Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Customer presentation swp 07 2011


Published on

Strategic Workforce Planning

Published in: Business, Technology
  • Be the first to comment

Customer presentation swp 07 2011

  1. 1. Achieve Your Business Goals withStrategic Workforce PlanningNameDate
  2. 2. Agenda Key Trends and Issues Solution Overview Why SAP? Top Reasons© 2011 SAP AG. All rights reserved. 3
  3. 3. External PressuresMajor changes driving the business world Demographic change  Many countries (EU, Canada, Japan) are rapidly aging and shrinking  Other regions (Asia, Africa, Latin America) are growing and improving their educational systems New employment models  Workforce is becoming more “mobile”  Skills and job types are evolving (e.g. knowledge worker) Emerging markets  Need to address new market situations; for example, a shift from old and mature markets to new emerging markets Faster economic cycles  Economic developments are harder to forecast, which makes it more important to find right answers regarding workforce fast and effectively© 2011 SAP AG. All rights reserved. 4
  4. 4. Internal PressuresStrategic Workforce Planning is essential for companies with… …a high cost of human resources  Examples: (Professional) Service Provider, IT, BPO …long lead times to fill jobs  Examples: Pharmaceutical, Engineering, Aviation …major transformation  Companies that are faced with reinventing their business model or enter new markets with new products & services  Industries in which legal regulations or government decisions significantly impact companies  Examples: Automotive, IT, Public Sector, Energy Sector© 2011 SAP AG. All rights reserved. 5
  5. 5. Challenges in Managing the Workforce on a Strategic Level Management  Strategic business imperatives are not translated into the company’s workforce plan  The organization is challenged to progress towards its strategic goals  Strategic topics are not supported with enough qualified employees Human Resources  Lack of insight into key critical resources and potential skill shortages  Right resources cannot be sourced in time or without significant cost  Challenges in identifying risks regarding the workforce HR IT  Process is manual, ad-hoc, cumbersome, mostly operational and misaligned  Inadequate tools to provide visibility into data  Difficult to consolidate planning across the organization Costs: HR costs are too high due to a large number of ad-hoc hires Revenue: Revenue opportunities cannot be exploited because the right talent is not available© 2011 SAP AG. All rights reserved. 6
  6. 6. Manage Your Workforce to Achieve Your Business Objectives  What kind of activities do we have to do today to enable execution tomorrow?  Are we building talent according to our strategy?  Will we have the right resources to enter new markets or launch new products? Strategic workforce planning includes the set of processes, people and tools to ensure that organizations always have:  the right resources  with the right skills  in the right job  at the right moment  in the right quantity  in the right place  at the right price to execute the business strategy© 2011 SAP AG. All rights reserved. 7
  7. 7. Agenda Key Trends and Issues Solution Overview Why SAP? Top Reasons© 2011 SAP AG. All rights reserved. 8
  8. 8. What is Strategic Workforce Planning?  The business process for ensuring that an organization has a clear understanding of the workforce resources required to achieve future business success. Is… Is Not…  Ongoing process  One time, point in time  Long term outlook beyond two years  Next week, month, quarter, year  HR history a starting point for simulations  HR analytics  Key jobs driving and supporting strategy  Named resources  Focused across the enterprise  Project demand  Identifying and addressing talent gaps  Skill matching and workforce scheduling  Driving HR strategy  Capacity planning & forecasting (HC/budget)© 2011 SAP AG. All rights reserved. 9
  9. 9. Levels of Workforce Planning, Deployment, Management Mid to Long Term Strategic Planning Long term workforce plan Management Strategic Workforce Planning HR Near Term Operational Planning Business Planning & Consolidation Headcount, budget, Line Manager compensation change Deployment Management Project Manager Project Resource MRS HCM HR Plan • Assignments • HR/Payroll Resource • Scheduling • Talent Mgmt. Manager • Utilization Line •… Manager SWP Operational Resource Workforce Planning Management Workforce Demographics Simulation and ModelingBottom-Up: Plan detailed Staff projects based on skill Focus on future development Determine workforce supplyworkforce demand on lower requirements, availability, of internal and external and demand for key jobs,organizational levels and preferences workforce supply & demand and derive high level plans and provide solutions© 2011 SAP AG. All rights reserved. 10
  10. 10. Who is Involved in the Process? ! Business Unit Strategy Department Decides on long term Workforce Gives input regarding workforce plan based Planner strategic drivers and on given information Orchestrates, receives workforce drives and monitors intelligence insights workforce planning initiatives and processes HR € HR Business Partner Finance Consults with Business Gives input regarding Units based on workforce financial figures and intelligence and HR HR HR receives insights for drives action plans as midterm financial final deliverable from Corporate HR planning the SWP process Recruiting, Staffing, Talent Management and other HR functions support execution of workforce action plans© 2011 SAP AG. All rights reserved. 11
  11. 11. Key Building Blocks for Accurate Planning Company strategy is translated STRATEGY and executed in the strategic Integrated business workforce planning process planning Business process covers related PROCESS Deriv e Analy ze internal Dev elop action plan Monitor progress & strategic workforce activities, with interfaces and Ensure process ownership Analy ze Gaps & external supply & handov er adjust process demand & governance. dependencies to other processes TOOLS Systems to support business needs. The business process is supported by reporting, MASTER DATA analyzing and planning tools Required HR and Finance data must be available and Accurate and complete data accurate. produces the best possible plan© 2011 SAP AG. All rights reserved. 12
  12. 12. Defined and Integrated Business Process is Key for Success  Monitor progress and define  Analyze internal workforce countermeasures in case of structure and dynamics deviations (quantitative & qualitative)  Lessons learned: improve Monitor  Analyze external workforce, progress & labor market conditions, execution processes, guidelines, Analyze adjust process Analyze database, etc. internal & demographics workforce external supply supplyExecute action plans: Develop Workforcee.g. Business workforce plan, workforce Planning Strategic Input:Training, Recruiting, Contractor action plans Process e.g. Business StrategyManagement, M&A, In-/Out- Derive Derive & handover Financial StrategySourcing, Partner Management strategic strategic Location Strategy workforce workforce M&A Strategy demand demand Derive operational targetsbased on a decision framework: Analyze gaps Hiring & retiring  Translate business strategy Succession planning into quantitative and qualitative Training workforce demand In- / Out–Sourcing Contractor Management  Simulate various scenarios  Identify and analyze gaps M&A Partner Management© 2011 SAP AG. All rights reserved. 13
  13. 13. Analyze Workforce SupplyDemographics Projections Age and Retirement Gender, Ethnicity, Country of Origin© 2011 SAP AG. All rights reserved. 14
  14. 14. Analyze Workforce SupplyJobs driving and supporting strategy Employee or non-employee (contractor, intern) Employee or manager Years of service/seniority Expendable Core Critical Importance to driving the business© 2011 SAP AG. All rights reserved. 15
  15. 15. Derive Strategic Workforce DemandDemand Drivers – industry & company specific, examples include barrels of oil, moving tonnage, cases of soda, utilization, kilowatt hours, revenue, etc. Workforce projection $/€ Translate Strategic Input: • Business Strategy • Financial Strategy • Location Strategy • M&A Strategy© 2011 SAP AG. All rights reserved. 16
  16. 16. Analyze GapsSupply and demand analysis and projections Internal supply Projected demand Market impact – Availability – Cost© 2011 SAP AG. All rights reserved. 17
  17. 17. Develop Action PlansHR strategies and action plans What human resources do I need? How do I develop my resources? How do I retain my key resources? Engage Develop Acquire Human Capital Strategy Retain Promote© 2011 SAP AG. All rights reserved. 18
  18. 18. Monitor and AdjustMeasure progress Monitor progress towards plansAlign plans with reality Define countermeasures in case of deviations Take corrective action, adjust plans© 2011 SAP AG. All rights reserved. 19
  19. 19. Transparency, Modeling and Simulation, Analysis,Planning, Monitor Analyze workforce composition Pre-packaged dashboards focused on the needs of HR executives at enterprise level and across lines of business  Focus on and co-ordinate key critical resources at group level Real-time insight and analysis of workforce demographics, distribution, and skills Define strategic goals Refine complex workforce models driven by strategic revenue, FTE, hiring & attrition rates, cost, retirement age  Target revenue and FTE across time by line of business, location, current and strategic role Real-time simulation and modeling Exploit the power of SAP HANA to perform complex simulations on demand and in “real” real-time Simulate the “true cost” of employees including hiring, overhead, retraining and one-time charges Make informed decisions to close strategic gaps while keeping personnel costs in check© 2011 SAP AG. All rights reserved. 20
  20. 20. What Does this Mean for Your Business?  Understand where critical resource gaps remain that will impede business progress  Understand the future impact of workforce decisions  Reduce risk associated with sourcing, especially for highly skilled and technical personnel  Enter new markets and support new opportunities with the right talent  Monitor progress against goals© 2011 SAP AG. All rights reserved. 21
  21. 21. Agenda Key Trends and Issues Solution Overview Why SAP? Top Reasons© 2011 SAP AG. All rights reserved. 22
  22. 22. Why SAP BusinessObjects Strategic Workforce Planning? Complete • Leverage data you already have to build Business plans and address your Process future workforce needs • Perform complex Power of SAP calculations and In-Memory simulations to model the future of your Computing workforce Flexible and • Navigate through your data to identify issues Configurable and understand root Analytics causes© 2011 SAP AG. All rights reserved. 23
  23. 23. Thank You!
  24. 24. Appendix
  25. 25. In-Memory Computing with SAP What is SAP HANA? Applications BI Clients  SAP HANA is a pre-configured appliance that includes in-memory software bundled with BICS MDX SQL hardware  Includes tools for data modeling, data and life SAP HANA modeling cycle management, security, operations, etc.  Provides support for multiple interfaces HANA’s Capabilities SAP  Analyze information in real-time at Business unprecedented speeds on large volumes of non- Suite replicate aggregated data. SAP HANA  Create flexible analytic models based on real- ETL time and historic business dataOther Sources  Foundation for new category of applications (e.g., planning, simulation) to significantly outperform current applications in category SAP BW  Minimizes data duplication© 2011 SAP AG. All rights reserved. 26