Alan Susi: Organizational Health: A People Team’s path to Minimum Viable ‘Workforce’ Planning [MV(w)P People Analytics Conference 2023 Summer Website: https://pacamp.org Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ FB: https://www.facebook.com/pacamporg

1. Organizational Health
A People Team’s path to Minimum Viable ‘Workforce’ Planning
[MV(w)P]
Alan Susi
Head of Organizational Analytics
& People Insights
June 2, 2023
S&P Global

2. S&P Global
Minimum Viable Workforce Planning or People Planning is built off a flexible
framework
2
Insights & Analysis
Assessment and interpretation of data to understand how
health metrics affect strategic goals and whether the team is
optimized to achieve the goals effectively…and efficiently
Benchmarks & best practices
Compare available data to best-in-class peers,
practices, and programs
Actions & Intervention Guidance
Creation of data-based action plans and implementations
leveraging toolkits, playbooks and intelligence platforms to execute
and monitor performance
People Planning
& Guidance
Process
Business
Outcome
*Continuous monitoring
& guidance
conversations with
business leaders*
Health diagnostic lenses
Diagnose our health challenges across 4 key lenses:
 Organization
 People
 Risks
 Experiences

3. S&P Global 3
Connecting health diagnostics to effectiveness metrics grounds our perspectives
Organization
How our organization aligns itself and
the workforce to achieve its goals
Workforce composition , Total Cost of Workforce
[TCOW], Org Shape, Job Levels, Spans & Layers,
Location
People
The makeup of our organization and
movement of people to support
business execution
Demographics, Movement (in, around and out),
Capability (job groupings, performance, critical
roles), Cost (of hiring, lost capabilities, etc.)
Risks
People impacts to sustainability and
renewal of our business operating
model
Attrition, Succession, Mobility (career growth),
Rewards Transparency, Capability gaps, DEI
representation goals
Experiences
Happy, healthy people doing good work
to meet performance aspirations
People listening (e.g. Exit Survey, engagement),
Burnout, Return to Office, People Ops support
Org Health Lenses Effectiveness Metrics

4. S&P Global 4
Starting with business outcomes allows context and insights to drive scenarios
• Organizational Design
• People
• Risks
• People Experience
• Scenario A analysis: Status quo
• Scenario B analysis: Benchmarks
• Scenario C analysis: prune the
low hanging fruit
• Output (e.g. productivity & Capacity)
• Efficiency goals (e.g. Cost, OpEx,
Span & Layers)
• Process alignment (e.g. Roles &
functions)
• Org Capability (Talent, Innovation)
Health Diagnostics Effectiveness Insights Analytic Insights Design & People Planning
People Analytics
Dashboards &
Intelligence Platforms
Best Practice &
Benchmarks
‘If I increase
average span of
control I can
improve net
capacity’
‘If I co-locate teams,
engagement will
increase and attrition
will decrease’
‘If I refine my org
structure, I can increase
career development and
succession paths’
Playbooks: People
Planning programs
Toolkits: Org
Design
Organization
Consultation
'Healthy
org' peer
(Benchmark
)
Division
Product
Group
Median
Span of
Control
7 5 3
Layers to
bottom
9 9 8
% of mgrs
SoC <FIVE
26% 38% 52%

5. S&P Global 5
Minimum Viable (Workforce) Planning [MV(w)P] or People Planning can and
should be simple
Create
Boundary
Prune the
edges
Scenario: we believe there are
opportunities to create efficiency in our
management structure by changing
Span of Control to improve capacity
and engagement with a possibility for
cost improvement
• Boundary Scenario (Austere)
• Model goal against clear figure
• Gives broadest impact
• Sets our high-bound impacts
• Low-hanging fruit Scenario (Prune)
• Gives us baseline impact
• Sets our minimum expectation
• Allows for context

6. • Because our model is focused on
effectiveness outcomes and we
understand external perspectives, we can
always adjust to business outcomes
• In the previous scenarios, cost was NOT
the driving factor, but when business
outcomes shift or ‘financial storms’ stir up,
we can balance the scenarios benefits
with their costs
• We can also connect those simple
outcomes to other models to find the right
path to affect the change – e.g. an
attrition model looking at management
resignations
S&P Global 6
Our MVP approach allows us to learn about business need and adjust for
complexity
Playbooks & Toolkits
People Analytics Dashboards
& Intelligence Platforms
Organizational Health
Consultation
Best Practice & Benchmarks
(External research, resources.)
Guidance Platform