This document summarizes two case studies analyzing human capital and workforce planning data from different geographic locations.
The first case study examines headcount, attrition, and tenure data from high, medium, and low cost countries. It shows shifts in the labor pyramid toward higher job levels along with changes in hiring rates and attrition across locations over time.
The second case study analyzes revenue, market share, economic, and demographic data from several countries to determine where to focus sales efforts, build sales teams, or acquire existing distributors. It considers factors like revenue growth, market share changes, GDP forecasts, unemployment rates, and population sizes to inform recommendations.
20160714 StrategyNZ - One-day Workshop - Simon Wakeman Powerpoint(2016) McGuinness Institute
The StrategyNZ one-day workshop explored how New Zealand might better prepare and publish government department strategy documents on Thursday, 14 July 2016.
ASX Share Research What Drives Australian Share Out Performance? LVXResearch.comlvxresearch
What Drives Company Stock Price Out Performance? What Fundamental Stock Investment Strategies Have Been Working Consistently? What Ranked Metrics Have Historically Signalled Stock Prices Will Outperform?
Our Paid Monthly Research Service on the Australian (ASX) and Hong Kong Markets (HSE) Answers all these Questions in a Digestible way for all levels of Investors: www.lvxresearch.com
Sign up for our free market update on the drivers that have historically signalled a change in stock market direction.
Subscribe to our Monthly research at www.lvxresearch.com
20160714 StrategyNZ - One-day Workshop - Simon Wakeman Powerpoint(2016) McGuinness Institute
The StrategyNZ one-day workshop explored how New Zealand might better prepare and publish government department strategy documents on Thursday, 14 July 2016.
ASX Share Research What Drives Australian Share Out Performance? LVXResearch.comlvxresearch
What Drives Company Stock Price Out Performance? What Fundamental Stock Investment Strategies Have Been Working Consistently? What Ranked Metrics Have Historically Signalled Stock Prices Will Outperform?
Our Paid Monthly Research Service on the Australian (ASX) and Hong Kong Markets (HSE) Answers all these Questions in a Digestible way for all levels of Investors: www.lvxresearch.com
Sign up for our free market update on the drivers that have historically signalled a change in stock market direction.
Subscribe to our Monthly research at www.lvxresearch.com
Human resource professionals use data for all type of decisions
Many use primitive methods. and very outdated ratios
Few are familiar with analytic .
Here is an attempt to expose the advantage of using predictive analytic
so that how data is converted to information enabling informed insights to business decisions
ورشة عمل عملية في كيفية تحديد حجم القوى العاملة بطريقة عملية من واقع خبرة عملية في إعادة هيكلة كبرى الشركات بمصر وليبيا والإمارات
حالات عملية كثيرة
كيفية إحتساب ساعات العمل للوظيفية
كيفية ربط ساعات العمل للوظيفية بسياسة الإضافي
ميزانية الموارد البشرية
Conquering the Cost of Poor Quality presented by Ashok Dandekar, Quality Director, Fujitsu Laboratories of America. Quality as a driver of ICT’s business performance with CoPQ as a strategic lever. Learn more about QuEST Forum's CoPQ strategic initiatives.
10 metrics to measure the effectiveness of Human Resource functionDr Wilfred Monteiro
Is human resource function a plethora of initiatives; & good intents to increase productivity; employee engagement and talent retention ... WHAT IS THE BOTTOM LINE OF HR function
Learn all about conjoint analysis in this guide by Survey Analytics. While we focus on choice-based conjoint because it is the most common, you can also learn about what it can be used for and how to conduct it in your research.
It is on Conjoint Analysis presented by Radhika Gupta, Shivi Agarwal, Neha Arya, Neha Kasturia, Mudita Maheshwari, Dhruval Dholakia, Chinmay Jaggan Anmol Sahani and Madhusudan Partani of FMG-18A, FORE School of Management
Human resource professionals use data for all type of decisions
Many use primitive methods. and very outdated ratios
Few are familiar with analytic .
Here is an attempt to expose the advantage of using predictive analytic
so that how data is converted to information enabling informed insights to business decisions
ورشة عمل عملية في كيفية تحديد حجم القوى العاملة بطريقة عملية من واقع خبرة عملية في إعادة هيكلة كبرى الشركات بمصر وليبيا والإمارات
حالات عملية كثيرة
كيفية إحتساب ساعات العمل للوظيفية
كيفية ربط ساعات العمل للوظيفية بسياسة الإضافي
ميزانية الموارد البشرية
Conquering the Cost of Poor Quality presented by Ashok Dandekar, Quality Director, Fujitsu Laboratories of America. Quality as a driver of ICT’s business performance with CoPQ as a strategic lever. Learn more about QuEST Forum's CoPQ strategic initiatives.
10 metrics to measure the effectiveness of Human Resource functionDr Wilfred Monteiro
Is human resource function a plethora of initiatives; & good intents to increase productivity; employee engagement and talent retention ... WHAT IS THE BOTTOM LINE OF HR function
Learn all about conjoint analysis in this guide by Survey Analytics. While we focus on choice-based conjoint because it is the most common, you can also learn about what it can be used for and how to conduct it in your research.
It is on Conjoint Analysis presented by Radhika Gupta, Shivi Agarwal, Neha Arya, Neha Kasturia, Mudita Maheshwari, Dhruval Dholakia, Chinmay Jaggan Anmol Sahani and Madhusudan Partani of FMG-18A, FORE School of Management
Digital technologies, such as social media, mobile, analytics, or cloud, are revolutionizing the way that businesses interact with their customers, their suppliers, and their partners. Companies in all industries are challenged to adapt their business and technology strategies as well as their operational processes to these fundamental changes – they have to undergo a ‘digital transformation’.
This also affects the finance function and will change operations, processes, and structures within this business unit over the next few years. It will not only have an impact on the way the finance function operates and interacts with other parts of the business, but will also change the role of the CFO – and the way external service providers for finance & accounting are being used.
To analyze these effects and the way they are being approached by organizations, PAC - commissioned by HP - interviewed 301 CFOs in mid-sized and large companies in 12 countries globally and across all industry sectors.
Challenging the HR Community to Think in Terms of ROIWorkforceNEXT
Learn how Energy HR Leaders are using ROI to show senior executives and other stakeholders the value of human capital.
Sasol's presentation will showcase:
•By using ROI data proactively to influence and determine investment in HR programs and show HR alignment, contribution, and results in terms of monetary [$] value.
•Speaking the financial language of CFOs and other executives by showing the impact, including ROI, of a variety of HR initiatives.
Employee Performance Management: What Your CFO Needs to Know About Culture Be...Aggregage
Labor is probably your number one CONTROLLABLE cost. Talented employees are also a scarce resource. How is it that financial capital is plentiful but carefully managed, and great employees are scarce and poorly managed? The answer lies in the relationship between your CHRO and your CFO.
Employee Performance Management - What Your CFO Needs to Know About Culture B...Shelley Reece
Labor is probably your number one CONTROLLABLE cost. Talented employees are also a scarce resource. How is it that financial capital is plentiful but carefully managed, and great employees are scarce and poorly managed?
The answer lies in the relationship between your CHRO and your CFO.
Hospital and Healthcare System Strategic Planning and Financial ForecastingAxiom EPM
Given the level of uncertainty in the healthcare industry and all of the external factors that impact healthcare provider organizations today, strategic planning has become an increasingly complex function. The process is no longer a simple financial forecasting exercise. Instead, it has evolved into a more integrated financial and operational planning activity that touches the entire organization. The process of defining a multi-year financial forecast is now predicated on the modeling of individual business initiatives focused on cost reduction or revenue growth. These slides present four factors vital to establishing more agile strategic planning models. You'll learn techniques to incorporate financial and service line-based analytics to enable efficient ‘what-if’ modeling, scenario analysis and initiative-based modeling and tracking.
ManpowerGroup Solutions : Total Workforce IndexManpowerGroup
Launched in 2013, ManpowerGroup Solutions’ Contingent Workforce Index was developed to provide an in-depth review of the global contingent labor market. Initially focused exclusively on the contingent workforce across 75 markets, the Contingent Workforce Index addressed half of the talent landscape. With the surge of employers committed to global workforce management and integrated workforce programs, the annual index has evolved in 2017 to include the total workforce. The total workforce consists of the permanent and contingent workforces, along with the subset of contingent identified as the informal workforce.
3. What is Strategic Workforce Planning?
Managing the Employee/Headcount Cost ( Regular or Contractors) with
a close collaboration with HR, Finance and Business goals/needs.
−Workforce Affordability
−Supply vs. Demand of Functional Capabilities and Pivotal Roles to inform business strategy
trade-off decisions
−Labor Pyramid Strategy (Demographics, Career Stage, Spans of Control, Location Strategy, etc.)
−Location Strategy ( High cost to low cost)
4. Transforming Workforce Planning
Silo-ed View of Workforce Needs
1-Year Focus ( Short Term Focus)
Focus Only on Cost vs. Affordability
Isolated, 1-Off Analyses
Pan-Company View of Workforce
Evolution
3-Year Plan Guiding 1-Year Execution
Focus Expanded to Evolution of
Strategy-Driven Capabilities
Integrated Visibility of
Interdependencies Across Business’s
From To
6. Analytics support- Lets get started
- How to leverage analytics- Working session
- Data derived based on High cost/ Medium/ Low cost locations
- Headcount trend distributed by levels/CR/Attrition
- Teams split to interpret the data and come out with observations- 15 mins
- Key observations- share- 5 mins each
- Recommendations
7. HIGH Cost Countries
HIGH HC% CR Attrition HC% CR Attrition
ENT 10% 84% 16% 6% 90% 12%
INT 25% 84% 5% 21% 88% 2%
SPE 36% 84% 14% 40% 88% 3%
EXP 25% 82% 11% 26% 85% 3%
MAS 5% 90% 0% 6% 93% 0%
CURRENTFY12End
OBSERVATION RECOMMENDATION
1. YoY Labor Pyramid shift to higher Job level
2. CR up across labor pyramid
3. Attrition down YoY
4. Densely populated between 2+ years tenure
Time in
job
0-1 Years 1-2 Years 2-5 Years 5-10 Years
ENT 22% 25% 53% 0%
INT 12% 22% 64% 2%
SPE 17% 17% 64% 3%
EXP 12% 20% 64% 4%
MAS 7% 40% 53% 0%
Grand Total 14% 21% 62% 2%
FY14
8. MEDIUM Cost Countries
Medium HC% CR Attrition HC% CR Attrition
ENT 13% 87% 24% 8% 89% 12%
INT 25% 87% 10% 21% 82% 7%
SPE 22% 86% 17% 28% 88% 6%
EXP 24% 89% 11% 24% 90% 8%
MAS 16% 88% 6% 20% 87% 4%
FY12End CURRENT
OBSERVATION RECOMMENDATION
1. YoY Labor Pyramid shift to higher Job level
2. CR up across labor pyramid
3. Attrition down
4. Tenure equally segregated
Time in job 0-1 Years 1-2 Years 2-5 Years
5-10
Years
ENT 13% 35% 52% 0%
INT 30% 35% 33% 2%
SPE 29% 31% 38% 2%
EXP 31% 29% 36% 4%
MAS 46% 21% 31% 2%
Grand Total 30% 30% 37% 2%
FY14
9. LOW Cost Countries
LOW HC% CR Attrition HC% CR Attrition
ENT 16% 78% 18% 10% 86% 19%
INT 39% 76% 18% 34% 83% 13%
SPE 30% 74% 15% 37% 80% 9%
EXP 13% 69% 11% 16% 75% 8%
MAS 2% 78% 15% 3% 82% 10%
FY12End CURRENT
OBSERVATION RECOMMENDATION
1. YoY Labor Pyramid shift to higher Job level
2. CR up across labor pyramid
3. Attrition still higher at Low Job level
4. Tenure densely segregated <2 years
Time in job 0-1 Years 1-2 Years 2-5 Years 5-10 Years
ENT 15% 29% 56% 0%
INT 17% 44% 39% 0%
SPE 22% 44% 33% 1%
EXP 19% 47% 33% 1%
MAS 43% 31% 26% 0%
Grand Total 19% 42% 39% 0%
FY14
11. Market Entry/Acquisition of Existing Distributors
- Data available on countries based on Actual revenue and market Share
- Based on Economic Research and Economic Outlooks trends data available on
- Revenue/ GM / Market share
- GDP
- Unemployment Rates
- Population
- Key observations-
- Where to continue our Focus
- Where to Build own sales team
- Where to Go with Acquisition
- Teams split to interpret the data and come out with observations- 20 mins
- share- 10 mins (Recommendations)
12. Data Analysis
Country
2013 Revenue
(Mil $) YoY Rev
Country 1 40.1 6.50%
Country 2 35.8 0.50%
Country 3 28.4 3.00%
Country 4 19.6 5.80%
Country 5 13.5 -4.00%
Country 6 7.6 6.50%
Country 7 3 8.40%
2013 Market Share
% YoY %
12.10% -4.00%
17.20% -13.10%
8.50% -8.60%
3.90% -4.90%
6.10% -10.30%
2.70% -3.60%
3.80% 18.80%
Economic Research March 2014 + Economic Outlook May 2014
FY13 GDP 2014 (F) 2015 (F)
Unemploym
ent Rate
Population
(Mil)
1.60% 2.70% 3.40% 10.50% 38.5
-0.90% 1.20% 2.40% 7.00% 10.5
3.50% 3.90% 2.90% 7.00% 20
0.90% 0.30% 0.30% 6.80% 7.3
1.10% 3.50% 2.80% 10.40% 9.9
0.40% -4.00% 2.00% 8.30% 45.5
-0.30% 0.20% 0.20% 20.30% NA