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State-of-the-Art Workforce Planning: Optimizing Talent Mix vs. Projecting Headcount

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Old style workforce planning is dead. Or it should be. Basic supply and demand “gap analysis” or 5-year headcount projections won’t help you build a High Performance Workforce. At GE Aviation, workforce planning has emerged as a critical function that drives “make or buy” decisions for talent and determines the optimal mix in talent types and experience required for maximizing performance. Ross Sparkman, the company’s Leader of Global Strategic Workforce Planning & Analytics, will share the predictive analytics and other innovate techniques they’ve been using, and why these techniques are necessary in today’s radically evolving work environment.

Published in: Business, Technology
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State-of-the-Art Workforce Planning: Optimizing Talent Mix vs. Projecting Headcount

  1. 1. Talent Optimization at GE Aviation 1 GE Aviation ROSS M. SPARKMAN GLOBAL SWP LEADER
  2. 2. GE Works ourpurpose At GE Aviation, we invent the future of flight, lift people up and bring them home safely. 2 GE Aviation
  3. 3. 3 GE Aviation A Global Provider of engines, systems and services Segments • Commercial • Military • Business & General Aviation
  4. 4. 4 GE Aviation GE Aviation Portfolio… $20B Commercial engines $6.1–a) Commercial engine services $7.0–a) Military engines and services $3.9–a) Systems $2.7 Business and general aviation/other $0.4 Largest provider of jet engines in the world  ~40,000 employees  ~85 sites globally (a- Includes GE’s share of revenue from CFM and EA engines CFM is a 50/50 JV between GE and Snecma EA is a 50/50 JV between GE and Pratt & Whitney
  5. 5. 5 GE Aviation Problem Statement: The current workforce planning process takes the current talent mix and plans for the future – How do we create a workforce planning process that takes the current talent mix and creates an optimal future workforce? “The best way to predict your future is to create it.” -Abraham Lincoln
  6. 6. 6 FY_13 SWP Training Course 5/29/2014 The Burning Platform The Federal Reserve faults Citigroup for lacking effective systems of governance and internal controls to adequately oversee their activity. Business Day March 26, 2013 Banks Get a C+ in Postcrisis Risk Management American Banker August 21, 2013 Amazon to Hire 70,000 Workers for the Holidays Retailer's Plans Suggest Upbeat Expectations for Crucial Selling Season Wall Street Journal Oct 1, 2013 What happens when we don’t have the talent we need? Operational Risk Missed Revenue Financial Risk
  7. 7. 7 GE Aviation Traditional Workforce Planning at GE Aviation 1. Define the talent segments 2. Forecast supply and demand 3. Assess the gaps 4. Take action
  8. 8. 8 GE Aviation The Current Process Step 2a: Supply Projections Visualize the organization down to the individual level and calculate “inflow” and “outflow” trends (i.e., attrition, hires, mobility) Step 2b: Demand Projections Incorporate macro economic data and drivers to project workforce demand for the organization Industry Specific Finance Operations Macro Economic Data HR Internal Benchmarks Data Sources External Labor Market Internal Benchmarks Pipeline Step 1: Step 3: Scenario Planning Allows for “what if” planning Step 4: Report & Monitor Provide real-time data, enterprise data to leadership, HR, Finance, Operations, and other stakeholders Iterative Data Generation • Generate more robust data through iterative testing and real-time feedback • Capture increased reporting value from more frequent reporting processes • Influence cross-functional business decisions
  9. 9. 9 GE Aviation The Pitfall…
  10. 10. 10 GE Aviation Optimizing the workforce today… REQUIRED SKILLS that drive company performance OPTIMIZED MIX of people, skills, experience CURRENT INVENTORY of skills exist in organization today FUTURE HEADCOUNT requirements based on business drivers FUTURE SKILLS requirements based on business drivers …to deliver maximum performance tomorrow.
  11. 11. 11 GE Aviation A new approach starts with asking the right questions: What are the most important trends that are impacting your Growth Playbook strategy? What’s the range of potential future scenarios that your business strategy must address? What is your principal goal that will indicate success of your strategy? How will our strategy enable you to achieve these goals? In which regions will you need to grow or contract to meet your business objectives? How will you change the business mix of products, software and services to meet your challenges? What will be the biggest challenge to meeting the goals you have for the business? What is going to be our key differentiator that will give us a strategic advantage over our competitors? What are the metrics we will use to assess your performance against plan?
  12. 12. 12 GE Aviation The Approach Creating the optimal mix of people, skills and experience to drive performance
  13. 13. 13 GE Aviation Optimization Levers GMEs Retention Training Courses Leadership Programs External Hiring Contingent Workers Which partners/ resources will be used to fill the gaps? How will you use CWs to fill temporary needs? Transition to permanent role options? For the incumbents, which realistic actions will make this role more attractive? How will you develop talent to fill the needs? What is the desired mix of Leadership Program to other promotions? How will you use GMEs to fill the gap? …bring in country? ….send to other countries? Which new skills need to be added? New behaviors?
  14. 14. 14 GE Aviation The ROI from Future-State Talent Optimization MORE EFFICIENT WORKFORCE Integrated Talent Management System to build & grow an optimized workforce STRATEGIC, PROACTIVE TALENT MANAGEMENT DECISIONS MORE FOCUSED TRAINING & DEVELOPMENT CROSS POLLINATION OF TALENT INCREASED JOB SATISFACTION
  15. 15. 15 GE Aviation The challenges we faced Understanding the vision • Paradigm shift in talent management • Complex methodology • How does it benefit me? Speaking the same language • Different definitions of talent management and workforce planning • Difference across functions and locations Resistance to change • Senior level buy-in • New way of thinking • Tenured workforce
  16. 16. 16 GE Aviation Executive support Persistence Start smallCelebrate small wins Lessons Learned Proof of Concept Scope Strategy Alignment Change Mgmt
  17. 17. Questions?

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