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www.workforceplanning.com.au
Strategic Workforce Planning –
Starting Right, Staying True,
Delivering the Future Workforce
...
Tam Marte Quam Minerva
• As much as by Mars as by Minerva
– As much by war, as by wisdom
– As much by courage, as by geniu...
What is Workforce Planning?
Various definitions, variation in understanding and application
Strategic versus Operational
Workforce Planning - Definition
Workforce Planning is defined as a continual process
seeking to align the individual’s and...
Workforce Planning Process
1. Strategic setting
2. Current state analysis
3. Future state analysis
4. Gap analysis and ris...
Scope
• Starting Right – Building the foundation for
success
• Staying True – Producing results, avoiding
pitfalls
• Deliv...
Vignette Part 1 – Starting Right?
A Tale of Contrasting Visions
Not For Profit
• Restabilising after turmoil and
redundanc...
Starting Right – People
• Ask the Right Questions – What are the problems we
are trying to solve?
• Executive Engagement
•...
Starting Right - Systems
• Ask the Right Questions – What are the problems we
are trying to solve?
• Planning the Plan
• W...
Starting Right – Key Considerations
1. Focus on jobs or roles of strategic importance or high
impact
– <50% of jobs in org...
Discussion
• What are the typical issues or barriers that you have
encountered in starting workforce planning in your
curr...
Vignette Part 2 – Staying True
Maintaining momentum and increasing maturity
Military Organisation
• Workforce modelling an...
Job Family Framework
Differentiates across the workforce and links with other resources (ANZSCO)
Job families are groups o...
Data Issues and Metrics
• Organisations data rich, information poor
• Organic capability – cost effective?
• Measuring the...
Competitive Advantage in Data
Workforce planning relies on intelligence formed from different sources
Adapted from Competi...
Staying True – Emerging
• Identify the workforce issues to address in the context
of the strategic direction
• Determine t...
Staying True – What’s Next
• Trend analysis – typical, outliers and random
• Understand differences:
– Job Family, Functio...
Staying True – Mature
• Sharpen the focus on the problem – develop hypothesis
and setting about proving cause and effect
•...
Workforce Planner - Traits
• Analytical and critical thinking
• Data strengths – dealing with ambiguity
• Perseverance and...
Workforce Planning Systems
• Understand what you need to solve your problems –
start small, first principles
• High level ...
Workforce Planning Pitfalls
• Workforce Segmentation – Job Families
• Agreement on Job Families of Importance
• Data and A...
Discussion – Staying True
• How would you describe the level of maturity in your
organisation’s workforce plan?
• What are...
Vignette Part 3 – Delivering
Is the status quo a realistic option?
Growth and Reform
• Organic growth planned over a
ten y...
Change Management
• Create the sense of urgency and shared vision
• Align leaders, managers, and staff – communicate
• Ena...
Demand Side
• Organisational and Team
Design
• Technology and Process
Redesign
• Job Design
• Workforce Mix
“Working on th...
Linking Strategies
Organisational and people strategies must be complementary
Organisational
Strategies – start
with these...
Workforce Planning Cycle
Workforce Requirements
- Organisational Design
- Organisational Structure
- Job Families (Positio...
Discussion – Delivering Success
• What are your success stories in developing the
workforce plan?
• What are your success ...
Base level only (assume untrained) All Levels
Workforce Planning – Importance
The necessity of workforce planning varies b...
Bringing it Together
• Create the workforce planning team – not just HR,
include Finance, Business Leaders
• Build a great...
Workforce Planning Trends
• Speed and tempo continue to quicken – is long term
planning realistic or valid?
• The rise of ...
www.workforceplanning.com.au
Workforce Planning Australia
55 Swanston Street
MELBOURNE VIC 3000
(03) 9206 8000
Tony Wallac...
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Tony Wallace - Starting Right, Staying True, Delivering the Future Workforce

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Workforce Planning Australia
Effective strategic workforce planning requires commitment, analytical strength and persistence. There is also the need to balance the creation of quick wins to generate and maintain support
with persistence to deliver a sustainable
strategic workforce planning framework.
Tony will draw on recent case studies to show
the importance of starting with the end in mind, aligning leaders, forming the team, executing the project plan, building resilience, asking the right, and most importantly embracing change management.

Published in: Recruiting & HR
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Tony Wallace - Starting Right, Staying True, Delivering the Future Workforce

  1. 1. www.workforceplanning.com.au Strategic Workforce Planning – Starting Right, Staying True, Delivering the Future Workforce Tony Wallace Principal Workforce Planning Australia
  2. 2. Tam Marte Quam Minerva • As much as by Mars as by Minerva – As much by war, as by wisdom – As much by courage, as by genius • Workforce planning is: – Both art and science – Both hard and soft skills – More than HR or any one function – Reliant on end-to-end or systems thinking Dealing with complexity
  3. 3. What is Workforce Planning? Various definitions, variation in understanding and application Strategic versus Operational
  4. 4. Workforce Planning - Definition Workforce Planning is defined as a continual process seeking to align the individual’s and organisation’s needs and priorities to achieve business objectives. Linked to the business direction – will continue to evolve Implies a future focus – degree of uncertainty
  5. 5. Workforce Planning Process 1. Strategic setting 2. Current state analysis 3. Future state analysis 4. Gap analysis and risk assessment 5. Workforce strategies or interventions 6. Monitor, evaluate and review Steps are repeated in a cyclical manner Typical steps in workforce planning
  6. 6. Scope • Starting Right – Building the foundation for success • Staying True – Producing results, avoiding pitfalls • Delivering the Future Workforce – Sustaining success “Creating the initial workforce plan is a project, sustaining the workforce plan is an operation” Lessons from Grad School and Workforce Planning Roles and Gigs
  7. 7. Vignette Part 1 – Starting Right? A Tale of Contrasting Visions Not For Profit • Restabilising after turmoil and redundancies • Recognised the importance of people, and the need for Workforce Planning • Are we ready? • Executive workshop – clarity about what they wanted and what it is • Agreed broad plan of action Government Regulator • Large scale reorganisation and change project • Brief to develop workforce plan – not clear • Limited executive buy-in • Lack of clarity between HR and Finance • Lack of true ownership and accountability
  8. 8. Starting Right – People • Ask the Right Questions – What are the problems we are trying to solve? • Executive Engagement • Who Involved? – Finance – HR – Others • Who is the Champion? • Do We Need Help? Critical to build relationships and trust with the Executive Team
  9. 9. Starting Right - Systems • Ask the Right Questions – What are the problems we are trying to solve? • Planning the Plan • What data do we need? – Finance – HR – Others: Training, Performance, Preferences • Is software important? • Means and End? Start small, understand the end goal and the limitations
  10. 10. Starting Right – Key Considerations 1. Focus on jobs or roles of strategic importance or high impact – <50% of jobs in organisations are high impact 2. Build and vary the talent pool – Both permanent staff and contingent workers 3. Use workforce more flexibly – Meet workload demands and create agility Keep the project manageable, define the scope and boundaries well
  11. 11. Discussion • What are the typical issues or barriers that you have encountered in starting workforce planning in your current or previous organisations? • What have you found to be successful in resolving these issues and progressing workforce planning? Recap – What about sharing your stories?
  12. 12. Vignette Part 2 – Staying True Maintaining momentum and increasing maturity Military Organisation • Workforce modelling and planning well embedded • Defined job families – demand and supply • Clear career models, HR practices and processes • Significant data resources • Workforce problems exist • Managing or transforming the workforce • “Developing true insights” Emerging Organisation • Commitment to workforce planning • Workforce segmentation does not exist • Career model less defined • Issues not fully developed, nor what data is needed • Limited data and metrics • Uncertain about how to proceed • “Breaking the vicious cycle”
  13. 13. Job Family Framework Differentiates across the workforce and links with other resources (ANZSCO) Job families are groups of similar positions with related skills, tasks and knowledge blocks. The model does not reflect work level and is hierarchical (four tiers). Job Family. The highest level of workforce classification e.g. Customer Service Job Function. Families are divided into functions e.g. Customer Service - Sales Job Role. Workforce planning occurs to this level. Small numbers can be problematic. Job Title. A meaningful description of the position’s role. Level of detail increases from job family to job title
  14. 14. Data Issues and Metrics • Organisations data rich, information poor • Organic capability – cost effective? • Measuring the right things or the things that are easy - critical review of metrics • Correlation versus causation • Workforce planning – longitudinal versus cross sectional data • Heterogeneity – Differences between job families, variation over time and control for demography • Is the organisation prepared to compete on analytics? Fundamental considerations
  15. 15. Competitive Advantage in Data Workforce planning relies on intelligence formed from different sources Adapted from Competing on Analytics: The New Science of Winning, Davenport and Harris, Harvard Business School Press, 2007 Optimisation Predictive Modelling Forecasting Extrapolation Statistical Analysis Alerts Query Drill Down Ad Hoc Reports Standard Report Degree of Intelligence CompetitiveAdvantage Analytics Access and Reporting
  16. 16. Staying True – Emerging • Identify the workforce issues to address in the context of the strategic direction • Determine the initial data requirements – build a basic profile of the workforce: – Agree and apply a job family classification – Produce current demand and supply picture – Demographics – Recruitment and retention performance • Build initial data story and develop insights – what does this mean for the strategic direction Just getting started can be a challenge, getting the basics right
  17. 17. Staying True – What’s Next • Trend analysis – typical, outliers and random • Understand differences: – Job Family, Function and Role – Demographics • Basic models to create forecasts • Understand the limitations • Continue to build the data story and develop insights – what does this mean for the strategic direction • Use results to generate and update organisational and people strategies Continue to build historical data, and enhance the story
  18. 18. Staying True – Mature • Sharpen the focus on the problem – develop hypothesis and setting about proving cause and effect • Try to look at the problem differently – remember inter- relationships exist, and past history can give insights • Value demand and supply sides equally • Forecast models (steady state and dynamic) have limitations – assumes rational behaviour • Does the data show a trend or just randomness • A deliberate response is preferred Strive to find new insights, focus on understanding behaviour
  19. 19. Workforce Planner - Traits • Analytical and critical thinking • Data strengths – dealing with ambiguity • Perseverance and not disheartened easily • Good communicators and relationship builders • Creativity and thinking differently What should we look for in workforce planners?
  20. 20. Workforce Planning Systems • Understand what you need to solve your problems – start small, first principles • High level of sophistication and complexity • Ability to replicate your workforce, its rules and behaviour • Ease of use, system support and maintenance • Efficiency – labour costs, speed • Deliberate decision What should we look for in workforce planning systems?
  21. 21. Workforce Planning Pitfalls • Workforce Segmentation – Job Families • Agreement on Job Families of Importance • Data and Assumptions • Forecasting by Job Family • Iterative Process • Not Generating Quick Wins • More Than Numbers: – Skills and Education – Experience – Performance – Preferences Regardless of maturity level, avoid or minimise these pitfalls Numbers Skills and Education Experience Performance Preferences
  22. 22. Discussion – Staying True • How would you describe the level of maturity in your organisation’s workforce plan? • What are the pitfalls that you have encountered in workforce planning? Recap – What about sharing your stories?
  23. 23. Vignette Part 3 – Delivering Is the status quo a realistic option? Growth and Reform • Organic growth planned over a ten year period - stalled • Identify problems, develop solutions – importance of data, performance measures • Reinvigorate growth plans • Reshape key capabilities – future relevance • Critical understanding of interactions – recruiting and training • Synchronise demand and supply sides Decline and Consolidate • Significant project to end in five years • Gradual reduction aligned to project needs, limited growth in specialist roles • Significant talent pool of competent engineers • Synchronise project, program and HR management • Develop and test options – redeployment, retraining • Engage with staff
  24. 24. Change Management • Create the sense of urgency and shared vision • Align leaders, managers, and staff – communicate • Enable action and remove barriers • Generate quick wins, build on this success • Focus on long-term outcomes • Integrate workforce planning into normal business practices Change or Die
  25. 25. Demand Side • Organisational and Team Design • Technology and Process Redesign • Job Design • Workforce Mix “Working on the Organisation” Supply Side • Attraction and Recruitment • Learning and Development • Deployment • Retention and Promotion “Working on the People” Workforce Planning Strategies Too often the focus is on “Supply Side” solutions
  26. 26. Linking Strategies Organisational and people strategies must be complementary Organisational Strategies – start with these first People Strategies follow – “function follows form” Consistent with HR Framework and System Integrate action to support and value our people”
  27. 27. Workforce Planning Cycle Workforce Requirements - Organisational Design - Organisational Structure - Job Families (Position Based) - Capability Map - Preferred Solution Workforce Budgeting - Workforce Budget - Workforce Management - Workforce Mix Options - Vacancy Management - Validated Solution People Management - Skill Utilisation and Development - Opportunities - Performance Management - Career Management People Planning - Recruitment - Retention - Learning and Development - Staff Progression Leadership, Governance and Management People System and HR Framework Inputs: • Strategic Direction • Draft Business Plan • Required Outcomes Outputs: • Capability Delivered • Objectives Achieved • Required Outcomes WorkforceDemand “Spaces” WorkforceSupply “Faces” Workforce and Business Planning Cycles must be aligned
  28. 28. Discussion – Delivering Success • What are your success stories in developing the workforce plan? • What are your success stories in implementing the workforce plan, and how have you measured success? Recap – What about sharing your stories?
  29. 29. Base level only (assume untrained) All Levels Workforce Planning – Importance The necessity of workforce planning varies between organisations Consider these characteristics: 1. Recruiting: 4. Competitive Advantage 3. Succession Planning 5. Level of Transformation: 2. Skill Development Large intakes, batches Small, selective Invest in skill development People have the skills Committed to Grow Your Own Hire Stars, All Levels Continual, Significant Minimal, Status Quo Challenged Strong Competitive Position
  30. 30. Bringing it Together • Create the workforce planning team – not just HR, include Finance, Business Leaders • Build a great data story • Segment the workforce – sharp focus • Create a workforce planning cycle • Systematic, balanced and logical approach • Align people and organisation • Continual effort – it is iterative Ideas for success
  31. 31. Workforce Planning Trends • Speed and tempo continue to quicken – is long term planning realistic or valid? • The rise of the agile workforce • How do we continue to make workforce planning relevant? • Workforce planner – trusted business advisor Language and emphasis is continuing to evolve
  32. 32. www.workforceplanning.com.au Workforce Planning Australia 55 Swanston Street MELBOURNE VIC 3000 (03) 9206 8000 Tony Wallace Principal 0427 039 306 twallace@workforceplanning.com.au http://au.linkedin.com/pub/tony-wallace/26/30a/540/

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