Workforce planning overview

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Learn how Workforce Planning can prepare your firm for the future.

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Workforce planning overview

  1. 1. Workforce Planning 2011: Assess Talent and Plan for the Future Dan Ryan Ryan Search & ConsultingRetained Executive Search “We Speak Your Language” RPO Leadership Consulting
  2. 2. Building the case…• Our topics: – Workforce Planning Ingredients – Dealing with Competency Gaps – Why is identifying future talent an important issue? – What is Social Media’s role? “We Speak Your Language”
  3. 3. Where is your firm?Here is our question:Does your firm have any kind of Workforce Planning process? “We Speak Your Language”
  4. 4. What is Workforce Planning?The process an organization uses toanalyze its workforce and determine thesteps it must take to prepare for futurestaffing needs “We Speak Your Language”
  5. 5. Key Component 1Composition and content ofthe workforce that will berequired to strategicallyposition the organization todeal with its possiblefutures and businessobjectives “We Speak Your Language”
  6. 6. Key Component 2Gaps that exist between the future“model” organization(s) and the existingorganization, including any special skillsrequired by possible futures “We Speak Your Language”
  7. 7. Key Component 3Recruiting and training plans forpermanent and contingent staffthat must be put in place to dealwith those gaps “We Speak Your Language”
  8. 8. Key Component 4Determination of the outside sources thatwill be able to meet the skill needs forfunctions or processes that are to beoutsourced “We Speak Your Language”
  9. 9. Benefits of Workforce Planning• Analyze future staffing and development needs• Vibrant internal job market across units and geographies “We Speak Your Language”
  10. 10. Workforce Planning Challenges• Gaining Senior Management Support – Not just a “HR” function – Talk without Walk “We Speak Your Language”
  11. 11. Effective Planning Tips• HR designee to manage process• High level executive to champion plan• Involve key stakeholders• Align with strategic plan• Coordinate with succession planning and career development• Ongoing and continuous “We Speak Your Language”
  12. 12. Workforce Planning Steps1. Supply Analysis2. Demand Analysis3. Gap Analysis4. Solution Analysis Source: SHRM “We Speak Your Language”
  13. 13. Supply Analysis• What is the current state? – Number of employees – Their current skills – Workforce demographics – Projections of attrition “We Speak Your Language”
  14. 14. Demand Analysis• Future Workforce analysis – New product lines/services – External forces – Expansion/contraction – Workforce availability • Proper skillsets? • Loyalty? • External influences “We Speak Your Language”
  15. 15. Demand Analysis (continued)• Key questions – How many employees are needed? – Skills and competencies? – Current workforce composition – How to attract? • How to diversify the workforce? “We Speak Your Language”
  16. 16. Gap Analysis• Compare Demand Model with Supply Model – Where are the gaps? • Over-supply • Under-supply • Vulnerabilities “We Speak Your Language”
  17. 17. Solution Analysis• Strategies to deal with identified gaps – Recruiting – Training/Retraining – Contingent Staffing – Outsourcing “We Speak Your Language”
  18. 18. Demand AnalysisSolution SupplyAnalysis Analysis Gap Analysis “We Speak Your Language”
  19. 19. Digging Deeper…• Let’s take a peek “under the hood” in some of these key areas “We Speak Your Language”
  20. 20. Supply issues• Workforce demographics – Age – Experience – Representation – Geography – Mobility – Skillsets – Steady flow or pinch points “We Speak Your Language”
  21. 21. Process for identifying talent• There are two tasks that need to be addressed – Developing the criteria to be applied – Developing the method of applying the criteria McCall, Morrison, Lombardo, “The Lessons of Experience” “We Speak Your Language”
  22. 22. Talent identification options• Assessment centers – Can be very expensive and may not be a realistic option for small to mid-size firms• Management committee – More common – Results are typically passed up in the organization “We Speak Your Language”
  23. 23. Criteria considered• Performance reviews from current and former roles• Types of roles that have been performed• Situations that have been encountered in these roles – Start ups, shut downs, dealing with ambiguity, working with different bosses, building a staff, etc. – Breadth is as important as depth, but both are necessary! “We Speak Your Language”
  24. 24. Demand issues• Strategic Plan review – New initiatives – Growth of current initiatives – Acquisitions• Qualitative and Quantitative “We Speak Your Language”
  25. 25. Demand Considerations• Internal influences – Will current workforce have needed future skills? – Will current employees remain loyal?• External influences – Is proper mix of skills and abilities available? – What other factors will affect demand for goods or services Source: Cathy Fyock, SPHR “We Speak Your Language”
  26. 26. Gap Analysis• Comparison of the current state versus future needs – Oversupply – Undersupply• Details are key – Need numbers, timing of needs and transferability “We Speak Your Language”
  27. 27. Solution Analysis• Firm may grow in one area and contract in another – Solution ideas for growth and evolving • Training-Retraining • Internal-External Recruiting – Full time – Part time – Contingent – Outsource – Contractors/Consultants “We Speak Your Language”
  28. 28. Solution Implications• Contingent Workforce – Less full time/lower fixed cost – More part time/lower fixed cost – More contingent • Consultant/Contractor – Outsourcing • RPO • Partnerships “We Speak Your Language”
  29. 29. Role of Technology• Virtual workplace – Email – Phone – Web conference – Virtual teaming “We Speak Your Language”
  30. 30. Role of Technology• Sourcing – Social networks – Outsourcing talent acquisition • RPO • “stable of consultants” as needed “We Speak Your Language”
  31. 31. How this fits into the big picture Business Environment Organizational Context Development Individuals Systems Source: R. Kaiser “We Speak Your Language”
  32. 32. The successful process Line Management Workforce Planning Human TopResources Management “We Speak Your Language”
  33. 33. Macro Perspective• Strategic Plan• Human Resource Plan (Human Capital Plan)• Workforce Planning – Succession Plan • Talent identification – Make – Buy – Development plan – Implementation & feedbackThis process will be ongoing and not linear-there is no end point! “We Speak Your Language”
  34. 34. Workforce Planning Roles• HR – Key role in driving the process• Sr. Management-Line Management – Involvement and support “We Speak Your Language”
  35. 35. How does talent identification tie into planning?• Talent identification is a key part of a Workforce plan• The Workforce plan is a key aspect of a strategic plan• If your firm says they have a strategic plan, but it does not cover these issues, the plan is incomplete! “We Speak Your Language”
  36. 36. First steps• Understand – Your current organization – Establish systems that support your goals – Objective talent identification – Options for finding new talent “We Speak Your Language”
  37. 37. Pathway to General Management Enterprise Manager Crossroad 5 Group ManagerCrossroad 4 General Manager Crossroad 3 Functional Manager Most difficult turnCrossroad 2 Manage Others Crossroad 1 Manage Self Kates-Downey, The Challenges of General Manager, 2005 “We Speak Your Language”
  38. 38. What are the top three qualities that you think firms look for in future leaders?• Ability to grow strong relationships• Superior intellectual ability• Ability to identify and develop talent• Decisiveness• Openness to change and growth• Courage to make the right decision• Broad, comprehensive knowledge of the business• Ability to motivate and inspire others “We Speak Your Language”
  39. 39. What companies look for in future leaders• Ability to build strong relationships internally and externally• Openness to change and growth• Courage to make the right decision• Ability to motivate and inspire others• Level of confidence• Awareness of one’s own strengths and limitations• Personal desire to succeed “We Speak Your Language”
  40. 40. What companies look for in future leaders• Commitment to the success of the business, even when personal sacrifice is involved• A core set of leadership values that the individual lives by• Broad, comprehensive knowledge of the business• Decisiveness• Ability to identify and develop talent• Superior intellectual ability Weik, “Building the Executive Ranks” “We Speak Your Language”
  41. 41. Key derailment factors1. Specific performance problems with the business2. Insensitivity to others; an abrasive intimidating, bullying style3. Cold, aloof, arrogant4. Betrayal of trust5. Over managing; failing to delegate or build a team “We Speak Your Language”
  42. 42. More derailment factors6. Overly ambitious; thinking of the next job, playing politics7. Failing to staff effectively8. Inability to think strategically9. Unable to adapt to a boss with a different style10. Overdependence on a mentor or advocate McCall, Lombardo, “Off the Track-Why and How successful executives get off the track” “We Speak Your Language”
  43. 43. Selection criteria- GE Method Values High Low A C HighPerformance Current- On Notice Rising Stars B D Low Need Terminate Coaching “We Speak Your Language”
  44. 44. Development: 9 Box model Under HIPO’s Very HIPO’sHigh AchieversPotentialAverage At Risk Achievers HIPO’sPotentialLow High Risk Well Placed High AchieversPotential C Players B Players A Players “We Speak Your Language”
  45. 45. What happens after selection• Putting names into a succession plan is not enough• Those individuals identified need to have short term and long term development plans• The nature of these plans varies depending upon what has been done and where they are going• The greatest tools for development are “the lessons of experience” “We Speak Your Language”
  46. 46. Personal Development Strategies• HERO’s – Highly empowered, resourceful operatives• ACS – Assess – Challenge – Support “We Speak Your Language”
  47. 47. Case Studies“We Speak Your Language”
  48. 48. Key considerations• Your strategic plan should have a segment covering your human resources plan• Your human resources plan should contain a Workforce Planning segment• Workforce Planning will focus on Supply, Demand, Gaps and Solutions “We Speak Your Language”
  49. 49. In summary…• Having a Workforce plan is essential• The Workforce plan will drive many other Human Capital systems: – Talent Acquisition – Talent Development – Succession Planning“If you don’t know where you are going, any road will take you there.” “We Speak Your Language”
  50. 50. Questions?“We Speak Your Language”
  51. 51. Thank you! Dan Ryan Principal 615 202 0883 cell 615 656 3535 office Dan@Ryansc.net“We Speak Your Language”

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