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Webinar: Rightsizing for Profitability
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Webinar: Rightsizing for Profitability



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  • 1. Right-Sizing for Profitability in ANY Economy Presenters: Shari Cooper, CHRP Michelle Arthurs, CHRP
  • 2. What you will learn today • So what is Right-sizing? • What is Strategic Workforce Planning? • Critical Link? • Key Metrics – Measuring success • Case study
  • 3. A little bit about Pivotal Experience: 25+ years/ Private/ Canadian Market Position: broadest range of HR solutions » Outsourced HR management » HR assessments » HR Help Desk » HR projects » Outsourced payroll management » Recruiting
  • 4. Why Rightsize? “Some people dream of success... while others wake up and work hard at it.” Author Unknown
  • 5. What is Right-sizing? Its more than just Down-sizing: – Downsizing or Upsizing – Redesigning processes and systems – Eliminating or adding functions – Includes HR, Capital, Financing, Supply Chain – Reshaping the entire organization OPTIMIZATION • LEAN ORGANIZATION • REVITALIZATION • RENEWAL • REINVENTION • TOTAL ORGANIZATIONAL PERFORMANCE
  • 6. Before you can “Right-size”… Rightsizing STRATEGIC PLANNING
  • 7. “If one does not know to which port one is sailing, no wind is favorable.” LuciusAnnaeus Seneca
  • 8. Strategic Plan Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. -Wikipedia
  • 9. A Critical Link…. Strategic Planning WORKFORCE PLANNING
  • 10. Workforce Planning: The right people… The right place… At the right time… Doing the right thing… “Right sizing”
  • 11. “If you don’t drive your business, you will be driven out of business.” B.C. Forbes
  • 12. Workforce Planning Steps: 1. Desired End State (Future Workforce Profile) 2. The. “O.T.” of S.W.O.T 3. Current Workforce Profile 4. Identify the gaps 5. Closing the gaps 6. Measure 7. Evaluate & Adjust
  • 13. Step 1: Desired End State Key Questions: – Vision of future business – Identify Critical roles – Current capability/capacity – Identify Critical resources – People budget
  • 14. Step 2: Environment Scan Outside of the Organization • Opportunities to be Leveraged: • Threats to be considered – Political – Economic (Currency, Resource prices) – Competitor – Environmental – Cultural
  • 15. Step 3: Workforce Profile • • Talent / Skill sets Geographic Location • • Competencies Flexibility / Mobility • • High Potential Pool Culture • • Performance Levels Demographics WHAT YOU HAVE vs. WHAT YOU NEED
  • 16. Steps 4: Gap Analysis • Identify gaps Workforce Profile Current vs. Future • Address via HR Strategies
  • 17. Strategies to Address Gaps: Divest or Redeploy Talent Performance Acquisition Management Training & Compensation Development Strategy Strategic Organizational Succession Workforce Competencies Plan Plan
  • 18. Step 6: Short-term Measures Succession Plan Milestones (SMART Goals): • Identify critical roles & competencies • Identify high potentials (Hi-Pos) • Create development program for Hi-Pos • Communicate program and obtain commitment • Periodic audit to ensure desired results
  • 19. Step 6: Long-term Measures (KPI’s) Business Metrics: Balanced Scorecard • Financial (Net Profit, Gross Margin, EBITDA) • Internal Process (# of defects, labour productivity) • Organizational Learning (Training $/ee, Avg employee performance scores) • Customer (satisfaction survey, retention, referrals)
  • 20. Step 6: Long-term Measures (KPI’s) HR Metrics: • # of Succession Plans • Turnover / Retention • Employee Engagement
  • 21. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” Stephen Covey
  • 22. Case study: ABC Co. Business: Education related Software products and services Location: Burlington, ON Incorporated: 1986 Client Base: school districts, consortiums and state departments of education in Canada and the U.S.
  • 23. Case study: ABC Co. Steps: Considerations: • Increase North American market share by 25% • Achieve 20% Revenue increase via international Desired End expansion State •Requires Multilingual capabilities •Increased global competition from multilingual software providers Environmental •Decreased trade barriers Scan •Low interest rates….good time to borrow money for expansion
  • 24. Case study: ABC Co. Steps: Considerations: •English only capability: •software programming •service, documentation •Sales Current State •Diversityand Performance Standards not reflective of international business model •Compensation strategy does not support end state •Sales resources focused on N. America only
  • 25. Case study: ABC Co. Steps: Considerations: Develop plans to address: •Talent Acquisition •Java Programming Skills •Multilingual competencies HR Gaps •Outsource capabilities not found internally •Re-training/development of current staff •Revise Comp strategy to reward new skills & •New Performance Management tool
  • 26. Case study: ABC Co. Steps: Considerations: 1. Acquire talent – multilingual, sales 2. Develop in-house competencies through T&D Plan and 3. Divest talent not aligned with future goals Execute 4. Redevelop Compensation plan to align with new Tactical talent/skill set Milestones 5. Redevelop Performance management program to align with new expectations 6. Redeploy Sales efforts into target market
  • 27. Case study: ABC Co. Steps: Considerations: •Are we meeting the required tacticalmilestones? Measure •Are the budgets on track? KPI’s & •Is the talent that we hired meeting expectation? Adjust •If not, adjust actions to achieve Milestones
  • 28. Case study: ABC Co. Outcomes: • ABC sold it’s first multilingual application into the United Arab Emirates – Abu Dhabi • This provides the gateway to the large profitable market of Saudi Arabia • ABC accomplished it’s “Stated End Goals” by Right-sizing to accomplish its Strategic Plan
  • 29. Case study: ABC Co. Next Steps: • Continue to monitor, measure and adjust Workforce Strategy if needed • Ensure maximum profitability by having …
  • 30. Summary: ABC Co. The right people… The right place… At the right time… Doing the right thing… “Right sizing”
  • 31. “There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” Colin Powell
  • 32. Questions? www.pivotalsolutions.com Call Shari Cooper or Michelle Arthurs at 905.890.8558