STRATEGIC WORKFORCE PLANNING:

THE KEY TO ORGANISATIONAL

SUCCESS

Ron Thomas

CEO, Great Place to Work - Gulf

Questions

What is happening?

Why is it happening?

What effect is it having on our organization?

What is happening within our organization that is affecting our ability to perform or reach new goals?

What options do we have to improve our position?

Analytics in use

Financial Services: Credit scoring, Fraud detection & Underwriting

Retail-Marketing promotions, inventory, demand forecasting

Manufacturing-Supply Chain optimization

Hospitality-pricing, customer loyalty and yield management

Transportation-Scheduling, routing and yield optimization

HR??????

What is your DNA?

Individual

1. Gender

2. Age

3. Ethnicity

4. Geography

5. Salary

6. years of experience

7. Education

8. Skill Set

Organizational 1. Region

2. Division

3. Work Unit

4. Function

5. Level

6. Geography

7. Product Line

8. New Skill Set

Enhancing workforce performance

1.An adaptable workforce that can rapidly respond to changes in the outside market

2.Leadership to guide individuals through change and deliver results

3.An integrated talent management model using data and information to deliver strategic insights and measure success.

Needs for the New Global Economy

1.Developing an adaptable workforce

– A critical capability

2.Revealing the leadership gap –

Future growth at risk

3.Cracking the code for talent

4.Driving growth through workforce

analytics.

Developing an adaptable workforce –

A critical capability

1.Predicting the future skill requirements

2.Effectively identify and locate experts

3.Collaborate across their organizations,

connecting individuals and groups that

are separated by organizational

boundaries, time zones and cultures.

Leadership gap – Future growth at risk

1.75% of surveyed see developing future leaders as a critical issue.

2.Identify, develop and empower the next generation of leaders

3.Broad range of opportunities from across the organization

4.Matching potential leaders with mentors early in their career

Cracking the code for talent

1.Ease and speed to change jobs

2.4.5 years per job

3.Different expectation of workforce levels

4.Focus on the employee-lifecycle

5.Segmenting and targeting talent

6.Alternative labor pools

7.Corporate alumni

8.Social Networking

Driving Growth through Workforce

Analytics

1. HR and the business units to engage

2. 2-way ongoing dialogue about strategic workforce investments and transformation programs.

3. Linking human capital information with data from Sales, Finance and other related departments

Employee Engagement

1.Workplace culture is the key to

business success.

2.Where are your engagement levels

headed?

3.Companies who focus on culture

experience 246% more employment

growth and level of talent

Companies who focus on culture experience:

Revenue Growth x4.1

Stock Price Growth +827%

Net Income +756%

Sales Per Employee +13%

Return on Investment x15

Major Themes of Analytics

Become more data-driven in our actions and decisions.

Guide our organizations to build on success and become more effective.

Build “meaningful” analytics and not measure what is convenient or easy to measure.

Focus on practical uses, real world examples and outcomes, not abstract or conceptual treatments of human capital analytics.

The HR Analytics Journey

Anecdotes

Benchmarks

Predictive Analysis

Correlations

Optimization

The Finished Model

Connection People and Business

Outcomes

Establish data-driven, HR Business Model

Cross Functional approach

Tying engagement to financial impact

Employee Engagement

Customer satisfaction

Reduction in accident and shrinkage rates

EE+ME+Customer Satisfaction

Sales increased

Reduction in shrink

Examples In Action

Branch Manager Toolbook • Measure the business impact of 2 learning modules • High Potentials performing below expectations • Determine the link between learning outcomes and strategic factors

affecting bank • Business Impact: Demand Deposit & Consumer loan

• ROI results were triple digits

Was training the factor? • Trained consultants outsold untrained by 35 vehicles per

year. • Does training increase retention of sales consultants • Business case for dealers to send consultants for training • 15.6 vehicles were attributable to training

Building Meaningful Analytics

Examples In Action

Building Meaningful Analytics

Maximizing Performance • Build a culture of achievement: alignment

among multiple brands • Foundation was the engagement Survey

The Value of Stability • A surprising finding that opportunity was

limited for engineers who stayed with the same manager for more than 3 years

The Impact of a Decline in Unwanted Turnover • The annual drop of unwanted turnover by 1%

equates to a savings of $400 million to the firm.

Examples In Action

Building Meaningful Analytics

Talent Sourcing • MBAs from mid-western universities

have a higher quality of hire.

The Value of Networks • IBM found that employees who enjoyed a larger

professional network had increased productivity.

The Value of the Blogosphere… • Bloggers were more engaged and productive

—performed about 10% better than average.

Insert Cognizant Logo

Insert IBM Logo

Examples In Action

Building Meaningful Analytics

Insert Caesar's Logo

The Value of Benefits • Caesar's found the true value of its health and wellness

programs • Significant decreases in absenteeism and increases in

engagement, and preventive care visits… saving millions of dollars

HR Practices Linked to Safety and Sales • Higher human capital practices led to improved safety

in plants and stronger sales results in sales offices

The Value of Engagement • Sysco’s operating units with highly satisfied employees

had lower costs, reduced turnover, higher customer satisfaction, and higher revenues.

The Six to Eight Measures

Building Meaningful Analytics

Retirement eligibility for the role of petroleum engineer by location

Depth of pipeline for the role of petroleum engineer

Depth of feeder positions for petroleum engineers

Time to proficiency for petroleum engineers

% of petroleum engineers in the employee referral program

Size of candidate backlog for petroleum engineers

% of petroleum engineers serving as mentors for junior engineers

Number of action learning teams with senior and junior engineers

Q & A

THANK YOU