When it’s time to conduct headcount planning and budgeting to maximize business performance, you want to ensure your team is built for success. Simple enough, right? Well, maybe not. Sometimes, it can become a seemingly never-ending project. Let us show you how we can help with your headcount planning and budgeting needs! Join this webinar, and we'll walk you through how to: Visualize and evaluate your current workforce. Align the finance team's budget with your goals. Manage headcount and reporting relationships to maximize employee engagement. Account for contingent workforce needs in helping drive business initiatives. Compare and contrast multiple headcount plans. Deliver your headcount plan for executive review.

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Maximize Business Results by
Preparing Your Headcount Plan
Within Budget

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Maximize Business Results by
Preparing Your Headcount Plan
Within Budget

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Asked
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8. #WFwebinar
Kellye
Whitney
Associate
Editorial
Director
Workforce
magazine
Maximize Business Results by
Preparing Your Headcount Plan
Within Budget

9. #WFwebinar
John
Kranz
Product
manager
of
workforce
planning
and
analy>cs
PeopleFluent
Maximize Business Results by
Preparing Your Headcount Plan
Within Budget

10. ©
PeopleFluent
2015
Maximize
Business
Results
by
Preparing
Your
Headcount
Plan
within
Budget
October 7, 2015
John Kranz, Product Manager

11. 11
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Agenda
• Budge>ng
vs.
Planning
• Alignment
to
Workforce
Plan
• Planning
Considera>ons
to
Maximize
ROI
• Evaluate
Workforce
and
Cri>cal
Roles
• Manage
Headcount
and
Spans
of
Control
• Managing
Your
Talent
Pipeline
• Retaining
Top
Talent
• Succession
Planning
• Building
the
Headcount
Plan

12. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
12
of
44
Budge>ng
vs.
Planning

13. 13
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Budge>ng
vs.
Planning

14. 14
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Focus
on
maximizing
return
on
every
dollar
invested
associated
with
the
overall
Headcount
Plan…
What
drives
this
ROI?
How
do
we
mi=gate
investment
risk
or
reduce
expenditures?
How
can
we
make
more
informed
Planning
decisions?

15. 15
of
60
©
2015
PeopleFluent
Maximize
Business
Results
1. Connect
all
Planning
efforts
with
the
overall
business
strategy
2. Ensure
senior
leaders’
involvement
and
commitment
to
Workforce
Plan
is
visible
3. Foster
collabora>on
throughout
the
organiza>on,
par>cularly
in
HR,
to
drive
informed
Plan
decisions
4. Train
leaders
in
how
to
differen>ate
employee
performance
5. Keep
your
processes,
tools,
and
technology
simple,
easy-­‐to-­‐use
and
offering
clear
and
immediate
value
to
managers
6. Hold
managers
accountable
for
reaching
Plan
objec>ves
7. Posi>on
Planning
as
a
management
priority
not
an
HR
project
or
simple
budge>ng
exercise
Maximizing
Investment/Return
on
Plan
Source:
Adapted
from
7
Tips
to
Maximize
Your
Investment
in
Human
Capital
Management,
Nancy
Heet,
Workforce
Management
Strategies

16. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
16
of
44
Alignment
to
Workforce
Plan

17. 17
of
60
©
2015
PeopleFluent
Maximize
Business
Results
The
Importance
of
Planning

18. 18
of
60
©
2015
PeopleFluent
Maximize
Business
Results

19. 19
of
60
©
2015
PeopleFluent
Maximize
Business
Results
The
Importance
of
Planning
Searchpp.com/workforce-­‐planning

20. 20
of
60
©
2015
PeopleFluent
Maximize
Business
Results
10
Steps
to
Workforce
Planning
Source:
KPMG’s
10
Steps
to
Strategic
Workforce
Planning

21. 21
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Workforce
Planning
Process

22. 22
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Do
we
have
the
talent
in
place
to
meet
our
strategic
goals?
Source:
Bersin
by
Deloige,
2014
HR
Predic>ons

23. 23
of
60
©
2015
PeopleFluent
Maximize
Business
Results
• Translate
business
strategy
into
organiza6onal
capabili6es
• Determine
the
talent
needed
to
deliver
on
organiza6onal
capabili6es
• Confirm
current
talent
needs
and
future
talent
forecasts
• Conduct
a
talent
gap
analysis
for
current
and
future
states
• Iden>fy
ac6ons
and
investments
to
close
current
and
future
talent
gaps
• Monitor
and
measure
results
Do
we
have
the
talent
in
place
to
meet
our
strategic
goals?
Source:
Sibson
Consul>ng
Source:
Bersin
by
Deloige,
2014
HR
Predic>ons

24. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
24
of
44
Planning
Considera>ons
to
Maximize
ROI

25. 25
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning
Considera>ons
1. Evaluate
workforce
and
cri>cal
roles
2. Manage
headcount
and
repor>ng
rela>onships
to
maximize
employee
engagement
3. Manage
your
talent
pipeline
• Minimize
Reten>on
Risk
• Maximize
Quality
of
Hire
• Implement
measureable
Talent
Plans
• Consider
con>ngent
workforce
(Build
vs.
Buy)
4. Building
the
Headcount
Plan
• Align
the
finance
team’s
budget
with
your
goals
• Compare
and
contrast
mul>ple
headcount
plans
• Deliver
your
headcount
plan
for
execu>ve
review

26. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
26
of
44
Evaluate
Workforce
&
Cri>cal
Roles

27. 27
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Evalua6ng
Workforce
with
Talent
Data
• Performance/Poten>al
Ra>ngs
• Performance
of
New
Hires
• Cri>cal
Roles
• Reten>on
Risk
• Posi>on
Requirements
• Readiness
/
Development
Plans
• Posi>on
and
Company
Tenure
• Qualifica>ons
• Time
to
Hire
• Good/Bad
Agri>on
• Internal
Placement
• Re>rement
Eligible
Date

28. 28
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Are
You
Able
to
Visualize
Key
Talent
Data?

29. 29
of
60
©
2015
PeopleFluent
Maximize
Business
Results
What
is
a
Cri6cal
Role?
Jobs
that
must
be
performed—and
performed
well—for
companies
to
succeed

30. 30
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Iden6fying
Cri6cal
Roles
Internal
• What
is
the
level
of
risk
to
the
enterprise
if
the
posi>on
is
len
vacant
for
an
extended
period?
• To
what
extent
does
the
posi>on:
• Drive
revenue
and
impact
bogom-­‐line
financial
results?
• Involve
developing
strategy,
designing
new
products,
or
crea>ng
growth
opportuni>es
for
the
organiza>on?
• Require
broad
decision
making
authority?
• Involve
rela>onships
with
external
customers
and
key
stakeholders?
• Influence
the
performance
of
or
manage
other
cri>cal
posi>ons?

31. 31
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Iden6fying
Cri6cal
Roles
External
• What
is
the
current
market
value
of
the
posi>on?
How
has
the
value
changed
over
>me?
• How
is
the
posi>on
valued
by
other
companies?
• What
is
the
degree
of
compe>>on
for
qualified
candidates
for
this
posi>on
in
the
marketplace?
• To
what
extent
does
the
posi>on
require
the
use
of
rare/unique
capabili>es
and
skill
sets?

32. 32
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Ques6ons
• What
is
a
cri>cal
role
in
our
organiza>on?
• How
do
we
iden>fy
and
compare
candidates
for
cri>cal
roles?
• Do
we
have
a
succession
plan
around
our
cri>cal
roles?
• What
is
our
voluntary
turnover
rate
for
cri>cal
roles?
• Do
we
have
Development
Plans
to
fill
Cri>cal
Roles
from
within
the
Organiza>on?

33. 33
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Poll
Ques6on
#1
Have
you
defined
Cri>cal
Roles
for
your
organiza>on?
• Yes
• No

34. 34
of
60
©
2015
PeopleFluent
Maximize
Business
Results
“Yes,
We’ve
Iden6fied
Cri6cal
Roles”

35. 35
of
60
©
2015
PeopleFluent
Maximize
Business
Results
“Yes,
We
Also
Know
Our
Bench
Strength”

36. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
36
of
44
Manage
Headcount/Spans
of
Control

37. 37
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
and
Span
of
Control
Analysis
• Organiza>onal
Leveling
• Evaluate
direct
report
distribu>on
• Posi>ve
Indicator
for
Employee
Engagement
• High
Performers
by
Manager
• Internal
Promo>on
Rate
by
Manager
• High
Performer
Employee
Reten>on
by
Manager

38. 38
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Poll
Ques6on
#2
Do
you
measure
Headcount
and
Span
of
Control
across
your
organiza>on?
• Yes
• No

39. 39
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
and
Span
of
Control
Analysis

40. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
40
of
44
Managing
Your
Talent
Pipeline

41. 41
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Key
Considera6ons
• Iden>fying
Talent
Gaps
• Minimize
Reten>on
Risk
and
Agri>on
• Maximize
Quality
of
Hire
• Implement
Measureable
Talent
Plans
• Consider
con>ngent
workforce
(Build
vs.
Buy)

42. 42
of
60
©
2015
PeopleFluent
Maximize
Business
Results
AXri6on
vs.
Reten6on
• Agri>on/Turnover
-­‐
the
gradual
reduc>on
of
the
size
of
a
workforce
by
not
replacing
personnel
lost
through
re>rement,
resigna>on,
sickness
or
death
• Reten>on
-­‐
an
effort
by
a
business
to
maintain
a
working
environment
which
supports
current
staff
in
remaining
with
the
company
Source:
SHRM

43. 43
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Business
Impact
of
AXri6on
• Costly
($11B
Annually*
)
• Effects
business
performance
• Customer
Rela>onships
• Company
Reputa>on
• Loss
of
Intellectual
Capital
• Reduced
Produc>vity
• It
can
be
hard
to
manage
Source:
SHRM
*Bureau
of
Na>onal
Affairs

44. 44
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Costs
Associated
with
AXri6on
• Direct
replacement
costs
can
reach
as
high
as
50%-­‐60%
of
an
employee’s
annual
salary
• Total
costs
associated
with
turnover
ranges
from
90%
to
200%
of
annual
salary

45. 45
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Why
Employees
Leave
• Rela6onship
with
Immediate
Supervisor
• Low
Employee
Engagement
• Poli>cs
• Recogni6on
• Lack
of
Onboarding
Program
• Company
going
under
• Believe
in
Senior
Leadership
• Employee
Value
Proposi>on
• Lack
of
good
working
condi>ons
• No
flexible
work
schedule
• Very
few
suppor>ve
colleagues
• Work-­‐life
imbalance
/
Re6rement
eligible
• Lack
of
challenges
in
job
/
goal
seung
• Mismatch
between
job
and
person
(80%)
/
onboarding
• Lack
of
coaching
and
feedback
*Center
for
Management
&
Organiza>on
Effec>veness

46. 46
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Poll
Ques6on
#3
Do
you
track
Re>rement
eligibility
to
forecast
Employee
agri>on?
• Yes
• No

47. 47
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Re6rement
Eligibility

48. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
48
of
44
Retaining
Top
Talent

49. 49
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Recrui6ng
Prac6ce
impacts
Reten6on
• 50%
of
companies
with
high
reten>on
don’t
use
job
boards
• Social
media
is
cheaper
and
more
effec>ve
(7%
of
applicants
from
referrals
account
for
40%
hires)
• Hires
referred
by
other
employees
more
likely
to
s>ck
around
(3
yr.
study:
47%
referrals,
14%
job
boards)
• Average
referral
bonus
for
FTE’s
is
$1,200
(compare
this
outlay
to
cost
for
replacement
hire!)
• Measuring
Up:
Performance
Ra>ng
of
New
Hires
and
reten>on
by
Hiring
Source

50. 50
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Can
Employer
Improve
Reten6on?

51. 51
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Preflight
Checklist
for
Higher
Reten6on
• Social
Media/Referral-­‐based
Recrui>ng
• Quality
of
Hire
• Effec>ve
Onboarding
Process
• Quarterly
Goals/Review
Process
• Employee
Engagement
Surveys
• Cri>cal
Roles
• Flight
Risk
Mi>ga>on
• Development
Plans
• Succession/Replacement
Planning
• Good
Turnover
• Benchmarking
and
Goal
Seung

52. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
52
of
44
Succession
Planning
Considera>ons

53. 53
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Poll
Ques6on
#4
Do
you
conduct
formal
Succession
Planning
today?
• Yes
–
for
Director-­‐level
and
above
only
• Yes
–
extending
down
to
Line
Manager
posi>ons
• No

54. 54
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Succession
planning
needs
to
be
in
place
up
and
down
the
en6re
chain
of
command,
not
just
for
management
roles
Defini6on:
Succession
Planning/Development
The
structured
and
coordinated
prac6ce
of
iden6fying
and
preparing
pools
of
internal
talent
to
fill
key
posi6ons,
with
the
goal
of
mee6ng
business
objec6ves.

55. 55
of
60
©
2015
PeopleFluent
Maximize
Business
Results
What
is
Lacking
in
Succession
Planning?
• Not
enough
opportuni>es
for
employees
to
learn
beyond
their
own
roles
–
39%
• Process
isn’t
formalized
–
38%
• Not
enough
investment
in
training
and
development
–
33%
• Not
ac>vely
involving
employees
or
seeking
their
input
–
31%
• It
only
focuses
on
top
execu>ves
–
29
%
**Managers
also
reported
that
workers’
awareness
of
and
input
on
their
own
succession
planning
is
important.
49%
of
employers
said
employees
don’t
set
up
career
paths
with
their
managers
with
>melines
and
milestones
Source:
CareerBuilder

56. 56
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Value
of
Succession
Planning
• Avoids
costs.
Replacing
someone,
especially
with
an
external
candidate,
creates
costs
in
the
areas
of
recruitment,
HR
administra>on,
lost
produc>vity,
and
missed
opportuni>es.
• Retains
skills
and
knowledge.
These
are
assets
with
real
value
that
may
be
impossible
to
replace.
• Prevents
backfilling.
Stop
the
unintended
ripple
effect
that’s
created
down
the
ranks
as
employees
act
as
stop-­‐gaps
for
vacant
roles.
• Creates
fluidity.
An
“irreplaceable
person”
won’t
be
promoted,
blocking
advancement
for
those
below.
This
entrenchment
forces
a
costly
external
search.
• Improves
engagement
and
reten6on.
Reduce
turnover
by
engaging
and
keeping
talented
people.
Offer
clear
career
paths
and
build
a
team
culture.
• Removes
vulnerability.
Skills
redundancy
ensures
business
con>nuity
if
a
key
staff
member
leaves.

57. 57
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Ques6ons
• What
is
our
Bench
Strength
for
Cri>cal
Roles?
• Are
we
extending
Succession
Planning
below
Director
Level?
• Do
we
understand
the
posi>on
requirements
to
properly
iden>fy
Successors?
• What
programs
are
proving
effec>ve
to
increase
Successor
Readiness?

58. 58
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Succession
Planning

59. 59
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Succession
Planning
with
Successors

60. 60
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Succession
Planning
Dashboard

61. ©
2014
PeopleFluent
|
Confiden>al
PeopleFluent
VMS
11.6
Product
Update
Overview
61
of
44
Building
the
Headcount
Plan

62. 62
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning:
Tools
of
the
Trade

63. 63
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning:
Tools
of
the
Trade

64. 64
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning

65. 65
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning
with
Budge6ng

66. 66
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning:
Closing
the
Gap
and
Staying
Within
Budget

67. 67
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning:
Before
and
Aber

68. 68
of
60
©
2015
PeopleFluent
Maximize
Business
Results
Headcount
Planning
Recap
1. Evaluate
workforce
and
cri>cal
roles
2. Manage
headcount
and
repor>ng
rela>onships
to
maximize
employee
engagement
3. Manage
your
talent
pipeline
• Minimize
Reten>on
Risk
• Maximize
Quality
of
Hire
• Implement
measureable
Talent
Plans
• Consider
con>ngent
workforce
(Build
vs.
Buy)
4. Building
the
Headcount
Plan
• Align
the
finance
team’s
budget
with
your
goals
• Compare
and
contrast
mul>ple
headcount
plans
• Deliver
your
headcount
plan
for
execu>ve
review

69. TM
©
2015
PeopleFluent
Managing
Your
Talent
Footprint
Thank
You
Find
PeopleFluent
on…
TwiXer:
twiger.com/peoplefluent
LinkedIn:
linkedin.com/company/peoplefluent
Facebook:
facebook.com/peoplefluent
Blog:
peoplefluent.com/resources/peoplefluent-­‐blog
John Kranz
Product Manager
john.kranz@peoplefluent.com
(m) 480.225.8204
For more informaJon, call:
214-­‐574-­‐5020 or visit our website at:
www.peoplefluent.com/products/organizaJonal-­‐
planning

70. #WFwebinar
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webinar evaluation.

71. #WFwebinar
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