This document discusses strategic workforce planning across multiple industries. It identifies key workforce trends in each industry and the "five rights" of workforce planning: right size, right shape, right place, right skills, and right cost. Some common trends identified include aging workforces, increasing demand for technical skills, and rising costs of labor. The document provides analysis of workforce needs and recommendations for each of the following industries: oil and gas, finance, energy, telecommunications, engineering, healthcare, and consumer goods. Strategic workforce planning is necessary to address skills gaps, succession planning, and other challenges to ensure organizations have the right talent to execute their strategies.

2. “Strategic workforce planning helps
organisations understand the talent
required to deliver their strategy – without
it, the costs are significant”

3. “A talented and aligned workforce is
crucial for bringing strategy to life and
ensuring an organisation delivers on its
objectives.”

4. INTRODUCTION
Direct people costs make up an average of 40% of
organisational costs.
Almost half the workforce are in complex,
knowledge-intensive roles which are crucial for
success.
The cost of getting workforce planning wrong can
be significant.

5. WORKFORCE TRENDS
“Many industries face critical shortages of essential
talent, while others struggle to define the shape of the
workforce they need in the midst of major and rapid
change.”
The trends that have a great impact on the shape of workforce are:
 Ageing
 Skills and qualification gap
 Higher costs and scarce skills
 Changing career patterns

6. GETTING IT RIGHT
“A company’s employees are its greatest
asset and your people are your product”
- Sir Richard Branson, Chief Executive and Founder Virgin Group

8. THE ‘five rights’
Right
Size
Right
Shape
Right
Place
Right
skills
Right
Cost

9. RIGHT SIZE
• Does your organisation translate changes made to ways of
operating to the workforce size and in turn required skills?
• When defining the size of the future organisation, does your
company plan for different economic scenarios for long
term needs?
• Does your organisation optimise the mix between in-house
expertise and contractors?
• Are the right people spending the right amount of time
achieving required outcomes?

10. RIGHT SHAPE
• To establish the right organisational shape, does your
organisation regularly review areas of duplication and
inefficiency?
• Are frontline roles given accountability in defining and
organising safe ways of working, now and in the future?
• Is your organisation able to balance between what is done
centrally and what is done on an asset / business unit or
geographical basis?
• ƒDoes the organisational culture align with organisational
values and support the strategy?

11. RIGHT PLACE
• Does your organisation model match the required staff to
future needs and locations?
• ƒDoes your organisation consider the people requirement
ahead of planning new projects?
• Does your organisation’s planning for future location and
design factor in the ability to attract and retain local
resourcing and skills?
• Does your organisation rely on local expertise versus
expatriate or contractor expertise?

12. • Does your organisation understand the gaps in the
competencies and skills that will be needed to meet future
goals?
• Does your organisation have succession planning and
development frameworks in place for the critical roles that
will be required in the future?
• ƒDoes your organisation communicate behavioural
expectations from its senior leaders?
• Have you identified the mission critical roles and skills that
you need to focus on for future workforce planning?
RIGHT SKILLS

13. RIGHT COST
• Are key skills and personnel hired in a cost effective
manner?
• Does your organisation reward the right behaviours and
ensure that key drivers of performance are effectively
rewarded?
• Is pay and reward benchmarked to pay the right price for
required skills?
• Does your organisation get maximum benefit and output
from the cost of employment?

14. OIL AND GAS SECTOR
Total employment forecast is to increase by 22% over the next two years.
• Most growth in employment has been for direct employees, rather than
contractors. This pattern is expected to continue.
• The survey results show that businesses have been expanding
employment in engineering; quality, health, safety and environment;
support/central services and technical staff.
• In the future, demand for staff is expected to be fuelled by an on-going
increase in demand for engineering, support/central services staff
alongside technical and marine staff.

15. • 33% of businesses in the upstream oil and gas sector have hard-to-fill
roles.
• The demand for direct employees will grow by approximately 9%
while demand for contractors/agency staff is expected to shrink by
3% over the next two years

16. FINANCE SECTOR
• One of the primary questions for employers in the finance and
insurance sector concerns the means to access, motivate, and retain
key talent.
• The Talent Management Study found that 41% of the finance and
insurance organizations reported that workplace flexibility
somewhat/significantly increases business effectiveness.

17. • In comparison to employers in other sectors, finance and insurance
organizations reported greater assessment of employees’ career
plans and work preferences, projection of retirement rates, and
development of succession plans.
• 10% of the employees in this sector, insurance sales agents and loan
officers account for equal to 5% shares, and (i) securities,
commodities, and financial services sales agents and (ii) accountants
and auditors account for a combined 6% in the total number of
employees.

18. ENERGY SECTOR
• Demand for almost 3 million workers by 2020, up from 1.7 million in
2013.
• 25% of the existing workforce to retire.
• Trained employees to become ‘hot commodities’ in the tight labour
market.
• New forms of energy production and new regulatory frameworks are
driving the need for joint ventures and new skills.

19. TELECOMMUNICATION SECTOR
• The majority of the workforce (58 %) is employed in large enterprises ,
with 21% employed in small-sized enterprises.
• The industry workforce has a relatively young age profile, with 69% of
workers aged under 45 years compared to 62 per cent for all other
industries.
• Demand for efficient employees will increase as need for providing
competitive service by assuring prompt service increases.
• Demand for engineers to increase as competition increases with 4G
coming into play.

20. • With customer service gaining more and more importance demand for
good communicators to increase.
• Retention of key talent to gain importance.
• Skilled and experienced workers to gain the bargaining power.

21. ENGINEERING BASED
INDUSTRIES
• With India producing large numbers of engineers every year, abundance
of engineers is observed.
• Sorting out talented engineers from the pool and retaining them is
becoming a challenge.
• Talented engineers are rapidly gaining the bargaining power and striving
to get into the management.
• With introduction of new technologies need for Gen Y into
manufacturing is increasing.

22. • Unionized labour to decrease.
• Diversity in labour expected to increase.
• Presence of women in manufacturing unit to remain unchanged.

23. HEALTH CARE AND LIFE
SCIENCES
“Today the health sector faces a daunting new digital challenge:
unleashing the power of technology to fundamentally reinvent how
care is delivered. In the New Health Economy, digitally enabled care is
no longer a nice-to-have, but rather a fundamental business
imperative.”
-Susan Turney, M.D., chief executive officer at Marshfield Health
System in Wisconsin.

24. • To follow customer focused approach with the requirement of
employees with emotional stability and intelligence.
• Demand for speciality medical practitioners to increase.
• Demand for talented and innovative R&D personnel to increase with
research on cancer treatment gaining ground.
• Demand for employees with medical as well as technological expertise
to increase by 10% by 2020.

25. CONSUMER GOODS
• With online retail gaining popularity, demand for IT personnel to
increase.
• With the increasing popularity of retail marts the demand for
approachable personnel with sound technological knowledge is
expected to increase.
• Demand for trainers to increase.

26. DELIVERING TOMORROW’S
WORKFORCE
STRATEGIC INTENT
 MISSION, VISION, VALUES
 STRATEGIC PLAN
 OBJECTIVES
 STRATEGIC CAPABILITIES

27. THE OPERATING MODEL
BENCHMARKING
 INTERNATIONAL BEST PRACTICES
 ORGANISATION BEST FIT
 SPANS OF CONTROL
 INTERNAL PRODUCTIVITY INDICES

28. WORKFORCE ANALYSIS
RIGHT SIZE
OIL AND
GAS
FINANCE ENERGY TELECOM ENGG HEALTH
CARE
CONSUM-
ER GOODS
+22%
increase
in
demand
for
skilled
labour.
Expected
to
increase
+1.3%
(Gen Y to
enter in
large
numbers)
Demand
for Gen Y
to
increase
Diversific-
ation to
increase
and
decrease
in
bargainin
g power
of labour.
Demand
for tech
savvy
professi
onals to
increase
.
Demand
for
customer
focused
personnel
to increase
and focus
to be
shifted
from
quantity to
quality.

29. RIGHT SHAPE
OIL AND
GAS
FINANCE ENERGY TELECOM ENGG HEALTH
CARE
CONSUM-
ER GOODS
Full time
workers
preferre
d over
outsourc
ed
workers.
Workforc
e in next
10-15
years
will
become
the
ageing
group.
Successio
n
planning
to gain
popularit
y.
High
performa
nce teams
becomes
the need
of the
hour.
Gen Y to
climb to
managem
ent level
with
highly
diverse
workforce
.
Aging
workfor
ce with
early
retirem
ent.
Restrict
ed
supply
of
external
workers.
Gen Y to
be
preferred
at senior
as well as
junior
levels.

30. RIGHT PLACE
OIL AND
GAS
FINANCE ENERGY TELECOM ENGG HEALTH
CARE
CONSUM-
ER GOODS
Internshi
ps and
college
recruitm
ent
campaig
ns
Consulta
ncy,
fresh
graduate
s, head
hunting
College
recruitm
ent,
social
media,
internshi
ps, local
advertise
ments
Fresh
graduates
, social
media,
employee
exchange
Consultan
cy firms,
internship
s, Engg
colleges,
ITI
programs
Internsh
ip and
apprenti
ceship
program
s.
Walk-ins,
Social
media,
Consultanc
y firms

31. RIGHT SKILLS
OIL AND
GAS
FINANCE ENERGY TELECOM ENGG HEALTH
CARE
CONSUM-
ER GOODS
Engg,
Quality,
safety,
IT skills Experien
ce
Engg,
Innovatio
n
Innovatio
n
IT Skills Customer
focused

32. RIGHT COST
OIL AND
GAS
FINANCE ENERGY TELECOM ENGG HEALTH
CARE
CONSUM-
ER GOODS
Increase
d by
nearly
30% over
the past
10 years
Bonus
expectan
cy
increase
d (74%)
41% to
receive
salary
increase.
67%
expect
their
salaries to
increase
substantia
lly in the
next 12
years.
Increased
by 47%.
Increase
by 25-
30%.
Increase
by 42%..

33. RECOMMENDATIONS AND SOLUTIONS
OIL AND
GAS
FINANCE ENERGY TELECOM ENGG HEALTH
CARE
CONSUM-
ER GOODS
Develop,
Re-
deploy
Develop Recruit,
Develop
Outsource
Re-deploy
Develop,
Reduce
Develop Reduce

34. IMPLEMENTATION
 Workforce Plans
 Interventions
 Development Plans
 Resourcing
 Leadership Programmes
 Succession Planning
 Career Development

35. WOMEN IN THE WORKFORCE
• Women made up 37.97% of the labour force in 1970 compared to 47.21%
between 2006 and 2010 (Census Bureau).
• Vastly unrepresented in leadership roles.
• Companies to adopt women leadership in coming years.

37. “Bringing together the right information
with the right people will dramatically
improve a company’s ability to develop
and act on strategic business
opportunities.”
-Bill Gates, former chief executive and current chairman of Microsoft