Workforce Planning

ACHIEVE TALENT MANAGEMENT SUCCESS Agenda   Relationship between Talent Management & WFP   What is WFP   A recent study from Bersin/TNG   Building a WFP model ground up   WFP Capability & Ownership   WFP Maturity model   Technology Landscape   Tips for Implementation Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS What is Driving The Need For Talent Management? Agriculture Industrial Knowledge Talent Age Age Age Age Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Talent: a critical component of the Business Strategy BUSINESS STRATEGY Sales & Talent Financial Operations Marketing Aligning Talent Management With Business Strategy Results from Answering and Resolving Fundamental Questions: 1.  How does our business strategy influence our current and future workforce? 2.  What skills do we need to drive our strategy? Right People at the Right Time in the Right Role 3.  How do we transform our the Mostand what changes to HR delivery systems, policies and At workforce Economical Cost procedures need to occur? 4.  How do we compete more effectively for external talent in the midst of a skills and labor shortage? 5.  How do we engage and develop our workforce in alignment with our business strategy? 6.  Do we have effective system enablement and integration that allows us to quantify the resulting impacts to our business strategy? Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Components of Talent Management INTEGRATED TALENT MANAGEMENT Workforce Planning Strategy Organization Performance Talent Acquisition Design Management Process Compensation Learning & Succession Planning Planning Development Competency Management DNA System Enablement Scalability Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS The Vision of integrated TM driven by WFP   Talent Strategy and Planning as derived from your WFP   Silos execute processes in accordance with strategy   Coordination between functions, inputs and outputs   HR Systems must communicate   Competency management is the common language   All HR functions operating in alignment with the business strategy Bersin Associates, 2008 Talent Management Factbook Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Workforce Planning in Crisis Mode 67% of companies conduct workforce planning on an “as needed” basis…   Relocation   Mergers and acquisitions   Change in leadership   Change in company strategy   Global expansion   Diversifying the workforce Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Key Findings in Workforce Planning   The majority of organizations are ineffectual at predicting future talent demands.   Workforce planning fails when it is viewed as an HR issue rather than a business issue.   The industries most heavily impacted by aging talent are also the same industries placing a heavy priority on strategic workforce planning.   Strategic workforce planning will not happen overnight Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Key Findings in Workforce Planning   Organizations need a more consistent approach to workforce planning.   Understanding talent gaps is imperative to the success of a workforce planning process.   Recruiting and staffing currently play a small role in workforce planning.   Technology can improve the workforce planning process for any company at any level of maturity in workforce planning. Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Why is it so hard to get WFP off the ground?   Because it comes at you from the top down   But you need to build from the ground up Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Building the foundation ~ Data  Requires you to build processes that stabilize the data  Integrate & normalize data from various platforms  Ensure you are gathering the right level of information that will translate into ‘intelligence’  Utilize any company/ industry benchmark data to help you set KPI’s Mining Internal & External Data Basement Level Internal data warehouses or systems Environmental Trends such as: such as: HRMS, Financial Systems, ATS, Competition, Labor supply, LMS, etc. demographics, etc. Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Ensuring a Consistent Process Consistent Workforce Planning Methodology Level 1 Forecast Evaluate Analyze Manage TM WFP Objective Demand Supply Gaps Gaps Strategy Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Focusing on the most critical versus boiling the ocean Target Critical Talent Sets Upper Levels Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

Workforce Planning Drives ACHIEVE TALENT MANAGEMENT SUCCESS Talent Management Environmental Influences Business Strategy and Business Operational Strategy Operating Model Effectiveness Operational & Strategy Drivers Window Views Age/ Retirement Strategic Planning Diversity Mergers & Knowledge Analysis Lens: 18+ months Strategy Acquisitions Transfer Restructure or Operational Lens: Capability Retention Headcount Expansion Typically annual Management Management Forecasting Target Critical Talent Sets Upper Levels Consistent Workforce Planning Methodology Level 1 Forecast Evaluate Analyze Manage TM WFP Objective Demand Supply Gaps Gaps Strategy Mining Internal & External Data Basement Level Internal data warehouses or systems Environmental Trends such as: such as: HRMS, Financial Systems, ATS, Competition, Labor supply, LMS, etc. and Korn/Ferry International Futurestep, Inc. All Rights Reserved. demographics, etc. Copyright © 2008. Korn/Ferry International Copyright © 2009. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Does HR Have the Right Capabilities? Source: Corporate Leadership Council 2009 “The biggest risk is that you get a model maker, rather than someone who can genuinely add value to the business.” --Recent quote from a senior business leader Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS You don’t have to make everyone in HR an expert at WFP Workforce Planning COE Shared Services COE Framework HR Business Partners Talent Management based on Applied Intelligence Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Ordinary Metrics & Measures with WFP Lens   Turnover – Typically we look at Voluntary vs. Involuntary – Focus is on reducing voluntary   Performance Ranking – Typically 5 point rating scale – Often a forced distribution   By looking at turnover data by performance category, you can create a Retention Index – Comparing the average turnover rate to the rate of turnover within a specific category Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Retention Index Formula: Ave Turnover % – Ave Turnover % in Demographic = Retention Index Performance Category Does Performance Far Needs to not Rank All Exceeds Exceeds Meets Improve meet # Employees 6500 300 1300 3500 1000 400 Total Turnover 1625 75 450 600 200 300 Turnover % 25% 25% 35% 17% 20% 75% Retention Index 0% -10% 8% 5% -50% Talent Leak Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Retention Index Formula: Ave Turnover % – Ave Turnover % in Demographic = Retention Index Employee Tenure More 11-15 5-10 1-4 Less than 1 Tenure All than 15 years years years year # Employees 6500 300 1300 3500 1000 400 Total Turnover 1625 25 200 700 550 150 Turnover % 25% 8% 15% 20% 55% 38% Retention Index 17% 10% 5% -30% -13% Talent Leak Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Scenario Modeling Example Current Workforce Plan Industry Trends Political Developments Labor Changes New Business Strategies Future Workforce Plan Impact Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Sample Leader Insight Meeting Questionnaire SPU Leader Insight Meeting What are your greatest workforce risks/concerns? What are your expectations from a workforce plan? Individual action How would you define the success of a workforce plan? plans for each SPU to close the gap Who are the key stakeholders in your area we need to speak with? What talent information do you need to make strategic decisions? Build What financial information do you need to make strategic decisions? Development for internal talent movement Is the information you need readily available to you? Buy Validation of talent data Acquire talent externally What roles are essential to managing the contract spend for your area? Borrow What roles are essential to managing the contract spend for your area? Augment headcount with contract or temporary labor What is the average spend (by discipline) in your workforce? Bounce Do you feel the average spend by discipline is a strength/concern? Planned attrition Do you have the right talent mix? (FTE, Contract, ExPats, Nationals)? Is this role difficult to source in the marketplace? What are your training needs talent effectiveness? (internal, external) Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS Workforce Segmentation Example Talent Segment and Value Potential Strategic Action Strategic Critical to driving long-term competitive advantage, with specialized skills or Roles knowledge that Core affect the The “Engine of the Enterprise,” unique to strategy the company and core to delivering on its products and/or services Requisite Cannot do without, but whose value could be delivered through alternative staffing Roles strategies (e.g. off-shoring, outsourcing, replace w/technology) affected Non-Core by the Talent whose skill sets no longer align with strategy the company’s strategic direction Source: The Conference Board “Strategic Workforce Planning, Forecasting Human Capital Needs to Execute Business Strategy”; via Corning Incorporated Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENT MANAGEMENT SUCCESS General Q&A Thank you for attending If you have questions or would like further information, Email: TheNewmanGroup@Futurestep.com Visit us online at: www.tng.futurestep.com Contact us at: mitzi.adwell@futurestep.com Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

Workforce Planning

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