This document provides an overview of a webinar on creating a business case for strategic workforce planning. The webinar discusses the changing global talent landscape, defines strategic workforce planning and how it differs from traditional resource planning, and shares a case study of how ArcelorMittal developed a strategic workforce plan. Key lessons from ArcelorMittal's experience include involving all business functions, starting small, communicating the value in business terms, taking a holistic view, and focusing on implementation. The webinar concludes with a Q&A and announcements of upcoming learning opportunities on strategic workforce planning.

1. Global Talent
Webinar
Creating the Business Case for
Strategic Workforce Planning

2. Introductions
Sue Brooks
Managing Director,
Ochre House
Kristen Wright
Vice President, Pinstripe
Ali Gilani
Global Head of
Resourcing, ArcelorMittal

3. Agenda
Global Talent Landscape
"Only 26% of
Creating the Business organizations are
Case at ArcelorMittal confident they can
International Insights meet customer
needs with their
Q&A current staffing and
training levels."
Amplitude Research, December 2011

4. The Global Talent Landscape

5. Macro Trends
Change Ahead!
Volatility Compliance Pressure on Margins
Welcome to
Generation & Technologies
THE NEW NORMAL
Globalization
Skills Gaps & Innovation

6. HR Context
Fewer People Igniters
Optimized People Pipelines
Lean Culture Change
Efficiency/ Right People, Right Time, Growth/ Business
Cost Saving Right Place Value

7. Shared Definitions
Resource Planning vs. Strategic Workforce Planning
1 year 3 years 5+ years
Time
Resource Plan Strategic Workforce Planning

8. Poll Question
Why is SWP Important?
“We knew we were
• Competitiveness and Agility moving into on-line and
• Business Diversification and digital three years ago
Transformation but the Talent Strategy
was not aligned. Now
• New Skills needed for the we don’t have the right
Future skills and are behind the
• Critical Skills Availability curve in comparison to
our competitors.”
• Employment Legislation

9. Building the Business Case
An ArcelorMittal Case Study

10. Why does ArcelorMittal do it?
The sustainability of our business.
“The right talent at the right place at the right
time to ensure future success of the
organization.”

11. Benefits & Risks
Benefits of Workforce Planning Risks of Not Doing Workforce
Planning
Generates a plan that keeps you Promotes crisis management
focused on the strategy
Provides a year-by-year action plan Results in ad hoc planning for today
that executes the strategy
Avoids bad short term decisions that Increases the costs associated with
result in long term problems bad decisions
Provides preparedness for unplanned Encourages knee-jerk reactions
situations
Ensures that core jobs and key skills Risks the loss of skills that can cripple
are secured the organization
Proactive vs. Reactive

12. Strategic Workforce Planning
DEVELOP THE WORKFORCE PLAN
ANALYZE THE GAPS
FORECAST THE DEMAND FORECAST THE SUPPLY
DEFINE THE STRATEGIC DIRECTION

13. Lessons Learned
Expecting HR to “OWN” Workforce Planning

14. Lessons Learned
Expecting HR to “OWN” Workforce Planning
Trying to run before you can walk

15. Lessons Learned
Expecting HR to “OWN” Workforce Planning
Trying to run before you can walk
Talking in a different language to the board

16. Lessons Learned
Expecting HR to “OWN” Workforce Planning
Trying to run before you can walk
Talking in a different language to the board
Failing to see the bigger picture

17. Lessons Learned
Expecting HR to “OWN” Workforce Planning
Trying to run before you can walk
Talking in a different language to the board
Failing to see the bigger picture
Falling at the last hurdle: Implementation

18. Lessons Learned
Expecting HR to “OWN” Workforce Planning
Trying to run before you can walk
Talking in a different language to the board
Failing to see the bigger picture
Falling at the last hurdle: Implementation
Planning without the right skills

19. Challenge to HR Colleagues
If we do not take the initiative and
work with Business Leaders to
implement SWP then we can stop
worrying about being HR.
We will be viewed only as Personnel.

20. International Insights

21. What are people doing globally?
Only 20% of organizations “SWP is the 5-10
we interviewed do long- year plan. There is a
term planning? challenge to educate
the organization in
40% of organizations are that context and to
starting to invest in this area keep it live.”
“We find it hard
Heavy focus on the internal enough to do
processes resource planning in
our organization,
however unless we
shift this, it will be a
significant risk to the
business.”

22. Strategic Workforce Planning
No, you won’t get nice neat numbers.
And if you do, they’ll be wrong.
But…
Brings data to decision making
Is a flexible connection between strategy and
execution
Delivers strategic value

23. Q&A

24. Upcoming Learning Opportunities
Global SWP whitepaper and webinar replay available.
Talent Communities Webinar
July 29 – Case Study by GE Energy Connect with Us!
Pinstripe Presents Webinar talk.ochrehouse.com
August 28 – Case Study by Allstate pinstripetalent.com/RPOlosophy
Workplace Diversity Think Tank
September 17 – hosted by
Telefónica UK Continue the conversation:
#TalentMindset