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Strategic Workforce Planning
Learnings aus der SWP-Einführung in einer globalen
Matrixorganisation mit 240.000 Mitarbeitern
Sebastian Hollmann, HR Strategy CoE
www.continental-corporation.com
Public
Strategic Workforce Planning 21 September 2018
2Sebastian Hollmann © Continental AG
„Best Fit“ – die Frage, die uns alle umtreibt…
Public
Strategic Workforce Planning
Industrialize Best Fit: SWP as GPS for HR measures
How many people with which skills will we need in 2022?
HR Strategy, © Continental AG
21 September 2018
3
Public
Strategic Workforce Planning
?
Continuous Improvement of SWP
We‘re improving the SWP process and tool stepwise
21 September 2018
4Sebastian Hollmann © Continental AG
P
DC
A
P
DC
A
P
DC
A
Current
Condition
Next
Target
Condition
Vision
and
Challenge
PDCA toward
target condition
P
DC
A
P
DC
A
P
DC
A
Current
Condition
Next
Target
Condition
Vision
and
Challenge
PDCA toward
target condition
P
DC
A
P
DC
A
P
DC
A
Current
Condition
Next
Target
Condition
Vision
and
Challenge
PDCA toward
target condition
Pilot & Prerequisites
• Stand. Job Structure
• 15 BUs, 15 Plants,
1 Country in 3 waves
Established Process & Standards
• SWP done with current Excel solution
• Process established Conti-wide with
Divisions, BUs and Countries
Global Rollout
• All Business Units
• All Plants
• 47 Countries
Today we provide results to
• Division, BU & Country HR
• Employer Branding & HR Coms
• R&D Footprint Planning
• Plant Manufacturing Footprint
• … and more on request
Public
Strategic Workforce Planning 21 September 2018
5Sebastian Hollmann © Continental AG
SWP Process: Big Picture
SWP is a structured way to derive HR-related measures
Public
Strategic Workforce Planning 21 September 2018
6Sebastian Hollmann © Continental AG
SWP Process: Global Involvement
All levels of Continental‘s matrix organization are involved
Business Units/Plants Divisions Continental Corporation
Consolidation for
Corporation by
HR Strategy CoE
Countries
Public
Strategic Workforce Planning
Heat Map as Result
The Heat Map indicates the need for action
21 September 2018
Sebastian Hollmann © Continental AG
Functional Area (fictitious labels) Current FTE Absolute gap 2016 Absolute gap 2017 Absolute gap 2018 Absolute gap 2019 Absolute gap 2020
Management Function 33,6 -2,1 -3,1 -4,0 -5,8 -7,5
Administration Function 57,7 -5,3 -11,1 -17,3 -23,3 -26,7
Finance Function 60,3 -3,7 -6,1 -7,8 -10,2 -12,5
Support Function 1 2,0 0,0 -1,0 -1,1 -2,1 -2,1
HR Function 7,5 -0,6 -1,2 -2,0 -2,7 -2,8
Marketing Function 7,5 -0,6 -0,7 -1,8 -1,9 -3,0
Sales Function 104,9 -11,1 -20,6 -27,2 -38,1 -48,3
Support Function 2 159,6 -15,8 -38,3 -69,4 -92,2 -84,1
Production Function 1 10,0 -0,9 -1,7 -2,3 -3,1 -4,0
Support Function 3 27,4 -2,3 -5,0 -8,1 -10,9 -11,1
Production Function 2 145,9 -12,9 -27,7 -45,8 -60,7 -62,3
Engineering Function 1 39,5 -3,4 -7,8 -13,8 -19,5 -18,1
Production Function 3 6,7 -0,6 -1,5 -2,7 -3,6 -3,2
Engineering Function 2 229,4 -27,9 -52,2 -68,3 -95,4 -122,3
Engineering Function 3 345,8 -33,2 -75,0 -126,4 -168,9 -166,7
Engineering Function 4 477,0 -60,2 -110,7 -145,8 -201,1 -258,6
Engineering Function 5 1016,6 -140,1 -269,4 -375,1 -512,2 -622,8
Engineering Function 6 916,5 -111,1 -246,4 -412,3 -551,1 -546,9
Support Function 4 27,0 -3,3 -6,2 -8,1 -11,2 -14,3
Total 3681,0 -435,2 -885,8 -1339,2 -1814,0 -2017,4
7
BEISPIEL
fiktive Zahlen
Public
Strategic Workforce Planning
SWP Cookbook for Users
The cookbook gives orientation for data interpretation
21 September 2018
8Sebastian Hollmann © Continental AG
Public
Strategic Workforce Planning
SWP: Next Steps
From HR focus to Business Impact
21 September 2018
9Sebastian Hollmann © Continental AG
P
DC
A
P
DC
A
P
DC
A
Current
Condition
Next
Target
Condition
Vision
and
Challenge
PDCA toward
target condition
P
DC
A
P
DC
A
P
DC
A
Current
Condition
Next
Target
Condition
Vision
and
Challenge
PDCA toward
target condition
P
DC
A
P
DC
A
P
DC
A
Current
Condition
Next
Target
Condition
Vision
and
Challenge
PDCA toward
target condition
Pilot & Prerequisites
• Stand. Job Structure
• 15 BUs, 15 Plants,
1 Country in 3 waves
Tool Implementation
• Implementation
and pilot in 2019
• Used for SWP 2020
Established Process & Standards
• SWP done with current Excel solution
• Process established Conti-wide with
Divisions, BUs and Countries
Global Rollout
• All Business Units
• All Plants
• 47 Countries
?
Stronger Business Impact
• Workforce scenario simulations
• Alignment with R&D Footprint
• Alignment with strategy process
• Combination with HR Analytics
to include skill level perspective
Public
Strategic Workforce Planning
Create Pull Effect first
• Start implementation process small
and create pull effect
• Decide if you offer SWP as service
to the business or do it globally
Learnings from our SWP Implementation (1/2)
21 September 2018
10Sebastian Hollmann © Continental AG
Data quality is key Build strong networks
• Data quality is the prerequisite for
the 3 As: Acceptance, Application,
Automization
• Involvement improves data quality
• Exchange with departments/people
who shared the same interest and
provide data to strategic projects
• Create co-ownership of business
Public
Strategic Workforce Planning
Make results tangible
• Don‘t „speak HR“ but „translate“
SWP‘s contribution to the Business
• Make projects and activities visible
that are based on SWP results
Learnings from our SWP Implementation (2/2)
21 September 2018
11Sebastian Hollmann © Continental AG
Align Strategy Process
• Adjust timing of planning process
to ensure data availability for e. g.
budget planning and business
strategy meetings
SWP is Communication
• SWP also serves the puropose to
bringt together the right experts
and decision-makers
• It‘s about orientation – not figures!

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SWP @ DGFP // HUMAN Future Workforce Planning Summit

  • 1. Bitte decken Sie die schraffierte Fläche mit einem Bild ab. Please cover the shaded area with a picture. (24,4 x 7,6 cm) Strategic Workforce Planning Learnings aus der SWP-Einführung in einer globalen Matrixorganisation mit 240.000 Mitarbeitern Sebastian Hollmann, HR Strategy CoE www.continental-corporation.com
  • 2. Public Strategic Workforce Planning 21 September 2018 2Sebastian Hollmann © Continental AG „Best Fit“ – die Frage, die uns alle umtreibt…
  • 3. Public Strategic Workforce Planning Industrialize Best Fit: SWP as GPS for HR measures How many people with which skills will we need in 2022? HR Strategy, © Continental AG 21 September 2018 3
  • 4. Public Strategic Workforce Planning ? Continuous Improvement of SWP We‘re improving the SWP process and tool stepwise 21 September 2018 4Sebastian Hollmann © Continental AG P DC A P DC A P DC A Current Condition Next Target Condition Vision and Challenge PDCA toward target condition P DC A P DC A P DC A Current Condition Next Target Condition Vision and Challenge PDCA toward target condition P DC A P DC A P DC A Current Condition Next Target Condition Vision and Challenge PDCA toward target condition Pilot & Prerequisites • Stand. Job Structure • 15 BUs, 15 Plants, 1 Country in 3 waves Established Process & Standards • SWP done with current Excel solution • Process established Conti-wide with Divisions, BUs and Countries Global Rollout • All Business Units • All Plants • 47 Countries Today we provide results to • Division, BU & Country HR • Employer Branding & HR Coms • R&D Footprint Planning • Plant Manufacturing Footprint • … and more on request
  • 5. Public Strategic Workforce Planning 21 September 2018 5Sebastian Hollmann © Continental AG SWP Process: Big Picture SWP is a structured way to derive HR-related measures
  • 6. Public Strategic Workforce Planning 21 September 2018 6Sebastian Hollmann © Continental AG SWP Process: Global Involvement All levels of Continental‘s matrix organization are involved Business Units/Plants Divisions Continental Corporation Consolidation for Corporation by HR Strategy CoE Countries
  • 7. Public Strategic Workforce Planning Heat Map as Result The Heat Map indicates the need for action 21 September 2018 Sebastian Hollmann © Continental AG Functional Area (fictitious labels) Current FTE Absolute gap 2016 Absolute gap 2017 Absolute gap 2018 Absolute gap 2019 Absolute gap 2020 Management Function 33,6 -2,1 -3,1 -4,0 -5,8 -7,5 Administration Function 57,7 -5,3 -11,1 -17,3 -23,3 -26,7 Finance Function 60,3 -3,7 -6,1 -7,8 -10,2 -12,5 Support Function 1 2,0 0,0 -1,0 -1,1 -2,1 -2,1 HR Function 7,5 -0,6 -1,2 -2,0 -2,7 -2,8 Marketing Function 7,5 -0,6 -0,7 -1,8 -1,9 -3,0 Sales Function 104,9 -11,1 -20,6 -27,2 -38,1 -48,3 Support Function 2 159,6 -15,8 -38,3 -69,4 -92,2 -84,1 Production Function 1 10,0 -0,9 -1,7 -2,3 -3,1 -4,0 Support Function 3 27,4 -2,3 -5,0 -8,1 -10,9 -11,1 Production Function 2 145,9 -12,9 -27,7 -45,8 -60,7 -62,3 Engineering Function 1 39,5 -3,4 -7,8 -13,8 -19,5 -18,1 Production Function 3 6,7 -0,6 -1,5 -2,7 -3,6 -3,2 Engineering Function 2 229,4 -27,9 -52,2 -68,3 -95,4 -122,3 Engineering Function 3 345,8 -33,2 -75,0 -126,4 -168,9 -166,7 Engineering Function 4 477,0 -60,2 -110,7 -145,8 -201,1 -258,6 Engineering Function 5 1016,6 -140,1 -269,4 -375,1 -512,2 -622,8 Engineering Function 6 916,5 -111,1 -246,4 -412,3 -551,1 -546,9 Support Function 4 27,0 -3,3 -6,2 -8,1 -11,2 -14,3 Total 3681,0 -435,2 -885,8 -1339,2 -1814,0 -2017,4 7 BEISPIEL fiktive Zahlen
  • 8. Public Strategic Workforce Planning SWP Cookbook for Users The cookbook gives orientation for data interpretation 21 September 2018 8Sebastian Hollmann © Continental AG
  • 9. Public Strategic Workforce Planning SWP: Next Steps From HR focus to Business Impact 21 September 2018 9Sebastian Hollmann © Continental AG P DC A P DC A P DC A Current Condition Next Target Condition Vision and Challenge PDCA toward target condition P DC A P DC A P DC A Current Condition Next Target Condition Vision and Challenge PDCA toward target condition P DC A P DC A P DC A Current Condition Next Target Condition Vision and Challenge PDCA toward target condition Pilot & Prerequisites • Stand. Job Structure • 15 BUs, 15 Plants, 1 Country in 3 waves Tool Implementation • Implementation and pilot in 2019 • Used for SWP 2020 Established Process & Standards • SWP done with current Excel solution • Process established Conti-wide with Divisions, BUs and Countries Global Rollout • All Business Units • All Plants • 47 Countries ? Stronger Business Impact • Workforce scenario simulations • Alignment with R&D Footprint • Alignment with strategy process • Combination with HR Analytics to include skill level perspective
  • 10. Public Strategic Workforce Planning Create Pull Effect first • Start implementation process small and create pull effect • Decide if you offer SWP as service to the business or do it globally Learnings from our SWP Implementation (1/2) 21 September 2018 10Sebastian Hollmann © Continental AG Data quality is key Build strong networks • Data quality is the prerequisite for the 3 As: Acceptance, Application, Automization • Involvement improves data quality • Exchange with departments/people who shared the same interest and provide data to strategic projects • Create co-ownership of business
  • 11. Public Strategic Workforce Planning Make results tangible • Don‘t „speak HR“ but „translate“ SWP‘s contribution to the Business • Make projects and activities visible that are based on SWP results Learnings from our SWP Implementation (2/2) 21 September 2018 11Sebastian Hollmann © Continental AG Align Strategy Process • Adjust timing of planning process to ensure data availability for e. g. budget planning and business strategy meetings SWP is Communication • SWP also serves the puropose to bringt together the right experts and decision-makers • It‘s about orientation – not figures!