Strategic Workforce Planning & Talent Management · Strategic Workforce Planning: what and how ... Operational Excellence Operational ... entrepeneurship Moderate level
Post on 15-Apr-2018
218 Views
Preview:
Transcript
Strategic Workforce Planning & Talent Management
Seminar & Exposition 2015
Dr. Gerard Evers
Strategic Workforce Planning: what and how
AHRA Seminar SWP & TM
Dr. Gerard Evers Oktober 23 2015
08.45-09.15
Aruba
Dr. Gerard Evers• Professor in Human Capital Valuation • Econometrician • Editor of several HR-journals • Director EuroHRM
Tilburgseweg 117 5051 AC Goirle gerard@eurohrm.nl 00316 53465225
Several books on HR planning
1993: HR3P 1999: strategy 2014: scenarios
Headlines
• WHY – Why SWP ?
• HOW – processes, data
• WHAT – Products, tools, instruments
6http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=nl
Wake-up call: understanding the importance
What will be important developments in the next years?
• Ageing and labour market consequences • Vitality, sustainable employability • Wage costs, budget steering • Flexibility and income/work security • Please add your own…
Strategic Organisation Policy
Strategic HR-Policy
PIOFACH: people, import,
organisation, finance,
automation, communication,
housing.
Strategic HR Planning
(1)
(2)
(3)
(4)
If you don’t know where you are going, any road will take you there Lewis Caroll, “Alice in Wonderland”
10
Now
Future
Formation Actual workforce
Desired formation
Vis
ieio
n, m
issi
on,
stra
tegy
, E
nviro
nmen
t, et
c.
K³R
Dynam
iek IDU
DemandInternal
Expected workforce
Cocktail of policies,
instruments and actions
ScenarioScenario
Gaps
Vacancy Abundancy
ExternalSupply
K³RK³R
K³R
Policy discussion
- Quantity - Quality - Costs - Flexibility
K³R =
Scenario
automation, outsourcing
Recruitment training, mobility
flexpool, etc
Ageing Mobility School leavers Business cycle Etc.
1
4
25
637
8
SWP building stones
SWP = K3R = chess on 4 boards
1. Right size: quantitative (hands) 2. Right shape: qualitative (brains) 3. Right costs: costs (dollars, euro’s) 4. Right agility: flexibility
But it should be consumable…
SWP, Procrustes and tailor-made
• Many experiences in over 300 organisations. Differences in complexity and in degree of pragmatism. Anything goes….
• SWP should not become a Procrustes’ bed.
• SWP is tailor-made work.
Proces Data Product
SWP and proces
• Support from line managers and finance departments.
• Position in Planning & Control cyclus
• Position in HR-cyclus
14
Generic SWP (environment, scenarios, strategy, budgets Consolidating decentral outcomes and aggregate to organisation level Projectmanagement (planning, communication, support)
SWP decentral Translate central to decentral, finetuning, operationalisation
Cen
tral
Dec
entr
al
Combination central and decentral
SPP and data
• How can you find, process and analyse relevant data? Cross-sectional and also longitudinal?
• How can you combine HR data with financial data and other Big Data…
• How to combine quantitative and qualitative data (like fleet test)
What do you see in the data?
16
SWP and product• Relation with organisation strategy: scenario’s and
positioning
• Present formation, PFM, job title mix
• Fleet test / HR3P
• Models for future labour supply • Models for future labour demand • Simulation models with possible variants
How to determine future formation (your future dream team)
At the level of job titles, there are 5 techniques:
• Extrapolation • Proportional cutting (Dutch: kaasschaaf) • Elbow-Machiavellism: hawks and doves • Via the product-dimension (U-turn) • Idem, including several scenario’s
Present formation: γνῶθι σεαυτόν (gnothi seauton)
• What do we produce: core tasks and products?
• Who contributes labour for this (primary job titles, not overhead)?
• How do you produce each product, with how much labour (job title mix)?
Products/Job title Matrix (2015)
product Job title A Job title B Job title C Total # hours
Product 1 7.000 64.000 16.000 87.000
Product 2 28.000 16.000 20.000 64.000
Product 3 35.000 0 4.000 39.000
total 70.000 80.000 40.000 190.000
WHAT
WHO
HOW
SWP : Metrics & Analytics
What, who, how: the present machinery (Metrics);
What if… SWP simulates also future possibilities (Analytics).
Scenario’s: not SWOT but TOWS
• Analyse outside-in • Strategy: plan A, B, C, D, instead of “JWWH”
• Future is not predictable, however it is imaginable
What will be the effects on product volumes?
Strategy and positioning
Operational Excellence
Operational Excellence
Customer Intimacy
Customer Intimacy
Product Leadership
Product Leadership
What should be effects for desired future job title mix?
The U-turn and steering wheels
l
Net hours per job title
2015
Job title mix 2015
Desired job title -mix
2018
Products 2015 Products 2018
Net hours per job title, 2018
3
2
4
5
6
FTE per job title 2015
Desired FTE per job title 2018
Present GNT
New desired GNT
1 8
PJT 2015
7
?????
3
Scenarios1
2
3
Building stone 4
Information about size and characteristics of the actual workforce
Also its quality, costs and agility
And about its dynamics (Inflow, Throughflow, Outflow)
Quality: the Fleet test
Evers (1993), HR3P, the HR Performance-Potential-Portfolio approach
The HR3P – matrix Present performance
potential bad moderate fine excellent
No potential Peter, Sharita
Susan, Dick
Mary, Patricia
Henk & Ingrid
Moderate potential
Ayla, Pip Irene Florence
Alice, Chuck
Good potential
Sven Tommy
Excellent potential
Jacques Geert-Jan, Jorieke
27
HR3P
underperformers 31% diesels 44%
question marks 5% stars 20%
Performancelevel low high
low
high
Potential
28
Building Stone 7: Expected gaps
1. What will be gaps within 3-5 years?
2. Make a distinction between quantitative gaps, qualitative gaps, cost gaps and agility gaps.
Example gap analysis
dimension Desired formation Expected workforce
solutions
quantitative 400 fte 500 persons; 350 fte
qualitative High on entrepeneurship
Moderate level
costs 30 mln 28 mln
flexibility 80 fte temporary 20 fte temporary
Building Stone 8: Solutions
1. SWP is self-denying prophecy
2. Cocktail: several instruments available. 3. Rubik-puzzle
32
With SWP, there is a picture
“Key-players” • Retention plan:
• MD • Compensation, bonus • Training
“To be moved” • Assess potential • Development plans • Mobility plan • Outplacement
“Present core” • Assess potential • Development plans • Mobility plan • Outplacement plan
“Prospects” • Recruitment program • Training • Collaboration with external suppliers“Unused potential”
• Alternative employment • Temporary detachment • Retention policy
“temporary forces” • short term contracts • detached workers from elsewhere
“Most wanted” • Recruitment • MD/TD • Training
Needed in future
Now present
Now needed
1
2
3
4
5
7
6
top related