Apresentação de Peter Howes, vice-presidente SuccessFactors, sobre Workforce Planning. O Planejamento da Força de Trabalho é uma metodologia que permite à organização analisar seus objetivos de negócio para os anos futuros e, com isso, identificar os perfis e número total de talentos de que precisará para atingi-los.
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This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Reward Systems and Legal Issues {Lecture Notes}FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Employee Life Cycle PowerPoint Presentation Slides SlideTeam
Use this professionally designed Employee Life Cycle PowerPoint Presentation Slides to scan the various stages an employee goes through within an organization. HR managers can utilize this content-ready HR model PowerPoint slideshow to optimize the progress of employees. Map the employee lifecycle to not only attract the best talent but to also enhance the customer experience. This HR lifecycle PowerPoint presentation comprises of different stages in the career of an employee, starting from recruitment to termination or retirement. Use this ready-made employee lifecycle complete PowerPoint presentation templates to build great teams. This content-ready HR cycle PPT deck covers topics like employee lifecycle framework, talent acquisition, current vacancies, job description, candidate assessment, employee management, attendance tracker, and more. These PPT templates are customizable. You can edit the template as per your requirement. Change the color, text, icon, and font size as pe your requirement. Grab this complete presentation on HR model to increase the employee engagement and maximise your returns. Elaborate on the contents of the deal with our Employee Life Cycle Powerpoint Presentation Slides. Clarify every aspect of the agreement.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
The SWOT analysis is one of the best tools for shaping ideas, introducing innovations and evaluating the current status. The analysis is simple and everyone can use it within minutes. Even Human Resources can benefit from the proper usage of the SWOT analysis.
The analysis can help to design better HR Processes, introduce new HR Models and Concepts. Each HR Function should conduct the analysis before shaping project goals and aims.
The SWOT Analysis helps to identify strengths and opportunities within minutes. It helps to receive best ideas from all team members, who can assign priorities to each idea. They all select ideas, group them and they can introduce highly innovative solution. The innovative HR Management is a key success factor today.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Employee Life Cycle PowerPoint Presentation Slides SlideTeam
Use this professionally designed Employee Life Cycle PowerPoint Presentation Slides to scan the various stages an employee goes through within an organization. HR managers can utilize this content-ready HR model PowerPoint slideshow to optimize the progress of employees. Map the employee lifecycle to not only attract the best talent but to also enhance the customer experience. This HR lifecycle PowerPoint presentation comprises of different stages in the career of an employee, starting from recruitment to termination or retirement. Use this ready-made employee lifecycle complete PowerPoint presentation templates to build great teams. This content-ready HR cycle PPT deck covers topics like employee lifecycle framework, talent acquisition, current vacancies, job description, candidate assessment, employee management, attendance tracker, and more. These PPT templates are customizable. You can edit the template as per your requirement. Change the color, text, icon, and font size as pe your requirement. Grab this complete presentation on HR model to increase the employee engagement and maximise your returns. Elaborate on the contents of the deal with our Employee Life Cycle Powerpoint Presentation Slides. Clarify every aspect of the agreement.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
The SWOT analysis is one of the best tools for shaping ideas, introducing innovations and evaluating the current status. The analysis is simple and everyone can use it within minutes. Even Human Resources can benefit from the proper usage of the SWOT analysis.
The analysis can help to design better HR Processes, introduce new HR Models and Concepts. Each HR Function should conduct the analysis before shaping project goals and aims.
The SWOT Analysis helps to identify strengths and opportunities within minutes. It helps to receive best ideas from all team members, who can assign priorities to each idea. They all select ideas, group them and they can introduce highly innovative solution. The innovative HR Management is a key success factor today.
Lightspeed's 2018 Hiring Trends Report
Our mission is to empower startups to find, hire, and retain the best people. Data is the key to successful hiring but has historically not been used due to lack of availability. The
second installment of this report dives into challenges, insights, and best practices across the employee life-cycle.
Seven HR Capabilities that Drive Performance Leadership - Hackett Group June ...Nhat Nguyen
The 2015 analysis of The Hackett Group’s HR benchmarking database quantifies the performance advantage of world-class companies compared to typical HR organizations. Among the results: world-class HR organizations spend 37 percent less (Figure 1) – up to $17 million for the typical company1 and use 31 percent fewer FTEs (Figure 2) than peers. Analysis also revealed the hallmarks of current world-class HR organizations and the critical capabilities they leverage to achieve superior results.
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Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.
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The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Operational Workforce Planning: Optimizing Talent and Maximizing ProfitabilityVisier
Operational workforce planning – planning that is focused on mapping existing skills, capabilities and resources against current operational business challenges – is a critical piece of the workforce management puzzle. Mollie Lombardi, vice president and principal analyst of Aberdeen’s Human Capital Management practice and Visier's Chief Strategy Officer Dave Weisbeck discuss operational workforce planning and its financial impact on your business.
View the full webinar recording here:
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Affero Lab - A full service education provider in BrazilAffero Lab
Affero Lab is a full service education provider and a trusted partner that generates business value and insights for our clients. We build and deliver innovative and complete learning solutions that generates measurable results. Our programs encompass: consulting, learning strategies, content development, in-class training, IT platforms and logistics operation for human development in any knowledge area. We conduct projects across Brazil, USA and in various countries at Latin America, Europe, Asia and Africa.
O Melhor da ASTD 2012 - Tecnologias de AprendizagemAffero Lab
Apresentação de Daniel Orlean, sócio-diretor da Affero, no evento O Melhor da ASTD 2012. O tema da palestra foi Tecnologias de aprendizagem: abordagens tradicionais e novas abordagens para o uso de ferramentas de tecnologia para apoiar a aprendizagem.
A Case Study: Building Vale’s Global Onboarding ProgramAffero Lab
Global companies face the day-to-day challenge of developing their human capital in a faster, consistent, and better way. One size does not fit all anymore! One global organization, headquartered in Brazil with more than 119,000 people, including employees and contractors, working on 38 countries in five continents is not different. In this case study, you will learn all the steps that made this organization’s global onboarding program a successful case.
Inovações Aplicadas ao Desenvolvimento de LíderesAffero Lab
Apresentação de Daniel Orlean, sócio-diretor da Affero e especialista em inteligência Organizacional e Gestão do Conhecimento, na Conferência de Desenvolvimento de Líderes 2011.
Social Mobile Learning: A Living and Learning ExperienceAffero Lab
This presentation aims to show the attendants the process and technologies involved in a solution designed so the student can have access to it in an informal learning online platform and through a tablet application. We call it a Social Mobile Learning Experience: after the base material is delivered, students, teachers and tutors can interact and collaborate with it. Indeed, it is a learning and living experience, since the interaction enriches the content, turning it into a unique experience, depending on how the community contributes and adds value to the resources.
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"A Essência do Trabalho Mais Inteligente" é uma compilação de textos sobre Aprendizado Informal escrita pelos diretores da Internet Time Aliance, dentre eles, Jay Cross.
Learning Business Strategy - O Melhor da ASTD 2011Affero Lab
Apresentação de Cristiano Rocha, diretor de Consultoria da Affero, no Melhor da ASTD 2011. Cristiano falou sobre estratégias de aprendizagem nas empresas.
Tecnologias de Aprendizado - O Melhor da ASTD 2011Affero Lab
Apresentação de Daniel Orlean, sócio-diretor da Affero, no Melhor da ASTD 2011. O evento é realizado pela revista T&D, em São Paulo e, nesse ano, foi patrocinado pela Affero.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
5. What is Demand Forecasting?
Estimating the demand for the number and type of employees
for each scenario (how many and what sort of people will we
need?)
Generally focuses on critical job roles for each of the agreed
scenarios
Many different techniques
Requires expert knowledge and experience
5
7. Timeframe of WFP Forecasting
Forecasting is not an exact science.
Forecasting is based on what we know from past experience and
what indicators we have as to the directions for the future.
100%
Degree of
Confidence in
Forecast
0 1 2
Timeframe (Years)
7
8. Supply Forecasting
Workforce analysis
External supply analysis
Current workforce profile analysis
Supply forecasting
Forecast supply based on workforce age and turnover
Incorporating transfers and promotions patterns
Advanced modeling
Modeling internal movement and progression
8
9. Matching Supply & Demand
When supply forecasts are matched with estimated demand requirements, the
projections provide a simple indication of workforce number/skill surplus or deficit. The
Demand and Supply Summary Table below is a hypothetical example
Net Demand Net Supply Difference
Current
Occup.
W’Force 2 yrs 5 yrs 2 yrs 5 yrs
Group
(FTE) 1yr 1yr 2yr 5yr 1yr
S1 S2 S1 S2 S1 S2 S1 S2
Managers 19 19 19 22 15 17 18 16 11 -1 -3 -6 -4 -6
Engineers 123 123 120 150 105 115 102 77 9 -21 -43 -73 -96 -106
Scientists 117 120 120 120 115 115 95 72 12 -25 -48 -48 -103 -103
Para-prof. 294 290 280 312 260 280 266 241 191 -24 -39 -71 -69 -89
Admin/
56 55 50 40 40 25 54 52 46 -1 +2 +12 +6 +21
Clerical
Wages 193 190 135 160 60 80 189 184 173 -1 +49 +24 +113 +93
TOTAL 802 797 724 804 595 632 724 642 442 -73 -82 -162 -153 -190
9
11. Finding 1
Implementing workforce planning leads to the improvement
of a number of human capital and financial metrics.
Organisations are using a variety of methods to measure the
effectiveness of their workforce planning.
Compared to Emerging or Lagging organisations, Leading
organisations tend to disproportionately focus on five outcomes:
– Accuracy of forecasting efforts – both demand and supply
– Reduction in termination and attrition rates
– Reduction in talent gap, especially for critical positions
– Reduction in time-to-fill, especially for critical positions.
Key financial metrics that can be linked to workforce planning efforts,
such as revenue per FTE and profit per FTE.
11
12. Finding 2
Despite (or perhaps because of) difficult economic
conditions, investments in workforce planning are
expected to increase in the next 12 months.
Investments in workforce planning are expected to increase in the next 12
months:
– 17% of organisations expect significant increases
– 31% expect marginal increases.
100% of Leading organisations indicate workforce planning resourcing is
either expected to grow or remain the same.
Do you have the necessary workforce planning expertise in your
organisation?
The risk implication of this finding is that there will be a shortage in people with
the experience, competencies and capabilities to conduct workforce planning.
12
13. Finding 3
Leading organisations are far more likely to adjust their
workforce plans in response to changing economic
conditions.
74% of Leading organisations have revised their plans due to the
global economic crisis; 67% of Lagging organisations have not.
Indicative that the workforce plan is a true working strategy rather
than just a report that sits on the shelf.
13
14. Finding 4
Leading organisations are far more strategic in their
approach to recruitment, retention, and other key talent
management initiatives
Organisations that place a complete freeze on recruitment are
most likely to be Lagging organisations, with only 3% of Leading
organisations having done so.
Leading organisations use workforce planning to be much more
strategic in their approach to recruitment, using challenging
economic circumstances and favourable labour markets as a way
to cost effectively fill key talent gaps.
14
15. Finding 5
Leading organisations primarily invest in workforce planning
as a tool to support specific business strategies – not as a
tool to address workforce related issues.
Leading organisations were less motivated by HR related issues and
tended to cite reasons that were aligned with business issues and
overall business strategy.
For Leading Edge organisations, the top 3 motivators were:
– Business Growth
– Change in Business Strategy
– Shortage of Critical Skills.
For Leading Edge organisations, the bottom 3 motivators were:
– Downsizing
– Ageing Workforce
– High Labour Turnover.
15
16. Finding 6
Leading organisations are far more likely to implement
specific talent management initiatives as a result of their
workforce planning efforts.
Leading organisations consistently report implementing a greater
number, and most likely a broader range, of people initiatives:
– 59% have implemented at least four strategies
– 31% having implemented at least three strategies.
50% of Emerging organisations have not implemented any people
strategies at all.
Top 5 people initiatives Leading organisations are implementing:
– Retention strategies (75%)
– Attracting talent (75%)
– Extending existing and developing new career paths (75%)
– Partnering with schools, universities etc (56%)
– Increasing range of supply sources (44%).
16
17. Finding 7
Leading organisations are far more likely to use advanced
technologies in support of their workforce planning efforts.
Leading organisations are at least twice as likely to utilise a broader
range of tools as Lagging and Emerging organisations.
Lagging organisations are five times more likely than Leading
respondents to utilise no technology to automate their workforce
planning processes.
Excel Spreadsheets 251
Workforce Planning Tools 142
Recruiting/Staffing Tools 125
Business Intelligence/Analytical Tools 120
Succession Planning Tools 97
Talent Management Tools 84
None 39
Other 28
0 50 100 150 200 250 300
17
18. Finding 8
Leading organisations prioritise a different, more business
relevant, set of competencies needed for those involved in
workforce planning.
For Leading Edge organisations, the top 3 competencies needed
for workforce planners were:
– Knowledge of the business planning process
– Communication skills
– Analytical skills.
For Leading Edge organisations, the bottom 3 competencies for
workforce planners were:
– Knowledge of demand and supply forecasting techniques
– Determining position competencies
– Business Acumen.
18
19. Finding 9
Leading organisations continually push to improve the
business relevance of workforce planning – even to the point
of managing the process outside of HR
Overwhelmingly workforce planning is performed not for the sake
of HR, but for its value to the business.
Leading organisations are more likely to structure themselves for
success, having a much higher proportion of functions outside of
HR running their workforce planning processes.
Results show the least effective structure is the decentralised
process. This can translate to a lack of standards or cohesion of
the data and the process, and it appears to deliver the least
business value, the lowest reported level of competitive
advantage, and statistically, you are least likely to become a
Leading organisation.
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21. What workforce planning is not
• A commitment to future decisions
• Something that is done once and forgotten about – ―a box to tick‖
• A report to go on a shelf
• Something done just by HR
• The way to fill vacancies today – staffing or budgeting
• Analysis of every role and workforce issue across the organisation
• A perfect prediction of future workforce needs (especially numbers)
1 year 3 years 5+ years
Time
Staffing/Budgeting Workforce Planning
21
22. Evaluate the current workforce
to identify potential risks
Segment-specific talent reviews form an important part of demand
forecasting—estimating the quantity and quality of the future
workforce.
What job roles currently exist in your organisation?
Of those job roles which:
– Conduct the core business of the organisation?
– May become part of the core business under either scenario?
– Have had a high number of vacancies over the last 12 months?
– Have been difficult to fill?
– Require a long training time in order to develop the skills for the role?
– Have the largest number of staff?
Tip: Communicate how the risk of losing staff in your critical roles will
impact the business
22
23. With changes to the economy, it is
critical to create future scenarios
Scenarios are a framework for managing change and risk.
Develop alternative views of the future based on events outside of your
control:
– Issues for the whole workforce
– Issues for the Industry
– Issues for your Organisation.
Develop strategies for changing those things you can control.
Scenarios help us deal with the unknown.
Scenarios let us rehearse how we might adapt to future events today
(what if?).
They help us monitor the environment and look for weak signals.
23
24. Workforce Planning is a critical tool
in overall Talent Management
Career Management - Sleeper in Workforce Planning:
– 50-70% of employees will never be promoted
– 80-85% of employees will have a maximum of one promotion in the rest
of their career.
Less than 5% of the workforce (deep specialists) are in the same job
for more than 5 years.
Career = Positions + Projects + Placements.
New career paths build future competencies.
Emerging goal for many companies: career paths with four transfers for
every promotion:
– Career Path Ratio = 0.25
24
25. Workforce planning is increasingly
about risk management
Where are the gaps
In numbers between demand and supply?
In skills between demand and supply?
Between scenarios
Which are significant? What are the risks?
25
27. Research Findings
Finding #1
Workforce Planning is Best Managed Through a Centre of Excellence
Finding #2
Establishing a Workforce Planning Foundation Takes Time and Dedicated
Resources
Finding #3
The Focus of Workforce Planning
Finding #4
Establishing a Systematic Process
Finding #5
Building a Team with the Right People
27
28. Research Findings
Finding #6
The Focus of Workforce Planning
Finding #7
In Order for Workforce Planning to Be Successful, Organisations Need Active
Support from Senior Leaders
Finding #8
It’s About Organisational Success – Not Just People
Finding #9
Standards, Confidence, and Credibility Go Hand-in-hand With Successful
Workforce Planning
28
29. Research Findings
Finding #10
Leveraging Workforce Planning and Analytics Software Enables the Workforce
Planning Process
Finding #11
The Numbers Are a Critical Component of Successful Workforce Planning
Finding #12
Planning By Itself Isn’t Enough – Organisations Must Continually Measure the
Results of Their Actions
29