferencesIn...
The New World of Work
The New World of Work
Enterprise Social Networks
Integrated Talent Acquisition
Taking a Holistic View
Finding Expertise
Metrics
Workforce Planning Workshop• Knowing what tomeasure• Obstacles to finding theright data• Finding the right peoplefor the t...
Group Exercise Part 1
What do we measure?
Knowing What to Measure
Start with the Basics• Absence Rate• Average Workforce Age• Career Path Ratio• Cost per Hire• Generation Ratio: Silents & ...
Strategic Workforce Planning – Why a Standard?
Metrics for the Future
What Does This Mean for You?Guidelines• Leverage whereapplicable• Adjust and adopt to yourcompanies’ needsIterative• Allow...
Group Exercise Part 2
Obstacles to Tracking Down the Data
Who Needs What?
What is a MEASURE? A METRIC? ANALYTIC?Measure:• Single data point indicating the timing or order of magnitude of atransact...
Data ChallengesWhat Data Do We Have?What Data Do We Need?
Do I Have the Data?
Data IntegrityType ExampleMissing information Birthdates, Gender, Ethnicity, Job Code,Grade, Cost Center, Work LocationInc...
of a data scienceproject is cleaningSource: Dr. DJ Patil, Data Scientist in Residence at Greylock Partners
Poor data integrity costs organizationsmillions of dollars each year – in bothtrue out-of-pocket costs and opportunitycost...
Group Exercise Part 3
Who is on your team?
Now You Need the Team
Potential Roles/Team Members• Professional Workforce Planner• Data Analyst• Historian• Talent Management• Contingent Labor...
Decision Making• The business needs to own the process• Strategy leaders need to share their vision• Analyst need to forec...
Engagement
Group Exercise Part 4
Presenting to the Board
Examples
Examples
Examples
Examples
Examples
Competitive Advantage on Balance SheetCompetitive AdvantageStarts Here
HCI Workforce Planning Conference - Bruce Morton & Marc Ramos
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HCI Workforce Planning Conference - Bruce Morton & Marc Ramos

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  • Start by asking the right questions:Are our managers capable of managing talent?Who’s on the bench? Who’s our top talent?Are we developing future leaders?Do we have the talent in place to execute on our business plans?Why do good employees leave? Who’s poaching from us?
  • Unknown or incorrect System of RecordCalculated fields (or having calculated fields on calculated fields)Data calculated for display in system instead of stored in databaseStale dataData in multiple systemsData has been transformed
  • Who knows the corporate strategy?Who understands the human resource impact on the strategy?Who champions the human resource support for strategy?Who is accountable for the results/outcomes?Who understands the dynamics of trends? (External? Internal?)Who leads the communication?Who has the specifics expertise needed to implement Workforce Planning?Who has the ability to obtain the necessary resources and establish priorities?
  • Make It ActionableIf a presentation is intended to persuade the group to do something, show themWhy?BenefitsShow the repercussions if they do nothingDiscuss the evidence. "What convinces people of something is a preponderance of facts.Be STRATEGIC
  • Transcript of "HCI Workforce Planning Conference - Bruce Morton & Marc Ramos"

    1. 1. Marc RamosBruce MortonOrganizationalReadiness
    2. 2. PresentersBruce MortonChief Marketing OfficerAllegis Group ServicesMarc RamosVice President of MarketingAquire, Inc.
    3. 3. The Times They Are A-Changin’
    4. 4. The Times They Are A-Changin’“We are about to seeAmerica unleashed in away that our capitalismmodel has neverexperienced and wehave never witnessed”Littler Ten Report 2010
    5. 5. 50% of the private sector workforce will be ‘contingent’ by ….
    6. 6. 50% of the private sector workforce will be ‘contingent’ by ….Staffing Industry Analysts, predicts thecontingent workforce will double in sizeto 50% by 2020A 2012 Economic Intelligence Unit Study showsthat by the year 2020, 40% of the workforcewill be made up of contingent workers…. risingto 50% by 2030.MIT Sloan Study predicted 50% of theworkforce would be contingent by 2015HCI predicts the contingent workforcemay grow to as much as 50% by 2020
    7. 7. Introducing the TalentSumer
    8. 8. Organizational Readiness – enabled by talent
    9. 9. Operational Excellence – enabled by talent
    10. 10. Multi- ChannelsTalent Communities Social Media NetworksAlumni Employee ReferralsCareers Website Networking @ ConferencesInternal Mobility Senior Execs NetworkingMSP Contractor Job BoardsStatement of Work SEO & SEM MarketingTalent Mapping Database MiningApplicant Tracking System Agencies / Exec Search
    11. 11. The New World of Work
    12. 12. The New World of Work
    13. 13. Enterprise Social Networks
    14. 14. Integrated Talent Acquisition
    15. 15. Taking a Holistic View
    16. 16. Finding Expertise
    17. 17. Metrics
    18. 18. Workforce Planning Workshop• Knowing what tomeasure• Obstacles to finding theright data• Finding the right peoplefor the team• Presenting it to theBoard
    19. 19. Group Exercise Part 1
    20. 20. What do we measure?
    21. 21. Knowing What to Measure
    22. 22. Start with the Basics• Absence Rate• Average Workforce Age• Career Path Ratio• Cost per Hire• Generation Ratio: Silents & Boomers / Generation X & Y• HR Staffing Rate• Internal Placement Rate• Net Hire Ratio• Net Hire Ratio - Silents & Boomers / Generation X & Y• Recruitment Source Ratio• Retention Rate• Span of Control• Staffing Rate: < 30 in Age• Staffing Rate: Approaching Retirement Eligibility• Staffing Rate: Tenure <1 Year• Staffing Rate: Tenure >15 Years• Successor Pool Coverage• Termination Rate: Involuntary• Termination Rate: Voluntary• Termination Rate: <1 Year Tenure (Voluntary)• Time to Fill• Unscheduled Absence Rate• Workforce Growth Rate
    23. 23. Strategic Workforce Planning – Why a Standard?
    24. 24. Metrics for the Future
    25. 25. What Does This Mean for You?Guidelines• Leverage whereapplicable• Adjust and adopt to yourcompanies’ needsIterative• Allow for continuousimprovement• Public comments /feedback are criticalInformative• Changes will happen(and should)• Changes driveconsistency of practiceSTANDARDS
    26. 26. Group Exercise Part 2
    27. 27. Obstacles to Tracking Down the Data
    28. 28. Who Needs What?
    29. 29. What is a MEASURE? A METRIC? ANALYTIC?Measure:• Single data point indicating the timing or order of magnitude of atransaction or processMetric:• Meaningful information, derived from data, that answers a basic questionabout a process or eventTrend:• Tracking a metric over timeAnalytic:• Workforce Analytics transforms all the above into a relevant storyline andcreates actionable information
    30. 30. Data ChallengesWhat Data Do We Have?What Data Do We Need?
    31. 31. Do I Have the Data?
    32. 32. Data IntegrityType ExampleMissing information Birthdates, Gender, Ethnicity, Job Code,Grade, Cost Center, Work LocationIncorrect information Hire Date, State Codes, GenderInconsistent information Lack of edits for fields like Gender, Jobcode, locationBroken Hierarchies Missing information, orphaned nodes,circular relationships, incorrect ownersBad Integration Points Mismatched Key data between Core HRsystem and Talent Management systemsNonstandard or improperly transformeddataJob Codes, Position Codes or Titlesdifferent in multiple systemsIncorrect file format/content in dataextractMissing columns or in the wrong order,partial or blank rows, CSV file with un-quoted commas in the data
    33. 33. of a data scienceproject is cleaningSource: Dr. DJ Patil, Data Scientist in Residence at Greylock Partners
    34. 34. Poor data integrity costs organizationsmillions of dollars each year – in bothtrue out-of-pocket costs and opportunitycosts.Source: IHRIM
    35. 35. Group Exercise Part 3
    36. 36. Who is on your team?
    37. 37. Now You Need the Team
    38. 38. Potential Roles/Team Members• Professional Workforce Planner• Data Analyst• Historian• Talent Management• Contingent Labor / Partners• HRIS• HRIS/Systems DBA (database administrator)• Line Managers• Executives• HR Leaders – Each Area of HR• Finance and Budget Analysts/Staff• Documenter• Communication• Project Manager• Succession Planners• Recruiters• New Product Development• Union Reps (if applicable)• Marketing• Professional Facilitator
    39. 39. Decision Making• The business needs to own the process• Strategy leaders need to share their vision• Analyst need to forecast theno-change future state• Business leaders need to decidewhich gaps need to be closed• HR Leadership needs to develop plan to closegaps and report on progress to business
    40. 40. Engagement
    41. 41. Group Exercise Part 4
    42. 42. Presenting to the Board
    43. 43. Examples
    44. 44. Examples
    45. 45. Examples
    46. 46. Examples
    47. 47. Examples
    48. 48. Competitive Advantage on Balance SheetCompetitive AdvantageStarts Here
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