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© 2012 Presence of IT – Confidential & Proprietary
Workforce Segmentation –What is it? how to do
it? and why should you ca...
Workforce Segmentation and Differentiation
- What is it?
- Why should you care?
- How do you do it?
- Examples
- Exercise
...
Segmentation “What is it?”
Reflection of competitive strategy
- What is your competitive advantage?
- What is your goal?
-...
Segmentation “Why should I care?”
Something unique
about your company
All positions, like all
employees, are not equal
Per...
Signs you are not thinking strategically about your
workforce…
- Employee goals may have little obvious relationship to co...
Segmentation: How To
- Understand your “competitive advantage”
- Alignment with your strategy
- Map the chain from strateg...
Understand your Competitive Advantage
Potential Keys to Competitive Advantage: Resource
Based View
Rare
Valuable
Non-substitutable
Ambiguous
Alignment with Strategy
What is your organisation’s strategic capabilities?
What are your key drivers of success?
What are...
Mapping the value chain
Source: Rucci et al (1998) Employee customer profit chain at Sears. Harvard Business Review, Jan-F...
Talent Yield
Talent Yield = Strategic Importance x Performance Return
Performance
StrategicValue
Worst Performer
Best Perf...
Segmentation: Exercise
Segmentation test: common workforce measures
to be wary of…why?
Cost-per-hire and time-to-fill
HR expense factor
Human cap...
Segmentation: Review
All about strategy
Understand your competitive advantage
Identify the key drivers of performance
Diff...
Segmentation: Attributes
Equity not Equality
Engaging the Right Employees
Hiring the choice employee not becoming an
“empl...
References
Becker,B., & Huselid, M.A. (2003). Measuring HR? Benchmarking is not the answer. HR
Magazine, December,2003. pp...
Marcus Champ - Workforce Segmentation: Finding actionable insights in the data
Marcus Champ - Workforce Segmentation: Finding actionable insights in the data
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Marcus Champ - Workforce Segmentation: Finding actionable insights in the data

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Effective workforce strategy needs to address two simple questions:
1. How does the workforce contribute to the company’s competitive advantage?; and
2. How should the workforce be managed to ensure that advantage is realised?
Workforce differentiation creates value by recognising the differences in how an organisation designs and manages its workforce, and uncovers insights hidden by taking a whole-of-workforce approach to workforce analytics.

Published in: Recruiting & HR
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Marcus Champ - Workforce Segmentation: Finding actionable insights in the data

  1. 1. © 2012 Presence of IT – Confidential & Proprietary Workforce Segmentation –What is it? how to do it? and why should you care? Workforce Analytics practice session – tools and techniques
  2. 2. Workforce Segmentation and Differentiation - What is it? - Why should you care? - How do you do it? - Examples - Exercise - Review and questions
  3. 3. Segmentation “What is it?” Reflection of competitive strategy - What is your competitive advantage? - What is your goal? - How will you achieve it? Effective workforce strategy needs to address two simple questions: - How does the workforce contribute to the company’s competitive advantage? - How should the workforce be managed to ensure that advantage is realised? Workforce differentiation creates value by recognising the differences in how an organisation designs and manages its workforce.
  4. 4. Segmentation “Why should I care?” Something unique about your company All positions, like all employees, are not equal Performance requirements vary People are different External environment may impact your needs
  5. 5. Signs you are not thinking strategically about your workforce… - Employee goals may have little obvious relationship to company strategy - Annual compensation changes are not all that different for high and low performers - Senior line managers do not have a clear understanding of who their strategic talent is nor are they held accountable for the management of their talent - When evaluating a workforce initiative the focus is almost entirely on cost - The value of workforce practices is based on how they compare with external best-practice standards - The financial conversation with HR largely focuses on controlling the overall budget - There is no clear line of sight between value of a workforce practice and strategic success Source: Becker, Huselid, & Beatty (2009) The Differentiated Workforce. Harvard Business Press., Boston, MA.
  6. 6. Segmentation: How To - Understand your “competitive advantage” - Alignment with your strategy - Map the chain from strategic outcome to inputs identifying the “key drivers” along the way (3-5 works well) - Specify what jobs are strategic and why - Understand the talent yield of positions - Identify measures of success and outcomes (ensure leadership accountability for workforce success) - Develop policies, interventions and strategies - Execute, review, and modify as required
  7. 7. Understand your Competitive Advantage
  8. 8. Potential Keys to Competitive Advantage: Resource Based View Rare Valuable Non-substitutable Ambiguous
  9. 9. Alignment with Strategy What is your organisation’s strategic capabilities? What are your key drivers of success? What are the processes, procedures, and knowledge that deliver these capabilities? What is and is not strategic? – all jobs may be important but what are strategic? What is it about these jobs that makes them so valuable?
  10. 10. Mapping the value chain Source: Rucci et al (1998) Employee customer profit chain at Sears. Harvard Business Review, Jan-Feb, 1998, pp.82-97. Attitude about the job Attitude about the company Employee Behaviour Service - helpfulness Merchandise - value Customer Impression Employee Retention Customer Retention Sales Customer Recommendations
  11. 11. Talent Yield Talent Yield = Strategic Importance x Performance Return Performance StrategicValue Worst Performer Best Performer Talent Yield Curves Source: Boudreau & Ramstad (2007) Beyond HR. Harvard Business School Press, Boston, MA.
  12. 12. Segmentation: Exercise
  13. 13. Segmentation test: common workforce measures to be wary of…why? Cost-per-hire and time-to-fill HR expense factor Human capital ROI or human capital value added Training expense factor/time training per employee Turnover rates Costs of turnover and vacancy costs
  14. 14. Segmentation: Review All about strategy Understand your competitive advantage Identify the key drivers of performance Differentiate your workforce strategy based upon the contribution to the business Use a “systems thinking” perspective across your workforce strategy Hold leadership accountable for outcomes Measure impact and outcomes
  15. 15. Segmentation: Attributes Equity not Equality Engaging the Right Employees Hiring the choice employee not becoming an “employer of choice” Earned increases not entitlement
  16. 16. References Becker,B., & Huselid, M.A. (2003). Measuring HR? Benchmarking is not the answer. HR Magazine, December,2003. pp.56-62. Bonabeau, E. (2004). Perils of the Imitation Age. Harvard Business Review, June 2004, pp.46. Huselid, M.A., Becker, B.E., & Beatty, W. (2005). The Workforce Scorecard. Harvard Business School Press, Boston.MA. Kerr, S. (1975). On the Folly of Rewarding for A, while hoping for B. Academy of Management Journal, Vol.18., pp.769-783. Kaplan,R.S., & Norton, D.P. (2000). Having Trouble with your strategy? Then Map It. Harvard Business Review., September 2000, pp. 167-176. Lewis,M. (2003). Moneyball. New York, Norton. Pfeffer, J., & Sutton, R.I. (2000). The Knowing Doing Gap., Harvard Business School Press. Boston,MA. Porter, M. (1996). What is Strategy?., Harvard Business Review, November-December., 2000.pp.61-78. Schuler, R.S. (1992). Strategic Human Resource Management: Linking the people with the strategic needs of the business., Organizational Dynamics, Vol.21., pp.18-32.

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