Hr q professional development series—workforce planning panel

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hrQ Workforce Planning Panel, April 23, 2010

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  • In a project-based business like ours, uncertainty can often paralyze LT planning – just another scenario in this tool (range of outcomes vs desired end state- level of risk)
  • Hr q professional development series—workforce planning panel

    1. 1. hrQ Professional Development SeriesWorkforce Planning PanelApril 23, 2010<br />co-sponsors<br />
    2. 2. Guiding the Way to Business SuccessGlobal People StrategySLT Working Session<br />
    3. 3. e<br />Diverse Associate Population Demands Different Approaches to Workforce Planning<br />~88,000 associates<br />18,000<br />12,000<br />36,000<br />2,000<br />20,000<br /><ul><li>27 countries
    4. 4. >2,400 locations
    5. 5. 60% FT, 40% PT
    6. 6. 63% Hourly, 37% Salary
    7. 7. <5% in “Home Office”/ Corporate Functions</li></ul>EUR – Field / Stores<br />Supply Chain<br />Other<br />CAN – Field / Stores<br />EUR–Staples Advantage<br />Field / Stores<br />Staples Advantage<br />IS<br />Emerging / Australia<br />Lines of Business<br />Customer Service<br />EUR –Catalogue<br />SBD<br />Finance<br />Quill<br />DCs<br />EUR - Printing Services<br />Home Office<br />Home Office<br />Home Office<br />Home Office<br />International<br />US Retail<br />CanadaRetail<br />CorporateFunctions<br />NAD<br />
    8. 8. Workforce Planning Strategies<br />4<br />Contingent Workforces for Seasonal Hiring<br /><ul><li>Part-time Employees
    9. 9. Students
    10. 10. Third Party Couriers</li></ul>Variable Schedules—MOT, VTO, MTO<br />Global Issues<br /><ul><li>Common ATS
    11. 11. Global Brand—Customer and Employee </li></li></ul><li>)<br />81% of Staples’ US workforce is Gen X or Gen Y<br />Silent Generation (born pre-1946)<br /><ul><li>Gen Y workforce expects to move companies and/or positions often
    12. 12. To attract and retain top talent, need:
    13. 13. Modern and attractive associate promise
    14. 14. Sophisticated talent management machine
    15. 15. Two way communications, leveraging technology</li></ul>0%<br />2%<br />2%<br />Baby Boomers (1946-1961)<br />21%<br />Generation X (1961-1981)<br />40%<br />17%<br />44%<br />Generation Y (1981-1997)<br />41%<br />40%<br />Generation Z (post-1997)<br />0%<br />0%<br />2020E<br />2010E<br />Staples’ US Workforce<br />US Labor Force Composition<br />Source: Census; ThinkEquity Partners<br />
    16. 16. Who Is Vail Resorts?<br />Mountain<br />Five world-class mountain resorts: Vail, Breckenridge, Keystone, Heavenly and Beaver Creek<br />5 of the top 10 most visited resorts in North America including the #1, #2 and #3 most visited in the U.S.<br />Ancillary businesses including ski school, dining (100+ restaurants), retail/rental (140+ locations), commercial leasing and private clubs<br />Lodging<br /><ul><li>RockResorts: 9 hotels (5 owned, 4 managed), several more under construction
    17. 17. 11 non-RockResorts hotels including those in Grand Teton Lodge Company, a summer destination resort
    18. 18. Approximately 3,800 owned and managed hotel/condominium rooms
    19. 19. 6 golf courses in Colorado and Jackson Hole, Wyoming
    20. 20. Colorado Mountain Express</li></ul>Real Estate<br /><ul><li>Vertical real estate development at the base of our mountain resorts
    21. 21. Select number of luxury and ultra-luxury projects</li></li></ul><li>Why do we engage in WFP?<br />We hire 23,000+ employees each year<br />60% start within a two month span<br />Mix: Returners, International, Domestic, Year round, seasonal, FT, PT, College Program, Interns, professional and executive….oh, and the weather <br />Culture: “Experience of a Lifetime!”<br />Guest and Employee Experience<br />P&L.<br />
    22. 22. What does WFP look like at Vail Resorts?<br />
    23. 23.
    24. 24.
    25. 25. Talent Acquisition & WFP Structure<br />D<br />S<br />Contract Sourcing Team<br />(Mix: Executive Recruiters, Coordinators, CP Grads and Early Talent)<br />
    26. 26. 12#<br />CH2M HILL Workforce Planning Overview<br />hrQ Panel Discussion<br />Dave Sutherland, Director of Workforce Planning<br />david.sutherland@ch2m.com<br />April 23, 2010<br />
    27. 27. CH2M HILL Today<br />Approximately 23,500 employees<br />100 percent owned by its employees<br />Broadly diversified across multiple business sectors<br />US $6 billion+ in revenue <br />Industry-leader in program management, construction, design, and operations<br />Headquartered in Denver, Colorado<br />Operations on all continents (about 10,000 projects globally)<br />– Proprietary and confidential <br />
    28. 28. CH2M HILL faces significant workforce challenges to its 5 year strategic business plan<br />High turnover rate<br />Major <br />Change<br />Aggressive global growth plan<br />Challenges<br />Competitive recruiting marketplace<br />Aging workforce<br />(20%+ age 55+)<br />Global shortage of key skills<br />– Proprietary and confidential <br />
    29. 29. The journey to effective WFP at CH2M HILL is on-track<br />= 2010 Goal<br />= 2010 Stretch Goal<br />2010 Focus (Year 2)<br />2009 Focus (Year 1)<br />– Proprietary and confidential<br />
    30. 30. Talent Management Dashboard…over 24,000 hits since April ‘09 launchEnabling our leaders to make informed workforce decisions and monitor performance<br />Cut metrics by several different demographics using newly enhanced filters; most basic workforce questions can now be answered in 1-2 minutes versus hours or days<br />Integrated into Enterprise Dashboard<br />One single global source of truth for human capital metrics<br />Gauges provide overall “health” index for various talent tabs to call attention to areas most in need of attention<br />Links to results commentary & other talent mgmt applications provide Leaders with “one-stop shopping” navigation<br />CH2M HILL – Proprietary and confidential <br />
    31. 31. Retain Gauge – An indicator of overall retention performance/health for the talent population selected via demographic filters at the top of this tab.  This gauge looks at annualized high performer retention (weighted 50%), the total annualized attrition (weighted 30%) & voluntary annualized attrition (weighted 20%).  The gauge currently measures the trending of YTD results versus prior period results.  Once targets are set, these gauges will assess actual results over time versus set targets.  Ranges for this gauge are currently defined as:Green= Target Met (Variance % is +/- 0% - 10%);Yellow= Target at Risk (Variance % is +/- 10.1% - 25%);Red= Target Missed (Variance % is +/- 25.1%).<br />Users can generate scorecards/reports, access demographic snapshots & review talent metric trends over time<br />Users can drill through to see lists of employees (ensures data integrity & enables action planning) <br />Track YTD results & annualized trends vs. prior year results & WFP targets/assumptions<br />New reporting/scorecard capability allows for creation and automation of frequently requested talent analytics and standard workforce reports<br />– Proprietary and confidential <br />
    32. 32. Retention/Engagement Programs<br />Economy/<br />Job Market/<br />Competition<br />Comp.<br />Benefits<br />Training<br />Rewards<br />FlexTime<br />Impact on Employee  P(r)<br />Employee Decision Model<br />(Stay/Leave)<br />Job Assignment Model<br />(Match, Promote, Hire)<br />Current<br />Year 1<br />Year 2<br />Year 1<br />Year 2<br />SUPPLY<br />Current Workforce<br />Job 1<br />Job 1<br />Job 2<br />Job 2<br />Job 3<br />Job 3<br />Job 4<br />SUPPLY<br />DEMAND<br />Ch. 1<br />Hiring Channels<br />COSTS<br /><ul><li>Recruitment
    33. 33. Retention
    34. 34. Compensation
    35. 35. Learning</li></ul>Ch. 2<br />Job Requirements<br />Demand Scenario 2<br />Demand Scenario 1<br />Demand Scenario 3<br />Ch. 3<br />– Proprietary and confidential <br />© 2009 OptTek Systems<br />
    36. 36. OptForce is different because it…<br />Is the only approach and tool that leverages the power of simulation and optimization (better answers than traditional approaches)<br />Empirically links the impact of “people actions” on business metrics<br />Is based on real data and facts from your organization, rather than just assumptions or benchmarks<br />Allows company to examine multiple scenarios and empirically account for uncertainty in outcomes – know when to take the risk<br />Continuously learns and refines its accuracy based on your data and experience<br />© 2009 OptTek Systems<br />– Proprietary and confidential <br />
    37. 37. www.hrQinc.com<br />Contract HR Staffing HR Consulting National HR Search<br />

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