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talent acquisition's role in workforce planning


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David Dart's presentation at the Fall 2015 Michigan Recruiters Conference

Published in: Recruiting & HR
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talent acquisition's role in workforce planning

  1. 1. Talent Acquisition’s Role in Workforce Planning David Dart 10/5/2015
  3. 3. Three Strategies Needed for Business Success Mark Huselid – The Workforce Scorecard Business Strategy The Growth Workforce Strategy The Capabilities HR Strategy The System 10/5/2015 3 DIFFERENTIATIONOutside Inside
  4. 4. A Winning Culture enables us to successfully execute our strategy Strategy DefinedAdapted from Playing to Win: How Strategy Really Works by AG Lafley How we work together Key skills & abilities required to make it happen Key elements of execution that unlock value The choices we make to deliver value Setting the course for the organization V I S I O N W H E R E W E P L AY H O W W E W I N K E Y C APA B I L I T I E S O P E R AT I N G M O D E L
  5. 5. ► An operating model is where and how the most critical work is done ► In other words, it’s the Who, What, When, and How work gets done ► It is not an organizational structure, although the org structure is an outcome of the operating model 5 What is an operating model?
  6. 6. Operating Model includes more than just “boxes and lines” Celanese Operating Model 2.0 Structure Capabilities Resource alignment Decision-making forums Processes Accountabilities • How will cross-enterprise management processes work? • What are our company norms for how people interact? What are expectations for priority behaviors? • Is the right talent in place for the new structure? • What are the implications of future operating model for capability enablers – People, Process, Technology? • What is the right resource level? • How should resource additions be phased? • Does the new structure achieve spans/layers targets? • What are the key executive forums’ objectives, composition and cadence to govern business? • What is our predominant ‘decision style’? • What are the roles and accountabilities and KPIs of each unit? • What is the RACI for critical decisions (especially cross- functional)? • What are the main operating units and P&Ls? • What ‘horizontal’ entities and coordinating mechanisms are required? • How will the center add value?
  7. 7. Four steps to deploying an operating model: ► Identify the key decisions that create value and the processes in which they reside (the “What”) ► Clarify the roles and interfaces across the business (the “Who”) ► Define the decision rights (“Who, What, and When”) ► Create the forums to make those decisions (the “How”) Clearly defined operating models enable speed through systematic decision making A little more on operating model
  8. 8. Celanese’s Organization and Culture is Evolving… 10/5/2015 9 2012 2013 2014 Resetting Expectations Delivering & Building Trust Performance & Preparing for the Future • Established mission, vision, and refreshed values • Core changes to how Celanese operated • Strategy 1.0 / 5 Big Rocks • Missed financial measures • Responding to high attrition • Focus on people • Performance management and compensation changes • Communicated broadly • Focused on Execution, Innovation, Collaboration, and Customer Excellence • Stabilized organization • Focus on cost / investments in the right areas • Focus on development in key areas: manufacturing, sales, and technology • Unifying CE brand • Top business performance • Celanese 2.0 • Focus on creating sustainable profitable growth • Focus on talent – key roles, specific development, succession, and coaching
  9. 9. …and Our Strategy Work Confirmed Many Strengths as well as Many Opportunities Strengths Challenges Focus Our technology and products are strong and often preferred by customers… …but we generate 3,500+ innovation ideas, 50% in new spaces instead of translating existing applications Customer Net promoter score (NPS) highest amongst all competitors in Auto segment (+23 vs. -24)… …yet our account managers only get 35% of their time in front of the customer Commerce Acetyl Chemistry drove results through asset rationalization, and chain integration …there are opportunities to value-price in EM due to pricing remaining flat Supply Chain Perfect order performance improved to 85%+... …but we firefight 50% of orders to achieve that performance Growth While we have grown both bottom and top line… …growth in Acetyl Chemistry has fallen below GDP growth rate and EM growth is behind Vision 2016 targets M&A Balance sheet in a much better position today to pursue M&A opportunities to achieve EBIT targets… …we have little recent M&A deal and integration experience, a critical capability to achieve success Culture Culture is evolving to one with balanced values, customer focus, and delivery… …but a lack of clarity on roles and responsibilities a big challenge, and we must develop key capabilities to succeed 10/5/2015 10
  10. 10. How we work together Key skills & abilities required to make it happen Key elements of execution that unlock value A Winning Culture enables us to successfully execute our strategy The choices we make to deliver value Strategy 2.0 Development  Clear direction on which markets we will target and how we will create value  Business will continue to refine the strategy Vision 2016  Created longer term vision in 2012  Set goals, snagged low hanging fruit Strategy DefinedAdapted from Playing to Win: How Strategy Really Works by AG Lafley Setting the course for the organization C E L AN E S E V I S I O N W H E R E W E P L AY H O W W E W I N K E Y C APA B I L I T I E S O P E R AT I N G M O D E L Strategy 2.0 Development  Ensuring what needs to get done actually gets done through human systems  While the strategy continues to develop, provide a nimble operating model to adjust to market direction
  11. 11. Skills and abilities required to achieve imperatives Critical capabilities required to substantially push profitability ► Commerce (e.g., pricing, negotiation, contracting) ► Prioritization (e.g., product portfolio management, time with customer) ► Productivity (continuous improvement mindset across all areas) Key capabilities that drive value must be ingrained in the culture
  12. 12. C E L AN E S E O P E R AT I N G M O D E L R E D E S I G N Two value equations Materials Acetyl Chemistry Region (POC, Asia) Function alignment Technology & Innovation Sales Supply Chain Role of center Our operating model
  13. 13. Four steps to deploying an operating model: ► Identify the key decisions that create value and the processes in which they reside (the “What”) ► Clarify the roles and interfaces across the business (the “Who”) ► Define the decision rights (“Who, What, and When”) ► Create the forums to make those decisions (the “How”) Clearly defined operating models enable speed through systematic decision making Reminder: Deploying an Operating Model
  14. 14. SIPOC will be evaluated for each critical cross-functional process S I P O C Suppliers The provider of inputs to your process Inputs Materials, resources or data required to execute your process Process A structured set of activities that transform a set of inputs into specified value to customers and stakeholders Outputs The products or services that result from the process Customers The recipient of the process output Start End 5-7 major steps As part of the process, we will need to set up decision-making forums
  15. 15. Example Success (Role) Profile: Portfolio Development and Pipeline Vice President • Create and implement process to cut, prioritize and focus pipeline projects including facilitating project prioritization, resource allocation and project approval decision-making • Develop tools, reporting/dashboards to provide portfolio visibility to key relationship partners • Create a roadmap to provide forward looking guidance on future launches • Focal point and leader of overall EM pipeline: platform programs, new applications, translations, raw materials swaps, new formulations • Provide oversight for the portfolio review process and communicate back to all stakeholders on progress of product launches, recommended additions and cut programs • Work closely with Sales, Marketing, the P&L leader and Technology & Innovation team members to provide input and assist with prioritization of customer-driven product and application solutions aligned with Celanese, segment, and customer strategies • Pushes for launches to meet a quarterly expectation for an internal and external view • Drive the EM pipeline and platform through strategic planning, analytics, rationalization, prioritization and launch: • Work with key stakeholders to provide a holistic view of current launches and timeframe • Provide oversight for the portfolio review process • Ensure resources are utilized effectively and efficiently to drive increased profitability • Lead the overall EM pipeline Purpose Key Activities Key Abilities • Ability to successfully lead across organizational boundaries, including strong relationship management skills • Has courage to lean in and focus on near term value and sacrifice programs that don’t deliver according to business strategy • Key Competencies: Managerial Courage, Motivating Others, Negotiating, Process Management, Developing Direct Reports and Others Outputs • Delivers $50MM annually in Variable Margin from new launches Key Relationships Portfolio Development & Pipeline Director Sales/ SegmentsManufacturing P&L Leaders/ Marketing Technology & Innovation KPIs • # of commercialized projects in aggregate and vs. plan • Volume, rev., & margin vs. plan • Innovation spend • Innovation returns • Pipeline size and quality Key Decision Authorities / Responsibilities Decide to initiate projects (Gate 0) A Decide Program Mgr. staffing R Decide go/no go for projects at Gate 1,2 etc A Decide to launch projects A
  16. 16. RACI is a critical tool for clarifying decision rights 10/5/2015 17 Responsible R Consulted Consulted Consulted IA Accountable C Informed
  17. 17. R A C I Responsible for activity or process • Directly executing or overseeing process • Responsible for obtaining approval, involving and obtaining support from “consulted” roles, and inform all “informed” Consulted for information or expertise during execution • Must be consulted before decision is made • Have an Advisor role, i.e. is required to provide input and expertise • Supports the responsible in executing the activity when needed • Do not hold veto right over the decision, but is informed of outcomes Accountable / Approval authority for activity or process • Provide final sign-off before action is taken • Holds accountability for the overall decision made Informed of the process and outcome • Must be informed after decision is made • Requires transparency into the process and outcomes in order to be effective 18 Clarifying decision rights and accountabilities
  18. 18. MFG Leader Lead Planner Participants Objectives Inputs Outputs / Decisions / Actions Project prioritization meeting “4-blocker” Frequency: Daily CTO EM GM Selected P&L Leaders • Review status of closes planned for the week • Close unresolved issues from previous daily meeting • Evaluate new projects added since previous daily meeting • Provide a brief open forum to discuss any outstanding issues • Status updates - On track vs. off track - PO attainment • Project proposal - Project value (Volume, Sales Price, Manufacturing Cost, Development Cost) - Timing - Key issues – technical, IP, quality, etc. - Strategic rationale (alternatives) - Business/platform impact - Likelihood of commercial success (e.g. customer commitment) • Prioritized projects for development identified • Agreed on development plan for prioritized projects - Resources needed (technical and commercial) - Path to market • Resource allocations/reallocations (as needed) • Identify open issues to be discussed at the next meeting and actions to close Portfolio Manager Commercial Leader
  19. 19. What Is HR’s Purpose? Every person and organization on the planet knows what they do. Some know how they do it…but very few know WHY they do what they do. WHY does your organization exist? WHY should anyone care? Simon Sinek Leadership Expert Author - Start With Why
  20. 20. The “WHY” Can Make Good Organizations Great HOWWHATWHY Execution Bringing it to Life Equity Our Promise to Our Clients Purpose Why HR Exists
  21. 21. The “WHY” Can Make Good Organizations Great HOWWHATWHY Execution Simple, elegant process Best place to work Collaboration & accountability Equity A purpose driven, engaged organization Purpose To ensure the vision and strategy of the business is executed
  22. 22. The Strategic HR Pillars ►Smart Growth ►Full Talent Pipeline ►Employee Mobilization ►Purpose Driven Culture Confidential 23
  23. 23. The Strategic HR Pillars • Managers utilize process improvement tools & project management • Decision Support: Productivity metrics & optimal resources • Disciplined growth - Assess and plan required demand based on business needs • Build capabilities in the appropriate timeframe to meet need • Factor globalization & functional interdependencies into planning ‘Smart’ Growth
  24. 24. 25 The Strategic HR Pillars • Real workforce planning; thoughtful about internal/external mix • Effective assimilation & integration of staff • Focus on both hiring and development • Measuring quality of our talent • Integrated strategies and processes for acquiring, developing, and placing talent Full Talent Pipeline
  25. 25. 26 The Strategic HR Pillars • Significant performance differentiation • Total Rewards strategy • Leader led alignment and focused action • Career value proposition is clear • Clear alignment between strategy and functional/individual goals Employee Mobilization
  26. 26. 27 The Strategic HR Pillars • All associates know why the organization exists • Newcomers/ tenured staff establish desired culture together • Debate, shape and articulate desired culture • Assess/evaluate current culture and confront discrepancies • Develop and implement plan/actions to close gaps Purpose Driven Culture
  27. 27. Talent Acquisition Case Study #1 ► Identify key capabilities (Commerce, Prioritization, Productivity) ► Operating model changes, headwinds driving turnover ‒ Some opt out ‒ Triple whammy in Germany ‒ Experience gap in China ► Talent Acquisition team as strategic workforce planning leader ‒ Hiring ahead of anticipated attrition ‒ Creating region specific hiring models ‒ Capability assessment design and execution 10/5/2015 28
  28. 28. Hiring/Capability Assessment 10/5/2015 29 Key Performance Indicators Revenue trend: 1 2 3 Forecast accuracy: 1 2 3 Projects launched: 1 2 3 Account Management Rate this Account Manager’s ability to execute each phase of the sales cycle described below. Plan Discover Engage Close 1 2 3 1 2 3 1 2 3 1 2 3  Develops account plans for all assigned customers  Gathers information about customer/ company background  Differentiates value proposition  Understands internal decision making channels  Works to understand customer/business needs  Involves customer in conversation  Identifies “pain points” and responds to concerns  Quantifies impact of customers problems  Creates interest to continue dialogue  Articulates value proposition of product/ application  Involves appropriate stakeholders  Summarizes needs and Celanese fit  Differentiates and maximizes solution value  Gains agreement to move conversation forward  Gains agreement that solution meets customer’s needs  Asks the customer for the business  Finalizes steps to close and contract  Protects value during the contracting process  Obtains signed contract Account Relationships Choose one description of how this Account Manager is seen by his or her top accounts. Partner Advisor Problem Solver Credible Source Vendor  Shared risk, shared reward business terms  High level of data, systems and/or operational interdependence  Open access to executive contacts  AM and customer co- develop strategic plans together  Value-based business terms and conditions  Established track record for delivering strategic solutions  Access to C-Level and/or Senior VP executive contacts  Customer shares strategic plans and direction  Innovative and creative solution emphasis  Demonstrated ability to solve operational problems  Access to VP and Director level contacts  Customer shares information about company initiatives  Focus on operational solution value  Mostly Operational Manager contacts  Customer shares info on departmental projects  Price and cost-based business terms  Focus on fit within specific identified needs  Mostly Procurement department contacts  Customer provides RFP/RFI/RFQ
  29. 29. Talent Acquisition Case Study #2 ► Talent acquisition at Amgen is a competitive advantage ► New therapeutic area for Amgen in cardiology ► Huge clinical trial demand required MD’s across the globe ► Business assumption was “go get them!” ► Not so fast, my friend… 10/5/2015 30
  30. 30. Alternative strategy deployed ► Talent acquisition team scanned the market, realized demand outstripped global supply ‒ Utilized industry contacts, agencies, and sourcing techniques to ascertain global supply ‒ Directed business line on exploring alternative sourcing models ► Market knowledge led to alternatives ‒ ER docs have cardiology expertise, time ‒ Moonlighting retirees were highly effective 10/5/2015 31
  31. 31. Summary ► HR is responsible to ensure strategies are actually executed through human systems ► Three strategies needed for business success: Business, Workforce, HR ► Setting a strategy is easy – mobilizing an organization behind it is the hard part ► An operating model is not an org structure ► Workforce planning is critical to creating capability and capturing value ► Talent acquisition is on the front line of workforce planning ► Don’t forget – culture ties it all together! 10/5/2015 32