Grant Weinberg from Gilead Sciences give us an insight into strategic workforce planning at our Building Capability Conference 2012

1. Building Resourcing Capability 2012
Workforce Planning
Grant Weinberg
Director EMEA Talent Acquisition

2. Gilead Storyboard
25 Years in 25 seconds…………… Gilead Sciences’ four-in-one HIV pill has been given the
thumbs up by an FDA advisory group.
Revenues 2011 – c.$8.4b Revenue : Employee 2011 WW = $1.8m
15 Marketed Products Revenue : Employee EMEA 2011 = $3.3m
Avg. annualised hiring c.275
Multi-channel sourcing:
– Direct 50%
– Indirect 50%
Most Valuable Employees
Market cap value per employee: $9,415,075

3. How we used to plan Headcount…….

4. Evolution to Workforce Planning

5. Gilead WFP Drivers
• Maturing away from incremental hiring
• Capability hiring against the Business objective
• Reduce reactive hiring
• Greater appreciation of the Talent pools (int &
ext)
• Business Stakeholder alignment and up skilling:
– Business Leaders
– Finance Business Partners
– HR Business Partners

6. Workforce planning is the bridge from
business plan to talent management plan
Annual Business Strategy /
Business Plan
What are the workforce
implications of the business
strategy?
Workforce planning Understand your workforce
through metrics and analytics
Workforce plan
Integrated Talent Management Plan
Talent Acquisition Learning & Development Succession Planning
Compensation Planning Performance Management Leadership Development
6

7. Workforce Planning Process Framework
Gilead’s initial focus was on Phases 1 and 2
Phase 2: Phase 3: Phase 4: Phase 5:
Phase 1:
Project Future Project Future Identify the Gaps Manage Gaps and
Define objectives
Demand Supply and Action Plan Monitor Workforce
Implement
Understand the
Identify the actions
current
Determine workforce gaps identified in the
workforce
future that will inhibit workforce plan
issues and Determine key
workforce success on and
gather data on workforce
supply based executing the continuously
the business requirements to
on current business monitor the
plan/strategy to execute on
workforce and strategy and workforce to
determine future business
anticipated determine an assess
workforce strategy
changes to the action plan for program
direction and
workforce addressing the effectiveness
talent
gaps and the need to
implications
revisit the plan
Process oversight and change management
7

8. Workforce Planning Maturity Model
There is value in workforce planning no matter where you are on the maturity model
Advanced
• Advanced analytics:
• Tying workforce
Intermediate metrics to business
outcomes
• Alignment with human
capital strategy
• Workforce projections • Cost optimization
Basic • Critical role segmentation • Skills evaluation and
• Movement analysis and career paths redeployment
• New hire analysis and strategy • Job analysis and redesign
• Understanding the current workforce: • Intermediate business demand planning: • Advanced business demand
• Headcount • Defining workforce implications of planning:
• Turnover business plan • Process level analysis
• Simple metrics (age, service) • Business driver analysis • Time study
• Simple demand planning: • Quantification of business driver • Complexity factors
• Headcount growth ratios • Productivity and efficiency
• Gap analysis analysis
• Headcount target
• Workforce mix evaluation
• Some trending analysis
Data analysis required
8

9. Advanced WFP – Segmentation
Talent Segment and Value Potential Strategic Action
Strategic
Critical to driving long-term competitive Build
advantage, with specialized skills or
Roles that knowledge
affect the Core
strategy
Increased investment
The “Engine of the Enterprise,” unique to Protect
the company and core to delivering on its
products and/or services
Requisite
Cannot do without, but whose value could be Streamline/
delivered through alternative staffing Outsource
Roles strategies (e.g. off-shoring, outsourcing,
affected replace w/technology)
Non-Core
by the
strategy Talent whose skill sets no longer align with Redirect
the company’s strategic direction
Source: The Conference Board “Strategic Workforce Planning, Forecasting Human
Capital Needs to Execute Business Strategy”; via Corning Incorporated
9

10. Gap Management
Using the Tools: The tools provided can be modified/updated to reflect your individual needs
within your respective businesses/functions. They are provided to help guide you through
conversations with your client to better align the talent strategies to the business strategic
needs
Keep an eye on the HIPO’s within your business/function even if the roles
•Build they are currently in will no longer be needed in future years. Help to
build development plans to mold them into the new roles defined through
the demand exercises
•Buy Watch for what is going on with your competitors and stay close to the
external talent pipelines to be able to bring on talent timely
When roles become vacant – determine if they are part of the future
•Borrow demand. If not, consider short-term strategies such as using temporary
help or contract labor to fill the immediate gap
Closely monitor performance management to manage the attrition in a
•Bounce way that frees up headcount to accommodate the identification/training of
new talent needed for future demand
Review the organizational structure components (management structure,
•Balance reporting relationships, span of control, compensation, capabilities &
knowledge needed, etc.) to ensure the alignment with the future demand
needs

11. Appendix
Discussion Framework
Metrics Overview

12. Workforce Planning Discussion Framework
AKA “The 9 Questions”
The following questions will help to guide your initial discussion with your client. Although you may not address all
of the questions, you should leave the conversation with an understanding of strategic business objectives and
what might impede the achievement of these objectives.
Questions
What are the key strategic objectives we need
to achieve over the next 1 to 3 years?
What are the success factors that will make or
break this?
What obstacles do we face?
What are our strengths and weaknesses
compared to our competitors?
What are the 3 to 5 critical role and or
capabilities required to achieve objectives?
Do we have the right people with the right
skills in the right roles? (e.g., refer to talent
maps and succession plans)
Is our headcount allocated efficiently and
optimally? (e.g. Span of control, etc.)
What are some potential barriers?
What roles & capabilities will become less
important? 12

13. HR Metrics
Labor [Organization] Departing
Market Headcount: #
Turnover:
Employees
Org Dept
Hired: # Termed: #
Overall
Time to Hire: # Voluntary Primary reasons for
days (versus # days Involuntary departure:
for rest of company) Open and Filled Requisitions: # -Reason #1
-Reason #2
Budgeted Headcount: #
WHERE TO PULL THE METRICS
System Folder
Report Description Owner Report Name
Selection
Employment
Hiring YTD HRBP Time Trend of Headcount by Location , Job Family, Department Tree
Demographics
Provided by Talent
Time to Hire TA N/A
Acquisition
Employment
Headcount HRBP Time Trend of Headcount by Location , Job Family, Department Tree
Demographics
Turnover number year-to-date (top Employment
HRBP Turnover by Dept Tree, Length of Service
2-3 reasons) Demographics
Turnover % (voluntary and Employment
HRBP Time Trend of Headcount by Location , Job Family, Department Tree
involuntary %) Demographics
Current Requisitions - Number of Current Requisitions by
Open requisitions HRBP Talent Acquisition
Dept/Location/Grade
Current Requisitions - Number of Current Requisitions by 13
Filled requisitions HRBP Talent Acquisition
Dept/Location/Grade
Budgeted Headcount vs Actual HRBP Total Workforce Total Workforce Actual Vs Forecast

14. Insights from the Gilead Journey
• Ensure all stakeholders have a common
understanding of what Workforce planning is and
define objectives before initiating.
• Education before action!
• HRBPs were all doing Workforce planning activities on
a daily basis in their roles, to varying degrees.
• Assess competence, address learning needs early.
• We needed to formalize and package these activities
into a common methodology – Workforce Planning
(WFP).

15. Insights from the Gilead Journey
• Does your organisational culture support WFP?
• WFP should be an embedded business process and not a HR
initiative!
• Use analytics to build the story line.
• No big bang - Pilot a key business area/group, take the value
creation to determine additional business needs.
• Coordinate with business / finance planning and talent
management cycles.
• Remember – Workforce planning should support the
Business objective or you have lost the value of the
Business process.