Right-Sizing for Profitability in
        ANY Economy
                      Presenters:
 Shari Cooper, CHRP           Mich...
What you will learn today


  • So what is Right-sizing?
  • What is Strategic Workforce Planning?
  • Critical Link?
  • ...
A little bit about Pivotal

       Experience: 25+ years/ Private/ Canadian

       Market Position: broadest range of HR ...
Why Rightsize?



“Some people dream of success... while others
  wake up and work hard at it.”
                          ...
What is Right-sizing?

Its more than just Down-sizing:
   – Downsizing or Upsizing
   – Redesigning processes and systems
...
Before you can “Right-size”…


             Rightsizing




        STRATEGIC PLANNING
“If one does not know to which port one is
   sailing, no wind is favorable.”
                         LuciusAnnaeus Seneca
Strategic Plan


  Strategic planning is an organization's
    process of defining its strategy, or
    direction, and mak...
A Critical Link….


           Strategic Planning




        WORKFORCE PLANNING
Workforce Planning:


           The right people…
           The right place…
           At the right time…
         Doin...
“If you don’t drive your business, you will be
   driven out of business.”
                                     B.C. Forbes
Workforce Planning Steps:

1. Desired End State (Future Workforce Profile)
2. The. “O.T.” of S.W.O.T
3. Current Workforce ...
Step 1: Desired End State

Key Questions:
  – Vision of future business
  – Identify Critical roles
  – Current capability...
Step 2: Environment Scan

  Outside of the Organization
  • Opportunities to be Leveraged:
  • Threats to be considered
  ...
Step 3: Workforce Profile

•                         •
    Talent / Skill sets       Geographic Location
•                ...
Steps 4: Gap Analysis



  • Identify gaps Workforce Profile
     Current vs. Future

  • Address via HR Strategies
Strategies to Address Gaps:

                                   Divest or
                                   Redeploy
    ...
Step 6: Short-term Measures

  Succession Plan Milestones (SMART Goals):
  • Identify critical roles & competencies
  • Id...
Step 6: Long-term Measures (KPI’s)


 Business Metrics: Balanced Scorecard
 • Financial (Net Profit, Gross Margin, EBITDA)...
Step 6: Long-term Measures (KPI’s)


  HR Metrics:
  • # of Succession Plans
  • Turnover / Retention
  • Employee Engagem...
“Effective leadership is putting first things first.
  Effective management is discipline, carrying it
  out.”
           ...
Case study: ABC Co.


Business: Education related Software products and
services
Location: Burlington, ON
Incorporated: 19...
Case study: ABC Co.

Steps:          Considerations:

                • Increase North American market share by 25%
      ...
Case study: ABC Co.

Steps:     Considerations:

           •English only capability:
                •software programmin...
Case study: ABC Co.

Steps:     Considerations:
           Develop plans to address:
           •Talent Acquisition
      ...
Case study: ABC Co.

Steps:      Considerations:

            1. Acquire talent – multilingual, sales
            2. Devel...
Case study: ABC Co.


 Steps:    Considerations:

           •Are we meeting the required tacticalmilestones?
 Measure   •...
Case study: ABC Co.

  Outcomes:
  • ABC sold it’s first multilingual application into
    the United Arab Emirates – Abu ...
Case study: ABC Co.



  Next Steps:
  • Continue to monitor, measure and adjust
    Workforce Strategy if needed
  • Ensu...
Summary: ABC Co.


         The right people…
          The right place…
         At the right time…
        Doing the rig...
“There are no secrets to success. It is the result of
  preparation, hard work, and learning from
  failure.”
            ...
Questions?


www.pivotalsolutions.com

   Call Shari Cooper or
   Michelle Arthurs at
      905.890.8558
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Webinar: Rightsizing for Profitability

  1. 1. Right-Sizing for Profitability in ANY Economy Presenters: Shari Cooper, CHRP Michelle Arthurs, CHRP
  2. 2. What you will learn today • So what is Right-sizing? • What is Strategic Workforce Planning? • Critical Link? • Key Metrics – Measuring success • Case study
  3. 3. A little bit about Pivotal Experience: 25+ years/ Private/ Canadian Market Position: broadest range of HR solutions » Outsourced HR management » HR assessments » HR Help Desk » HR projects » Outsourced payroll management » Recruiting
  4. 4. Why Rightsize? “Some people dream of success... while others wake up and work hard at it.” Author Unknown
  5. 5. What is Right-sizing? Its more than just Down-sizing: – Downsizing or Upsizing – Redesigning processes and systems – Eliminating or adding functions – Includes HR, Capital, Financing, Supply Chain – Reshaping the entire organization OPTIMIZATION • LEAN ORGANIZATION • REVITALIZATION • RENEWAL • REINVENTION • TOTAL ORGANIZATIONAL PERFORMANCE
  6. 6. Before you can “Right-size”… Rightsizing STRATEGIC PLANNING
  7. 7. “If one does not know to which port one is sailing, no wind is favorable.” LuciusAnnaeus Seneca
  8. 8. Strategic Plan Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. -Wikipedia
  9. 9. A Critical Link…. Strategic Planning WORKFORCE PLANNING
  10. 10. Workforce Planning: The right people… The right place… At the right time… Doing the right thing… “Right sizing”
  11. 11. “If you don’t drive your business, you will be driven out of business.” B.C. Forbes
  12. 12. Workforce Planning Steps: 1. Desired End State (Future Workforce Profile) 2. The. “O.T.” of S.W.O.T 3. Current Workforce Profile 4. Identify the gaps 5. Closing the gaps 6. Measure 7. Evaluate & Adjust
  13. 13. Step 1: Desired End State Key Questions: – Vision of future business – Identify Critical roles – Current capability/capacity – Identify Critical resources – People budget
  14. 14. Step 2: Environment Scan Outside of the Organization • Opportunities to be Leveraged: • Threats to be considered – Political – Economic (Currency, Resource prices) – Competitor – Environmental – Cultural
  15. 15. Step 3: Workforce Profile • • Talent / Skill sets Geographic Location • • Competencies Flexibility / Mobility • • High Potential Pool Culture • • Performance Levels Demographics WHAT YOU HAVE vs. WHAT YOU NEED
  16. 16. Steps 4: Gap Analysis • Identify gaps Workforce Profile Current vs. Future • Address via HR Strategies
  17. 17. Strategies to Address Gaps: Divest or Redeploy Talent Performance Acquisition Management Training & Compensation Development Strategy Strategic Organizational Succession Workforce Competencies Plan Plan
  18. 18. Step 6: Short-term Measures Succession Plan Milestones (SMART Goals): • Identify critical roles & competencies • Identify high potentials (Hi-Pos) • Create development program for Hi-Pos • Communicate program and obtain commitment • Periodic audit to ensure desired results
  19. 19. Step 6: Long-term Measures (KPI’s) Business Metrics: Balanced Scorecard • Financial (Net Profit, Gross Margin, EBITDA) • Internal Process (# of defects, labour productivity) • Organizational Learning (Training $/ee, Avg employee performance scores) • Customer (satisfaction survey, retention, referrals)
  20. 20. Step 6: Long-term Measures (KPI’s) HR Metrics: • # of Succession Plans • Turnover / Retention • Employee Engagement
  21. 21. “Effective leadership is putting first things first. Effective management is discipline, carrying it out.” Stephen Covey
  22. 22. Case study: ABC Co. Business: Education related Software products and services Location: Burlington, ON Incorporated: 1986 Client Base: school districts, consortiums and state departments of education in Canada and the U.S.
  23. 23. Case study: ABC Co. Steps: Considerations: • Increase North American market share by 25% • Achieve 20% Revenue increase via international Desired End expansion State •Requires Multilingual capabilities •Increased global competition from multilingual software providers Environmental •Decreased trade barriers Scan •Low interest rates….good time to borrow money for expansion
  24. 24. Case study: ABC Co. Steps: Considerations: •English only capability: •software programming •service, documentation •Sales Current State •Diversityand Performance Standards not reflective of international business model •Compensation strategy does not support end state •Sales resources focused on N. America only
  25. 25. Case study: ABC Co. Steps: Considerations: Develop plans to address: •Talent Acquisition •Java Programming Skills •Multilingual competencies HR Gaps •Outsource capabilities not found internally •Re-training/development of current staff •Revise Comp strategy to reward new skills & •New Performance Management tool
  26. 26. Case study: ABC Co. Steps: Considerations: 1. Acquire talent – multilingual, sales 2. Develop in-house competencies through T&D Plan and 3. Divest talent not aligned with future goals Execute 4. Redevelop Compensation plan to align with new Tactical talent/skill set Milestones 5. Redevelop Performance management program to align with new expectations 6. Redeploy Sales efforts into target market
  27. 27. Case study: ABC Co. Steps: Considerations: •Are we meeting the required tacticalmilestones? Measure •Are the budgets on track? KPI’s & •Is the talent that we hired meeting expectation? Adjust •If not, adjust actions to achieve Milestones
  28. 28. Case study: ABC Co. Outcomes: • ABC sold it’s first multilingual application into the United Arab Emirates – Abu Dhabi • This provides the gateway to the large profitable market of Saudi Arabia • ABC accomplished it’s “Stated End Goals” by Right-sizing to accomplish its Strategic Plan
  29. 29. Case study: ABC Co. Next Steps: • Continue to monitor, measure and adjust Workforce Strategy if needed • Ensure maximum profitability by having …
  30. 30. Summary: ABC Co. The right people… The right place… At the right time… Doing the right thing… “Right sizing”
  31. 31. “There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” Colin Powell
  32. 32. Questions? www.pivotalsolutions.com Call Shari Cooper or Michelle Arthurs at 905.890.8558

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