Jeff Higgins: Workforce Planning in the age of The Great Resignation
People Analytics Conference
Website - https://pacamp.org/
Youtube - https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ/featured
FB - https://www.facebook.com/pacamporg
I think “employee connects program” would be a better option for effectively engaging the new joinee. For doing this, someone has to be given sole responsibility (preferably a female) for completing and monitoring the task without any delay. Commonly a direct interaction between the hiring officers to the new joinee may also be a good option.
Human Capital Management deals with obtaining the greatest benefit from employees while also providing employees with material and psychological rewards from their work. It involves human resource planning, job analysis and design, recruitment and selection, training and development, compensation and benefits, employee relations, motivation and change management, performance measurement, and strategic human resource management. The goal is to identify current and future human resource needs, analyze existing staff, forecast future needs, and develop integrated action plans to meet supply and demand through tools like an HRIS system.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
How can HR move the needle for the business?
The competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain, and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, HR Joins the Analytics Revolution, “a growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this “datafication of HR” mean for the HR Business Partner and Practitioner?
View the full webinar recording here:
http://www.visier.com/lp/hr-can-move-the-needle-for-business/
Shaping your Employee Experience through Design ThinkingSara Coene
We define employee experience as seeing the world through the eyes of our employees and staying connected to their wants and needs, so they are committed to the larger business goals and results.
As the war for talent heats up, many companies have appointed a Head of Employee Experience and are developing a strategy to create an employee experience which takes into account the physical environment employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.
HR leaders are leading this effort by reaching outside of the HR function to partner with Marketing and Internal Communications in order to create one seamless employee and customer experience. Making the workplace an experience allows companies to embed their culture and values in the workplace and use this to recruit and retain top talent.
In this slideshare you learn about employee experience, why it is so important to put your people first and what the (new) role of HR is.
Sara Coene is Organisational Change Coach, Employee Experience Designer and Design Thinking Facilitator supporting organizations and leaders in their change, with strong focus on team dynamics and development, using co-creation, visual design tools and insights from behavioral science. She is currently working as strategy designer & managing partner at Bedenk, a Belgium based business creativity agency making organizations futureproof.
Full recording: http://bit.ly/1mcEgQD
This slideshare shows why our employees are often be distracted and how to get them back on track. By looking at what drives employee engagement, your teams will learn how to "be in the zone" more often.
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
I think “employee connects program” would be a better option for effectively engaging the new joinee. For doing this, someone has to be given sole responsibility (preferably a female) for completing and monitoring the task without any delay. Commonly a direct interaction between the hiring officers to the new joinee may also be a good option.
Human Capital Management deals with obtaining the greatest benefit from employees while also providing employees with material and psychological rewards from their work. It involves human resource planning, job analysis and design, recruitment and selection, training and development, compensation and benefits, employee relations, motivation and change management, performance measurement, and strategic human resource management. The goal is to identify current and future human resource needs, analyze existing staff, forecast future needs, and develop integrated action plans to meet supply and demand through tools like an HRIS system.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
Talent Has Gone Digital, but How About HR?
The on-going digital transformation brings new challenges and opportunities. After stabilizing, improving and fine tuning core HR, we see a new wave within HR; innovation and adoption to the new paradigm. To take the lead and win the game, HR leaders must understand the demographic, technological and societal shifts - and prepare themselves accordingly. They also have to make sure to have a toolset that supports the transformation. The Future of HR is in the Cloud.
How can HR move the needle for the business?
The competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. Companies have never had a greater need to understand with precision what it takes to recruit, retain, and motivate employees. As a result, never before has HR had such an opportunity to move the needle for the business it supports.
As highlighted in a recent Harvard Business Review paper, HR Joins the Analytics Revolution, “a growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits.” But what does this “datafication of HR” mean for the HR Business Partner and Practitioner?
View the full webinar recording here:
http://www.visier.com/lp/hr-can-move-the-needle-for-business/
Shaping your Employee Experience through Design ThinkingSara Coene
We define employee experience as seeing the world through the eyes of our employees and staying connected to their wants and needs, so they are committed to the larger business goals and results.
As the war for talent heats up, many companies have appointed a Head of Employee Experience and are developing a strategy to create an employee experience which takes into account the physical environment employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.
HR leaders are leading this effort by reaching outside of the HR function to partner with Marketing and Internal Communications in order to create one seamless employee and customer experience. Making the workplace an experience allows companies to embed their culture and values in the workplace and use this to recruit and retain top talent.
In this slideshare you learn about employee experience, why it is so important to put your people first and what the (new) role of HR is.
Sara Coene is Organisational Change Coach, Employee Experience Designer and Design Thinking Facilitator supporting organizations and leaders in their change, with strong focus on team dynamics and development, using co-creation, visual design tools and insights from behavioral science. She is currently working as strategy designer & managing partner at Bedenk, a Belgium based business creativity agency making organizations futureproof.
Full recording: http://bit.ly/1mcEgQD
This slideshare shows why our employees are often be distracted and how to get them back on track. By looking at what drives employee engagement, your teams will learn how to "be in the zone" more often.
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
Learn how to build a better candidate persona with Paul Hebert, contributor to Fistful of Talent and Andre Boulais from Jobvite. They will outline what is a candidate persona and why you need them to improve your recruiting process
Organizational Behavior - Chapter 11 - Case StudyTran Nguyen
Meg Whitman was born in 1957 and she grew up in Cold Spring Harbor, Long Island, New York. When Whitman entered Princeton University, she planned a career in medicine, but she became an economics major after a summer job selling advertising for a campus publication. She graduated with an economics degree in 1977 and earned an MBA from Harvard Business School two years later. Whitman joined Procter & Gamble, later worked for the consulting firms of: Bain & Co., Walt Disney, Stride Rite Shoes, Florists' Tran world Delivery (FTD), and Hasbro. At Hasbro, she was responsible for marketing Playskool and Mr. Potato Head brands. Whitman, now 49, joined eBay in1998 as president and CEO, has helped turn it into a major Internet presence, visited by some seven million people daily. As ruler of the world's biggest online auction site, Whitman, has successfully beaten back stiff competition from Amazon.com and Yahoo. To do that, she has swiftly fixed any problems, has faithfully tried to weed out the fakes on her site and has posted a consistent flow of profits, making eBay the world's most valuable Internet brand.
5 Ways to Give Feedback that Elicits Real ChangeBambooHR
Employees want to receive feedback, but the way that managers interpret this widely varies. This slideshare helps define a feedback process that drives organizational success and allows for real change.
This document discusses company culture and what makes a great workplace. It provides characteristics of positive company culture, such as mission clarity, trust, leadership and adaptability. Research indicates managers play a key role through hiring practices, inspiration and caring for employees. Surveys also assess culture. Creating a great workplace yields business benefits and helps attract and retain outstanding talent.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
The Employee Experience: From Engagement to EnergyGlintInc
This document discusses how organizations can create an engaging employee experience to drive business performance. It highlights trends like the changing demographics in the workforce, the impact of technology, and how employees are feeling overwhelmed. Organizations are urged to focus on employee well-being, engagement, and development to create an irresistible workplace where people have energy and passion for their work. Factors like meaningful work, flexible work environments, learning and growth opportunities, transparency and trust in leadership are identified as important for employee vitality and performance. The use of feedback systems and a focus on culture, inclusion and purpose are presented as ways for organizations to build sustainable engagement.
The document provides tips for reducing employee turnover by hiring the right people who fit the company culture, offering flexibility and competitive salaries/benefits. It stresses the importance of bolstering employee engagement through social interaction, a rewarding environment, and challenging work. Specific suggestions include treating employees like teammates, recognizing achievements, offering flexible schedules, and making the office environment fun through parties and surprises to increase productivity and morale.
This document discusses strategies for career success in technical leadership roles. It recommends choosing the right role and focusing on deliberate practice to improve skills rather than following passion. It emphasizes developing rare and valuable skills through goals and practice. For success, it suggests managing relationships well, building trust over time through contributions and reciprocity. Having the right attitude of bringing solutions, empathy and coaching others is important. Overall career success comes from having the right strategy, achieving results, building influence and maintaining a positive attitude.
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
With the increasing access to big data, organizations are finding new ways to utilize this information within their talent acquisition strategy. During this Spotlight Webinar, we’ll focus on HR analytics and how organizations are leveraging this data to strengthen their recruiting strategies when identifying talent.
During this spotlight webinar, learners will:
Identify how analytics play a role in forecasting the time required to identify and hire candidates
Determine how to leverage analytics to strengthen recruiting strategy
Learn how vendor partnerships can provide HR analytics that support workforce planning.
Create and Maintain a Passionate WorkplaceO.C. Tanner
Engaged employees produce great work and have loyalty to the organization. This SlideShare discusses eight rules that will help create and maintain a passionate work culture. This passionate workplace culture will drive superior results to organizations.
As companies and corporations continue to explore the topic of employee engagement, it is important to understand why it is so important. What are the benefits? More importantly, what is the PAYOFF to employee engagement?
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
The webinar discussed building a business case for workforce analytics and planning. It began with an overview of how data-driven people management can improve business outcomes. Next, it covered how to structure a business case by quantifying efficiency gains, direct workforce benefits, and business impacts. The webinar concluded with examples of how workforce intelligence solutions can help with objectives like developing optimal workforce plans, addressing cost changes, and finding new savings.
Lately, the term ‘employer branding’ has flooded corporate vernacular. Every respectable company seems to be incorporating an employer branding strategy. Leaders are figuring out ways to push it up on their priority list. The race to be ‘the best place to work’ is getting crowded each day. Here are some of the best practises companies ought to undertake to establish a strong employer brand and hence attract the best talent to their company.
1. Employer branding is important for attracting and retaining top talent in a competitive market facing a reduced talent pool.
2. Philips conducted extensive research to understand how to improve their employer brand and developed the tagline "Touch Lives Every Day" to appeal to potential employees.
3. Philips saw significant results from implementing their employer brand strategy, including higher quality applicants, increased acceptance of offers, and improved rankings as an employer of choice.
The document discusses measuring the value of HR through metrics and analytics. It provides examples of different types of metrics that measure efficiency, effectiveness, and impact. These include metrics like time to fill positions, turnover rates, employee satisfaction rates, and revenue per employee. The document emphasizes the importance of analyzing metrics to gain insights rather than just reporting numbers. It also stresses aligning HR goals and metrics with overall business goals. HR professionals need to determine how workforce factors influence business success and select metrics that demonstrate HR's value and contribution to achieving organizational objectives.
This document provides an overview of a presentation on making workforce analytics stick. It discusses common roadblocks such as lack of dedicated resources and skills. It emphasizes strategic alignment of workforce analytics with business goals and metrics. Executive level reporting of metrics on productivity, turnover, and other topics is recommended. Quick wins, pilot programs, and communicating success can help make workforce analytics initiatives stick within an organization.
Learn how to build a better candidate persona with Paul Hebert, contributor to Fistful of Talent and Andre Boulais from Jobvite. They will outline what is a candidate persona and why you need them to improve your recruiting process
Organizational Behavior - Chapter 11 - Case StudyTran Nguyen
Meg Whitman was born in 1957 and she grew up in Cold Spring Harbor, Long Island, New York. When Whitman entered Princeton University, she planned a career in medicine, but she became an economics major after a summer job selling advertising for a campus publication. She graduated with an economics degree in 1977 and earned an MBA from Harvard Business School two years later. Whitman joined Procter & Gamble, later worked for the consulting firms of: Bain & Co., Walt Disney, Stride Rite Shoes, Florists' Tran world Delivery (FTD), and Hasbro. At Hasbro, she was responsible for marketing Playskool and Mr. Potato Head brands. Whitman, now 49, joined eBay in1998 as president and CEO, has helped turn it into a major Internet presence, visited by some seven million people daily. As ruler of the world's biggest online auction site, Whitman, has successfully beaten back stiff competition from Amazon.com and Yahoo. To do that, she has swiftly fixed any problems, has faithfully tried to weed out the fakes on her site and has posted a consistent flow of profits, making eBay the world's most valuable Internet brand.
5 Ways to Give Feedback that Elicits Real ChangeBambooHR
Employees want to receive feedback, but the way that managers interpret this widely varies. This slideshare helps define a feedback process that drives organizational success and allows for real change.
This document discusses company culture and what makes a great workplace. It provides characteristics of positive company culture, such as mission clarity, trust, leadership and adaptability. Research indicates managers play a key role through hiring practices, inspiration and caring for employees. Surveys also assess culture. Creating a great workplace yields business benefits and helps attract and retain outstanding talent.
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
The Employee Experience: From Engagement to EnergyGlintInc
This document discusses how organizations can create an engaging employee experience to drive business performance. It highlights trends like the changing demographics in the workforce, the impact of technology, and how employees are feeling overwhelmed. Organizations are urged to focus on employee well-being, engagement, and development to create an irresistible workplace where people have energy and passion for their work. Factors like meaningful work, flexible work environments, learning and growth opportunities, transparency and trust in leadership are identified as important for employee vitality and performance. The use of feedback systems and a focus on culture, inclusion and purpose are presented as ways for organizations to build sustainable engagement.
The document provides tips for reducing employee turnover by hiring the right people who fit the company culture, offering flexibility and competitive salaries/benefits. It stresses the importance of bolstering employee engagement through social interaction, a rewarding environment, and challenging work. Specific suggestions include treating employees like teammates, recognizing achievements, offering flexible schedules, and making the office environment fun through parties and surprises to increase productivity and morale.
This document discusses strategies for career success in technical leadership roles. It recommends choosing the right role and focusing on deliberate practice to improve skills rather than following passion. It emphasizes developing rare and valuable skills through goals and practice. For success, it suggests managing relationships well, building trust over time through contributions and reciprocity. Having the right attitude of bringing solutions, empathy and coaching others is important. Overall career success comes from having the right strategy, achieving results, building influence and maintaining a positive attitude.
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
With the increasing access to big data, organizations are finding new ways to utilize this information within their talent acquisition strategy. During this Spotlight Webinar, we’ll focus on HR analytics and how organizations are leveraging this data to strengthen their recruiting strategies when identifying talent.
During this spotlight webinar, learners will:
Identify how analytics play a role in forecasting the time required to identify and hire candidates
Determine how to leverage analytics to strengthen recruiting strategy
Learn how vendor partnerships can provide HR analytics that support workforce planning.
Create and Maintain a Passionate WorkplaceO.C. Tanner
Engaged employees produce great work and have loyalty to the organization. This SlideShare discusses eight rules that will help create and maintain a passionate work culture. This passionate workplace culture will drive superior results to organizations.
As companies and corporations continue to explore the topic of employee engagement, it is important to understand why it is so important. What are the benefits? More importantly, what is the PAYOFF to employee engagement?
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
The webinar discussed building a business case for workforce analytics and planning. It began with an overview of how data-driven people management can improve business outcomes. Next, it covered how to structure a business case by quantifying efficiency gains, direct workforce benefits, and business impacts. The webinar concluded with examples of how workforce intelligence solutions can help with objectives like developing optimal workforce plans, addressing cost changes, and finding new savings.
Lately, the term ‘employer branding’ has flooded corporate vernacular. Every respectable company seems to be incorporating an employer branding strategy. Leaders are figuring out ways to push it up on their priority list. The race to be ‘the best place to work’ is getting crowded each day. Here are some of the best practises companies ought to undertake to establish a strong employer brand and hence attract the best talent to their company.
1. Employer branding is important for attracting and retaining top talent in a competitive market facing a reduced talent pool.
2. Philips conducted extensive research to understand how to improve their employer brand and developed the tagline "Touch Lives Every Day" to appeal to potential employees.
3. Philips saw significant results from implementing their employer brand strategy, including higher quality applicants, increased acceptance of offers, and improved rankings as an employer of choice.
The document discusses measuring the value of HR through metrics and analytics. It provides examples of different types of metrics that measure efficiency, effectiveness, and impact. These include metrics like time to fill positions, turnover rates, employee satisfaction rates, and revenue per employee. The document emphasizes the importance of analyzing metrics to gain insights rather than just reporting numbers. It also stresses aligning HR goals and metrics with overall business goals. HR professionals need to determine how workforce factors influence business success and select metrics that demonstrate HR's value and contribution to achieving organizational objectives.
This document provides an overview of a presentation on making workforce analytics stick. It discusses common roadblocks such as lack of dedicated resources and skills. It emphasizes strategic alignment of workforce analytics with business goals and metrics. Executive level reporting of metrics on productivity, turnover, and other topics is recommended. Quick wins, pilot programs, and communicating success can help make workforce analytics initiatives stick within an organization.
This document outlines an agenda for a presentation on making workforce analytics initiatives stick. The presentation covers establishing a business case for workforce analytics, common roadblocks and challenges, and strategies for ensuring initiatives have lasting impact. It recommends aligning analytics with business strategy, conducting executive-level reporting that dollarizes metrics, developing a strategic communication plan, prioritizing quick wins, and piloting programs.
HCMI Intro SOLVEPro Demo Deck Aug 2016eBill Morgan
The document provides an introduction and demo of the Human Capital Management Institute (HCMI). HCMI specializes in workforce analytics and measurement to help organizations quantify their investments in human capital. The demo shows how HCMI uses its software tools and proprietary data to analyze workforce productivity, quantify the financial impact of workforce decisions, and optimize the workforce based on scenarios modeled. HCMI also discusses its products and services including dashboards, benchmarks, and training to help users discover insights into areas like productivity, costs, and ROI from their workforce.
This document discusses how metrics can drive workforce transformation and enable HR to support organizational priorities. It argues that metrics should measure both operational effectiveness and strategic impact. Leaders increasingly need HR metrics to make data-driven people decisions. Real-world examples from the Navy demonstrate how metrics can analyze personnel readiness, incentive programs, and budget planning. The presentation advocates developing a "workforce intelligence architecture" using metrics and analytics to understand resource allocation, focus practices, and demonstrate return on investment from HR activities.
This document summarizes a presentation about using metrics to drive workforce transformation. It discusses how metrics can help leaders make strategic decisions about human resources with the same rigor as finance or operations. Metrics can identify areas for improvement and focus, and demonstrate the link between human capital activities and business results. Real-world examples are provided of how metrics have helped organizations like the US Navy and FBI optimize workforce allocation and planning.
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
10 STRATEGIC WORKFORCE PLANNINGWayne F. Cascio, Herman AguinisBenitoSumpter862
10 STRATEGIC WORKFORCE PLANNING
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
· 10.1 Describe the four components of the strategic workforce planning process and explain how they work together
· 10.2 Explain the relationship between strategic business plans and strategic workforce plans
· 10.3 Compare and contrast traditional and values-based approaches to developing strategy
· 10.4 Identify key talent management issues that arise at various business-planning horizons
· 10.5 Describe the multiple uncertainties that characterize supply and demand forecasts
· 10.6 Know the steps to take to avoid a crisis in leadership succession
· 10.7 Identify when it makes more sense to “buy” rather than “make” talent
· 10.8 Explain the kinds of information to collect when evaluating newly established versus well-established strategic workforce planning systems
The judicious use of human resources is a perpetual problem in society. Specific examples of talent management problems that are also top management problems include the following:
· Finding the specialized technical talent needed to staff specific programs of planned business expansion (e.g., Cappelli, 2008; Ostrower, 2017)
· Finding seasoned talent to manage new and expanding operations, including people with the capability eventually to assume senior management positions
· Developing competent, equitable talent management practices that will ensure compliance with EEO requirements and thus avoid the potentially large settlement costs of discrimination suits
· Devising alternatives to layoffs or, if layoffs become necessary, implementing fair and workable layoff policies that acknowledge the needs of all parties
· Improving productivity, especially among managerial and technical employees
· Managing career development opportunities so that an effective pool of talented people can be attracted, motivated, and retained over long periods of time
To a considerable extent, emphasis on improved talent management practices has arisen as a result of recognition by many senior leaders of the crucial role that talent plays in gaining and sustaining a competitive advantage in a global marketplace. It is the source of innovation and renewal. Despite these encouraging signs, it appears that, although most companies engage in some form of strategic business planning to assess periodically their basic missions and objectives, very few are practicing strategic HR management today.
Organizations will not have succeeded in fully using their human resources until they can answer the following questions (Cappelli, 2008; Maurer, 2017c):
· What talents, abilities, and skills are available within the organization today?
· Is there a talent pool that we can dependably draw from for tomorrow?
· What are the qualitative as well as quantitative talent demands of our growth plan?
· How can we embed the labor market context into every stage of the strategic workf ...
10 STRATEGIC WORKFORCE PLANNINGWayne F. Cascio, Herman AguinisSantosConleyha
10 STRATEGIC WORKFORCE PLANNING
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
· 10.1 Describe the four components of the strategic workforce planning process and explain how they work together
· 10.2 Explain the relationship between strategic business plans and strategic workforce plans
· 10.3 Compare and contrast traditional and values-based approaches to developing strategy
· 10.4 Identify key talent management issues that arise at various business-planning horizons
· 10.5 Describe the multiple uncertainties that characterize supply and demand forecasts
· 10.6 Know the steps to take to avoid a crisis in leadership succession
· 10.7 Identify when it makes more sense to “buy” rather than “make” talent
· 10.8 Explain the kinds of information to collect when evaluating newly established versus well-established strategic workforce planning systems
The judicious use of human resources is a perpetual problem in society. Specific examples of talent management problems that are also top management problems include the following:
· Finding the specialized technical talent needed to staff specific programs of planned business expansion (e.g., Cappelli, 2008; Ostrower, 2017)
· Finding seasoned talent to manage new and expanding operations, including people with the capability eventually to assume senior management positions
· Developing competent, equitable talent management practices that will ensure compliance with EEO requirements and thus avoid the potentially large settlement costs of discrimination suits
· Devising alternatives to layoffs or, if layoffs become necessary, implementing fair and workable layoff policies that acknowledge the needs of all parties
· Improving productivity, especially among managerial and technical employees
· Managing career development opportunities so that an effective pool of talented people can be attracted, motivated, and retained over long periods of time
To a considerable extent, emphasis on improved talent management practices has arisen as a result of recognition by many senior leaders of the crucial role that talent plays in gaining and sustaining a competitive advantage in a global marketplace. It is the source of innovation and renewal. Despite these encouraging signs, it appears that, although most companies engage in some form of strategic business planning to assess periodically their basic missions and objectives, very few are practicing strategic HR management today.
Organizations will not have succeeded in fully using their human resources until they can answer the following questions (Cappelli, 2008; Maurer, 2017c):
· What talents, abilities, and skills are available within the organization today?
· Is there a talent pool that we can dependably draw from for tomorrow?
· What are the qualitative as well as quantitative talent demands of our growth plan?
· How can we embed the labor market context into every stage of the strategic workf ...
Workforce Planning Guide Definition, Importance & Best Practicess.pdfdeflytics0
Workforce Planning: In this comprehensive blog, we will explore the importance of workforce planning, discuss various types of workforce planning, delve into the key elements involved, highlight best practices for effective implementation, and outline the wide-ranging benefits it offers.
The document discusses the evolving role of HR from an administrative function to a strategic business partner. It argues that effective HR is key to competitiveness by developing people and processes to deliver business strategies. Today's HR professionals must understand business language and present HR's value in terms of financial impact and return on investment. The document also outlines three main challenges facing HR: adapting to a changing workforce demographic; operating in a more global, interdependent business environment; and redefining work and skills demands with new technologies.
The document discusses talent management strategies for organizations. It defines key terms like talent, war for talent, and talent management. It emphasizes that talent management should be aligned with business strategy and priorities. It also highlights challenges like assessing capabilities, developing the right processes, and linking talent management to goals. Effective talent management requires assessing talent, recruitment, development, deployment, retention and having the right metrics.
The document outlines steps for developing a blueprint for human capital management, including conducting diagnostics to understand current performance, benchmarking against top performers, prioritizing initiatives, and creating a visual strategy model to drive commitment. Key aspects are evaluating where the organization stands today, identifying opportunities by comparing costs and processes to benchmarks, and developing an actionable plan to improve HR effectiveness and business performance.
The document discusses new challenges in HR and trends in HR technology. It notes that executives criticize HR for lacking business knowledge and taking a narrow administrative approach rather than addressing strategic issues like talent management. The new HR challenges include identifying skills needed to stay competitive, attracting and retaining top talent, succession planning, and developing future leaders. Common HR technology trends include aligning HR strategies to business objectives, talent acquisition, development and management, performance management, and integrating HR data and analytics. The document provides examples of how competency-based talent management solutions can help address scenarios like high turnover, ineffective training, and unqualified promotions. It also discusses factors to consider when selecting and implementing HR technologies.
Connecting HR to the Business: Transforming the Role of HR Through Workforce ...Human Capital Media
In 2014, the human resources analytics team at a large financial services firm had a lofty goal: Enable HR to play a more strategic role in the business by transforming its use of data in workforce decision making and planning.
In this interactive session, the company’s director of workforce analytics, Stela Lupushor, will discuss her team's journey with workforce analytics and planning, including:
Overcoming hurdles and establishing best practices
Telling stories with data and driving adoption of a data-driven culture within HR
Linking HR to business outcomes
Implementing collaborative, strategic workforce planning
Success stories
What’s next
Harrison Assessments 4 Pillars of Effective Succession PlanningPeak Focus
The document outlines the 4 pillars of an effective succession planning model: Decisions, Eligibility, Suitability, and Performance (DESP). Traditional models often focus only on high-level positions, but the new approach defines talent pipelines starting with entry-level roles. Each pillar is important to assess the overall talent pool. Decisions establish the strategy's parameters. Eligibility evaluates credentials. Suitability assesses motivations and fit. Performance reviews history. Taken together, the 4 pillars provide visibility into opportunities while informing planning to strengthen the pipeline and engage employees. Technology can now automate and integrate assessing all levels against the DESP criteria.
Companies are facing challenges like an aging workforce, skills shortages, and changing business needs. Many are turning to strategic workforce planning (SWP) to help address these challenges and align human capital with corporate goals. However, Asian organisations have been slower to adopt SWP. The document discusses a congress on SWP and workforce analytics that will provide information on developing and implementing effective SWP, leveraging data and analytics, and case studies from various companies on their SWP journeys.
Similar to Jeff Higgins: Workforce Planning in the age of The Great Resignation (20)
Daniel Samaan: ChatGPT and the Future of WorkEdunomica
Daniel Samaan: ChatGPT and the Future of Work
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Fanni Kadocsa: Unlocking the power of capability building: Maximizing the imp...Edunomica
Fanni Kadocsa: Unlocking the power of capability building: Maximizing the impact of training investment to drive transformative business results
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Zack Johnson: Session title: People Analytics: the epicenter of management an...Edunomica
Zack Johnson: Session title: People Analytics: the epicenter of management and work
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Anita Zbieg: How to make data actionable? Lessons from the teams on how to tu...Edunomica
Anita Zbieg: How to make data actionable? Lessons from the teams on how to turn numbers into stories, ownership and great drivers of change
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Aizhan Tursunbayeva: The ethics of people analytics: risks, opportunities and...Edunomica
Aizhan Tursunbayeva: The ethics of people analytics: risks, opportunities and recommendations
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Kevin Martin: The New Corporate Currency
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Catherine Coppinger: Why Anchor Days Are Sinking Productivity & What to Do Ab...Edunomica
Catherine Coppinger: Why Anchor Days Are Sinking Productivity & What to Do About It
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Kevin Martin: Empowering Your Board with the People Analytics That MatterEdunomica
Kevin Martin: Empowering Your Board with the People Analytics That Matter
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Aizhan Tursunbayeva: Navigating Opportunities and Risks: A Responsible Approa...Edunomica
This document discusses the opportunities and risks of people analytics. It notes that employers are increasingly collecting more personal data on employees, including monitoring computer and internet usage, bathroom breaks, and even implanting microchips. However, algorithms used in people analytics can be biased and poorly understood. The document recommends that organizations balance innovation with ethics by following guidelines on legal compliance, proportionality, consent, transparency and more to avoid risks like those that led to large fines for H&M. Overall it examines the complex issues around using data and algorithms related to human engagement and performance at work.
Alan Susi: Organizational Health: A People Team’s path to Minimum Viable ‘Wo...Edunomica
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
Cole Napper: Are you ready for generative AI in people analytics?Edunomica
Cole Napper: Are you ready for generative AI in people analytics?
People Analytics Conference 2023 Summer
Website: https://pacamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/pacamporg
Alex Poon: Should you gamify community contributions?Edunomica
Alex Poon: Should you gamify community contributions?
DAO Camp 2023 Winter
Website: https://daocamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/DAO-Camp-102442798988862/
Shawn Grubb: Minnows v. whales: Quadratic Governance to the rescueEdunomica
Shawn Grubb: Minnows v. whales: Quadratic Governance to the rescue
DAO Camp 2023 Winter
Website: https://daocamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/DAO-Camp-102442798988862/
Joachim Stroh: Hypha DAO, the 3rd generation of DAOsEdunomica
Joachim Stroh: Hypha DAO, the 3rd generation of DAOs
DAO Camp 2023 Winter
Website: https://daocamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/DAO-Camp-102442798988862/
Vikram Aditya: Biggest Opportunity Areas in the DAOverseEdunomica
Vikram Aditya: Biggest Opportunity Areas in the DAOverse
DAO Camp 2023 Winter
Website: https://daocamp.org
Youtube: https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ
FB: https://www.facebook.com/DAO-Camp-102442798988862/
- Tamara Helenius discusses how markets and states are failing society and how collaborative economics and the commons can provide alternatives.
- The commons refers to shared resources governed by a community through agreed upon rules.
- Collaborative economics uses methodologies like education, community proposals and voting, and implementing winning proposals to manage shared resources sustainably.
- Research collaborations are informing new frameworks and tools to support commons-based projects through various deployment phases.
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
Build applications with generative AI on Google CloudMárton Kodok
We will explore Vertex AI - Model Garden powered experiences, we are going to learn more about the integration of these generative AI APIs. We are going to see in action what the Gemini family of generative models are for developers to build and deploy AI-driven applications. Vertex AI includes a suite of foundation models, these are referred to as the PaLM and Gemini family of generative ai models, and they come in different versions. We are going to cover how to use via API to: - execute prompts in text and chat - cover multimodal use cases with image prompts. - finetune and distill to improve knowledge domains - run function calls with foundation models to optimize them for specific tasks. At the end of the session, developers will understand how to innovate with generative AI and develop apps using the generative ai industry trends.
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
- - -
This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
"Financial Odyssey: Navigating Past Performance Through Diverse Analytical Lens"sameer shah
Embark on a captivating financial journey with 'Financial Odyssey,' our hackathon project. Delve deep into the past performance of two companies as we employ an array of financial statement analysis techniques. From ratio analysis to trend analysis, uncover insights crucial for informed decision-making in the dynamic world of finance."
Orchestrating the Future: Navigating Today's Data Workflow Challenges with Ai...Kaxil Naik
Navigating today's data landscape isn't just about managing workflows; it's about strategically propelling your business forward. Apache Airflow has stood out as the benchmark in this arena, driving data orchestration forward since its early days. As we dive into the complexities of our current data-rich environment, where the sheer volume of information and its timely, accurate processing are crucial for AI and ML applications, the role of Airflow has never been more critical.
In my journey as the Senior Engineering Director and a pivotal member of Apache Airflow's Project Management Committee (PMC), I've witnessed Airflow transform data handling, making agility and insight the norm in an ever-evolving digital space. At Astronomer, our collaboration with leading AI & ML teams worldwide has not only tested but also proven Airflow's mettle in delivering data reliably and efficiently—data that now powers not just insights but core business functions.
This session is a deep dive into the essence of Airflow's success. We'll trace its evolution from a budding project to the backbone of data orchestration it is today, constantly adapting to meet the next wave of data challenges, including those brought on by Generative AI. It's this forward-thinking adaptability that keeps Airflow at the forefront of innovation, ready for whatever comes next.
The ever-growing demands of AI and ML applications have ushered in an era where sophisticated data management isn't a luxury—it's a necessity. Airflow's innate flexibility and scalability are what makes it indispensable in managing the intricate workflows of today, especially those involving Large Language Models (LLMs).
This talk isn't just a rundown of Airflow's features; it's about harnessing these capabilities to turn your data workflows into a strategic asset. Together, we'll explore how Airflow remains at the cutting edge of data orchestration, ensuring your organization is not just keeping pace but setting the pace in a data-driven future.
Session in https://budapestdata.hu/2024/04/kaxil-naik-astronomer-io/ | https://dataml24.sessionize.com/session/667627
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
Open Source Contributions to Postgres: The Basics POSETTE 2024ElizabethGarrettChri
Postgres is the most advanced open-source database in the world and it's supported by a community, not a single company. So how does this work? How does code actually get into Postgres? I recently had a patch submitted and committed and I want to share what I learned in that process. I’ll give you an overview of Postgres versions and how the underlying project codebase functions. I’ll also show you the process for submitting a patch and getting that tested and committed.
9. Facts in Workforce Planning
Things to know about Workforce Planning
9
1. 90%+ of organizations are ineffective at workforce
planning. Few actually build a workforce plan
2. Workforce planning fails if seen as HR vs. business driven
3. Co’s don’t want workforce planning, they are driven by pain
4. Planning requires commitment it will not happen overnight
5. Be open to changing workforce processes & policies
6. Start with critical roles and talent gaps
7. Recruiting is a key, if integrated with other workforce data
8. Technology improves workforce planning for any company
36
33
33
32
32
31
28
26
25
0 10 20 30 40
Retaining key people to avoid skills gaps
Understanding what talent we will require in
future, and how to find it
Recruiting new qualified people to plug skills
gaps
Identifying and sourcing strategically critical
talent skillsets
Creating the right organizational structure
and processes
Ensuring that our HR strategy aligns with our
overall business strategy
Cultivating the right corporate values and
culture
Managing key-person and business continuity
risks
Managing the cost of talent
Which of the following are your company’s top strategic objectives in its
strategic workforce planning? (% of respondents)
Source: Economist Intelligence Unit survey, 2016
10. Modern Workforce Planning Benefits
10
What you can expect modern Workforce Planning practices can help you achieve
Expert workforce knowledge = (demographics, critical roles, top talent sources,
performance / engagement / retention drivers, internal + external labor market)
• Optimize workforce size/cost/productivity
➢ Use Total Cost of Workforce (TCOW)
➢ Surgical cuts vs. “across the board peanut butter” cuts
➢ Optimize costs/use of regular, contract and temporary labor
• Execute superior scenarios to stay ahead of market changes
➢ Implement low cost workforce or top talent workforce strategy
• Strategic talent arbitrage (i.e. “Money Ball”, by Michael Lewis)
➢ Rapidly re-deploy key skills/talent to fill needs
➢ Optimize internal vs. external hiring strategy
11. Questions to Ask the Business
11
1. Does the organization have a strategic plan? A business plan/budget?
• What is our workforce strategy? “buy the best”, “low cost workforce”
2. What future workforce is needed to achieve our strategic vision and goals?
• Is this different than the current workforce? How so?
3. What future scenario(s) have we anticipated?
• What playbook changes do we have for the scenario(s)?
4. What size & workforce cost do we need vs. what can we afford?
5. Do we need new skills, better talent, more talent, cheaper talent or ‘all of the above’?
Challenge question:
6. What’s in it for HR if we can show how to get better talent that costs less?”
What Workforce Planning questions to ask the business
1. Does the organization have a strategic plan? A business plan/budget? So, where is the workforce plan?
12. The Workforce Planning Process
Linking workforce plan with business strategy
Strategic Plan
Operating Plan
“Budget”
Market
Changes
Industry
Changes
Supply vs. Demand Future Scenarios
Critical Job Roles
Skills & Talent
Workforce Plan
Workforce Strategy
“Talent Mgmt Strategy”
Business Strategy
12
13. Building a Workforce Plan – What to Include
13
1. WORKFORCE QUESTIONS: Background and Current State Issues
• Key Human Capital Questions to be answered
• Top Human Capital pain issues to be addressed or solved
2. SCENARIO DESIGN: Scenario Name and Future Vision State with Critical Talent Risks
• Top Human Capital pain issues to be addressed or solved
• Define core Workforce Strategy
3. Demand Forecast Macro (Top down) = Strategic Plan + Focus groups/Interviews
• Demand forecast data input = focus group/interview
• Top-down headcount, cost, productivity, financial goals + management metrics (i.e. span of control)
4. Demand Forecast Micro (Bottoms up) = Surveys/Focus groups/other
• Forecast headcount, labor cost + pain-point metrics (span of control, diversity, tenure)
• Identify critical roles, core vs. noncore, feeder job families/groups + career pathing
5. Supply Forecast Internal - Micro, Job Families/Critical Job Roles
• Internal Hires, Terms, Promotions, Transfers “Expected Hires” = Human Capital Flow Statement
• Quantify internal workforce change rates + “Build”, “Buy”, “Borrow/Rent” for talent
6. Supply Forecast External – External Talent Availability by Geography
• Future supply of critical + core talent roles by key geography/market. Is talent supply a constraint?
• Is it possible to get better fit or better performing talent that costs less?
7. DEMAND-SUPPLY GAP ANALYSIS: Talent Gap and Scenario Interventions “What-If” Modeling
• Linking important organizational or financial metrics is key to creating “reality based” workforce plans
8. WORKFORCE ACTION PLAN: Finalize Workforce Plan and Key Scenario(s) with Implementation Timing
Components of a workforce plan
26. Workforce Planning Steps
Visualize the Workforce Planning process
26
Tools and
Technology
Training
Skills and
Resources
Systems and Data
Workforce
Strategy
Human Capital
ROI
Current Forecast
Business Strategy
Strategic Plan
Annual Budget
External Market
Data
HR Inputs Business/Finance
Inputs
Selecting Key
Metrics
Financial
Goals/Data
2
3
4
5
6
7
8
1
Workforce Questions
Scenario Design
Demand Forecasting
Internal Supply
Modeling
Select Critical Roles
Workforce Action Plan
Demand-Supply GAP
Analysis
External Supply
Modeling
27. Workforce Overview: Summary of Workforce with Actionable KPIs and Trends
Insights on Headcount and Compensation by Time and Work Location.