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University SectorDrivers for more strategic workforce management
• Difficulty attracting• Highly mobile workforce
(Gen X, Y and Z)• Loss of talent to
professional practice
• Differentiating as an employer• Inspiring leadership needed to attract talent• Casualisation of workforce• Ability to attract research funding and best
• Shared view on critical workforcesegments, capabilities + gaps
• Predictive models and scenarios
• Integrated in organisation strategyprocess
• Organisation-wide governance (e.g.COE for Analytics and Planning)
OPERATIONALSTRATEGIC
Maturity of Workforce Planning & AnalyticsDifferent levels of maturity in organisations
MERCER 14November 6, 2013 14
2013 Mercer Research with the World Economic Forum (WEF)GLOBAL GOOD PRACTICE REPORT
MERCER 15November 6, 2013 15 15
2013 Mercer Research with the World Economic Forum (WEF)TALENT INVESTMENT RISING
FEW HAVE HIGHLY EFFECTIVE TALENT PLANS
MERCER 16November 6, 2013
61% of universities have a strategic workforce plan
PREVALENCE OF A WORKFORCE PLANNING STRATEGY
MERCER 17November 6, 2013
Of those that have a plan, most have a time horizon of 1-5 years
PERIOD COVERED IN A WORKFORCE PLAN
MERCER 18November 6, 2013
Workforce planning strategies are heavily dependent onstudent demand for courses
CONSIDERATIONS WHEN DEVISING A WORKFORCE PLANNING STRATEGY
MERCER 19November 6, 2013
The Analytics Journey
MERCER 20November 6, 2013
Survey participants
UNIVERSITY BASE NUMBER OF FTE
*Other: includes universities in New Zealand
MERCER 21November 6, 2013
Reactivechecks
Simulations& forecasting
Correlations
BenchmarksOn-goingreports
Causalmodeling
Anecdotes
Measurement continuum
Moving from ‘I Think’ To ‘I Know’
Leastpowerful
Mostpowerful
MERCER
22Mor
eSo
phis
ticat
ion
Less
50% of universities mostfrequently use basic workforceanalytics.The remaining 50% useexternal or internalbenchmarking.No universities are using moreadvanced analytics
CURRENT ANALYTICS
Basic analytics such as ongoing headcount/turnover reportsare most frequently used
MERCER 23
Projections and forecasts are approaches that will enableuniversities to make better workforce decisions
Mor
eSo
phis
ticat
ion
Less
Better workforce decisions aremade as a result of moresophisticated workforceanalytics such as futureforecasts and projectionsbased on current data
WORKFORCE PLANNING
MERCER 24
Vice Chancellors and Senior Executives, Managers and HR areall interested in the use of workforce analytics
INTEREST
Survey participants stronglyagree that HR leaders andSenior Executives and VCsare interested in workforceanalytics (e.g. projections,simulations, predictivemodelling)
MERCER 25
HR functions have the skills to conduct basic analytics
Basic Analytics
SophisticatedAnalytics
HR SKILLS
• Most HR functions have the skills and capabilities to conduct basic workforce analytics such as ongoingreports and benchmarks
• However, many lack the skills to perform sophisticated skills such as projections, simulations and predictivemodelling
Strongly disagree
MERCER 26
Workforce analysis is generally completed by aCentre of Excellence (CoE) consisting of ~0.5 – 2 FTEs
RESOURCING
23% haveworkforceanalyticsdecentralisedthroughoutthe university
9% are currentlydecentralised but haveplans for COEwithin 12 months
68% of universities completeworkforce analysisin a Centre of Excellence
76% of universities have 0.5– 2 FTE responsible forworkforce related analysis
4% of universities have0 FTE responsible forworkforce analysis16% of universities
have 3 – 5 FTE inworkforce analysis
4% of universities have6 - 10 FTE responsiblefor workforce analysis
MERCER 27
Universities want to use workforce analytics to supportworkforce planning and drive efficiency gains
REASONS FOR FUTURE USE OF WORKFORCE ANALYTICS
MERCER 28
FOUNDATIONAL ADVANCED
Output
Information
Uses
Tools
Counts, rates, and tabulations
WHAT is happening:What is our turnover rate?How many promotions didwe make?What are spans of control?What is current productivity?
Reporting (internal and external)Tracking progress toward goalsMonitoring trends
Business intelligence
Proven cause-and-effectrelationships
WHY | HOW to change it:Why do people quit?What experiences are linked toadvancement?What are optimal spans?How can productivity increase?
Analyse alignmentInforming policy decisionsDirection to achieve goals
Statistical modeling techniques
The Journey: Two Categories of Measurement
MERCER 29
• Every organisation has aninternal labour market –either by design or default
• People come in, advance,and leave
• Employees play to theorganisation’s values……rules…rewards
Percentage difference in probability of voluntary turnover next year
More likely to quitLess likely to quit
Turnover Drivers AnalysisImportance of lateral movement, supervision, and performance
No effect
The models on which these results are based control for individual attributes and organisational factors. All effects are significant at the 5% level unless otherwisenoted. Models account for Departments, Grades and Job Families. *The effect is significant at the 10% level.
MERCER 36
-64%
-30%
-22%
14%
30%
46%
68%
93%
137%
176%
-100% -50% 0% 50% 100% 150% 200%
Promoted this year
Annual salary (€10k+)
General experience/age (5+ yrs)
Changed job or job family (within grd)
Tenure
Level to supervisor (1+)
Supervisor's own span (2+ Ees)
Took management training
Rating: Outstand vs. Satisfactory
Rating: Excellent vs. Satisfactory
Changed Department (same grade)
Supervisor vs. Individual Contributor
Percentage difference in probability of promotion next year
More likely to be promotedLess likely to be promoted
The models on which these results are based control for individual attributes and organisational factors. All effects are significant at the 5% level unless otherwisenoted. Models account for Departments, Grades and Job Families. *The effect is significant at the 10% level.
Progression Drivers AnalysisMobility & supervision also strongly linked to employee success
MERCER 37
BUILD HR Strategy
Workforce Planning & Analytics
RUN Employee Lifecycle Management
Recruitment,Selection
&Onboarding
Compensation&
Benefits
PerformanceManagement
Administration (Payroll, Employee Benefits, Time Mgmt, Mobility, etc.)
Development&
Mobility
Retention&
Exit Mgmt
Talent Management
SWFP &analytics waskey input to
align programsalong theemployeelifecycle
SUSTAIN Communication, Change Management, Organisational Development
SUPPORTOrganisation & Roles HRIS (eHR)
Summary of InsightsImpact on rewards, mobility, development and communication
MERCER 38
The crux of workforce planning is enquiry, not justnumber crunching.
You need both broad directional insights and granulardetails about your workforce.
Your workforce plan should tell a story. Even basicanalysis can provide some clarity. Leverage the datayou’ve already got.
Make process and tools simple and efficient to use, andfind the right people (skills) to support the process.
Workforce planning is not an “event”; build capabilitiesover time; don’t do it all at once.
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4
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5
Closing thoughts and lessons learned
MERCER 39
Principal, Human Capital Strategy &Workforce Planning Leader, Pacific