2. What you will learn today
• So what is Right-sizing?
• What is Strategic Workforce Planning?
• Critical Link?
• Key Metrics – Measuring success
• Case study
3. A little bit about Pivotal
Experience: 25+ years/ Private/ Canadian
Market Position: broadest range of HR solutions
» Outsourced HR management
» HR assessments
» HR Help Desk
» HR projects
» Outsourced payroll management
» Recruiting
5. What is Right-sizing?
Its more than just Down-sizing:
– Downsizing or Upsizing
– Redesigning processes and systems
– Eliminating or adding functions
– Includes HR, Capital, Financing, Supply Chain
– Reshaping the entire organization
OPTIMIZATION • LEAN ORGANIZATION • REVITALIZATION • RENEWAL •
REINVENTION • TOTAL ORGANIZATIONAL PERFORMANCE
6. Before you can “Right-size”…
Rightsizing
STRATEGIC PLANNING
7. “If one does not know to which port one is
sailing, no wind is favorable.”
LuciusAnnaeus Seneca
8. Strategic Plan
Strategic planning is an organization's
process of defining its strategy, or
direction, and making decisions on
allocating its resources to pursue this
strategy, including its capital and people.
-Wikipedia
10. Workforce Planning:
The right people…
The right place…
At the right time…
Doing the right thing…
“Right sizing”
11. “If you don’t drive your business, you will be
driven out of business.”
B.C. Forbes
12. Workforce Planning Steps:
1. Desired End State (Future Workforce Profile)
2. The. “O.T.” of S.W.O.T
3. Current Workforce Profile
4. Identify the gaps
5. Closing the gaps
6. Measure
7. Evaluate & Adjust
13. Step 1: Desired End State
Key Questions:
– Vision of future business
– Identify Critical roles
– Current capability/capacity
– Identify Critical resources
– People budget
14. Step 2: Environment Scan
Outside of the Organization
• Opportunities to be Leveraged:
• Threats to be considered
– Political
– Economic (Currency, Resource prices)
– Competitor
– Environmental
– Cultural
15. Step 3: Workforce Profile
• •
Talent / Skill sets Geographic Location
• •
Competencies Flexibility / Mobility
• •
High Potential Pool Culture
• •
Performance Levels Demographics
WHAT YOU HAVE
vs.
WHAT YOU NEED
16. Steps 4: Gap Analysis
• Identify gaps Workforce Profile
Current vs. Future
• Address via HR Strategies
17. Strategies to Address Gaps:
Divest or
Redeploy
Talent Performance
Acquisition Management
Training & Compensation
Development Strategy
Strategic
Organizational Succession
Workforce
Competencies Plan
Plan
18. Step 6: Short-term Measures
Succession Plan Milestones (SMART Goals):
• Identify critical roles & competencies
• Identify high potentials (Hi-Pos)
• Create development program for Hi-Pos
• Communicate program and obtain commitment
• Periodic audit to ensure desired results
19. Step 6: Long-term Measures (KPI’s)
Business Metrics: Balanced Scorecard
• Financial (Net Profit, Gross Margin, EBITDA)
• Internal Process (# of defects, labour productivity)
• Organizational Learning (Training $/ee, Avg employee
performance scores)
• Customer (satisfaction survey, retention, referrals)
21. “Effective leadership is putting first things first.
Effective management is discipline, carrying it
out.”
Stephen Covey
22. Case study: ABC Co.
Business: Education related Software products and
services
Location: Burlington, ON
Incorporated: 1986
Client Base: school districts, consortiums and state
departments of education in Canada and the U.S.
23. Case study: ABC Co.
Steps: Considerations:
• Increase North American market share by 25%
• Achieve 20% Revenue increase via international
Desired End
expansion
State
•Requires Multilingual capabilities
•Increased global competition from multilingual software
providers
Environmental
•Decreased trade barriers
Scan
•Low interest rates….good time to borrow money for
expansion
24. Case study: ABC Co.
Steps: Considerations:
•English only capability:
•software programming
•service, documentation
•Sales
Current
State •Diversityand Performance Standards not reflective of
international business model
•Compensation strategy does not support end state
•Sales resources focused on N. America only
25. Case study: ABC Co.
Steps: Considerations:
Develop plans to address:
•Talent Acquisition
•Java Programming Skills
•Multilingual competencies
HR Gaps
•Outsource capabilities not found internally
•Re-training/development of current staff
•Revise Comp strategy to reward new skills &
•New Performance Management tool
26. Case study: ABC Co.
Steps: Considerations:
1. Acquire talent – multilingual, sales
2. Develop in-house competencies through T&D
Plan and 3. Divest talent not aligned with future goals
Execute 4. Redevelop Compensation plan to align with new
Tactical talent/skill set
Milestones
5. Redevelop Performance management program to align
with new expectations
6. Redeploy Sales efforts into target market
27. Case study: ABC Co.
Steps: Considerations:
•Are we meeting the required tacticalmilestones?
Measure •Are the budgets on track?
KPI’s &
•Is the talent that we hired meeting expectation?
Adjust
•If not, adjust actions to achieve Milestones
28. Case study: ABC Co.
Outcomes:
• ABC sold it’s first multilingual application into
the United Arab Emirates – Abu Dhabi
• This provides the gateway to the large profitable
market of Saudi Arabia
• ABC accomplished it’s “Stated End Goals” by
Right-sizing to accomplish its Strategic Plan
29. Case study: ABC Co.
Next Steps:
• Continue to monitor, measure and adjust
Workforce Strategy if needed
• Ensure maximum profitability by having …
30. Summary: ABC Co.
The right people…
The right place…
At the right time…
Doing the right thing…
“Right sizing”
31. “There are no secrets to success. It is the result of
preparation, hard work, and learning from
failure.”
Colin Powell
