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1 © 2014 Visier™ © 2014 Visier™
Operational Workforce Planning: Optimizing Talent and Maximizing Profitability
Mollie Lombardi Vice President, Principal Analyst, Aberdeen Group
Dave Weisbeck
Chief Strategy Officer, Visier
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WORKFORCE ANALYTICS AND PLANNING. SMART. INTUITIVE. COMPLETE.
OPERATIONAL WORKFORCE PLANNING:
OPTIMIZING TALENT AND MAXIMIZING PROFITABILITY
Mollie Lombardi Vice President, Principal Analyst
Aberdeen Group
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DRAWN FROM OUR WORLD CLASS RESEARCH
• Studying hundreds of organizations and their strategies
• Covering a wide variety of industries and geographies
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ABERDEEN’S METHODOLOGY END-USER INVESTIGATION: PACE FRAMEWORK
Pressures
Internal and external forces that impact the organization’s
market position, competitiveness this, or business
operations
Actions
Strategic approaches that an organization
takes in response to Pressures
Capabilities
Business competencies
required to execute
corporate strategic Actions
Enablers
Key technology solutions
required to support the
organization’s Capabilities
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Affordable Care Act
Reporting and Transparency
Wage and Hour Regulations
Skill Shortages
Labor Costs Big Data
Engagement
It’s a complex world…
Unions
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WORKFORCE PLANNING IS DRIVING WORKFORCE MANAGEMENT
Source: Aberdeen Group, Workforce Management 2014, May 2014
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54% of organizations still have manual or spreadsheet-based workforce planning capabilities
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POLL QUESTION
• Which of the following best describes your current workforce planning efforts? a) Tactical: scheduling based on short-term workforce needs b) Headcount focused: planning for how many people will
be added to the business c) Gap focused: based on required workforce skills and
competencies d) Scenario focused: modeling multiple anticipated future
workforce and business scenarios e) No formal workforce planning in place, but we plan on an
informal, ad-hoc basis
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TOOLS AND CAPABILITIES
Source: Aberdeen Group, Workforce Management 2014, May 2014
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AUTOMATION IMPACTS WORKFORCE PLANNING FOCUS
Source: Aberdeen Group, Workforce Management 2014, May 2014
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“Never Waste a Good Crisis!”
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SKILLS, CAPABILITY AND COST ARE TOP OF MIND
Source: Aberdeen Group, HCM Trends 2014, January 2014
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ENABLING A CRITICAL EYE FOR TALENT
Source: Aberdeen Group, HCM Trends 2014, January 2014
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LAYERS OF WORKFORCE PLANNING
• Short-term scheduling -- looking ahead days and weeks
• Operational workforce planning -- near-term planning for skills, capabilities, and staffing requirements
• Strategic workforce planning -- looking out 18 months or longer and planning for future business needs
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OWNERSHIP SHIFTS
Source: Aberdeen Group, Workforce Management 2014, May 2014
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Necessary but not
Sufficient
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IT’S ALL CONNECTED
Time & Attendance Tracking and reporting
what happened
Scheduling Planning to properly implement strategy
Absence Avoiding long-term
problems
Talent Acquisition Finding the staff to fulfill
strategy
Development The right number of people with the right
skills
Retention & Engagement
Keeping staff and customers
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POLL QUESTION
• What is your organization’s most important use for workforce planning data? a) Feeding into the recruiting process
b) Guiding learning and development
c) Informing business unit strategy
d) Feeding into the succession planning process
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WHERE WORKFORCE PLANNING DATA IS USED
Source: Aberdeen Group, Workforce Management 2014, May 2014
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“Show Me the Money!”
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TOOLS ARE STILL LACKING
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AUTOMATION DRIVES RESPONSIVENESS
Source: Aberdeen Group, Workforce Management 2014, May 2014
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BEST-IN-CLASS ORGANIZATIONS INTEGRATE FINANCE AND HCM DATA
52%
35%29%
0%
20%
40%
60%
Ability to integrate data between ERP andfinancial and Human Capital Management (HCM)
applicationsPercen
tage of R
espo
nden
ts, n = 239
Best-‐in-‐Class Industry Average Laggard
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UNIFIED VIEWS ENABLE PLANNING, COMPLIANCE, AND AGILITY
57%64%
52%67%
37%22% 28% 27% 30%
22%
0%
20%
40%
60%
80%
Real-‐timecollaboration
acrossdepartmentsand divisions
Unified view oflabor costs andworkforce data
Ability toscheduleworkforcebased on
production /service needs
Ability tomonitorregulatorycompliance
Ability to easilytailor solutionto supportbusinesschangePe
rcen
tage of R
espo
nden
ts, n = 239 HR / Finance No HR / Finance
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INTEGRATED SYSTEMS MEAN INTEGRATED DECISIONS
68%78%
38%
62%
30%36%
0%10%20%30%40%50%60%70%80%90%
Integrated business applicationsserve as a complete and auditable
system of record
Ability to integrate and alignrevenue forecasts with cost
forecastsPercen
tage of R
espo
nden
ts, n = 167
Best-‐in-‐Class Industry Average Laggard
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“No Business Plan Without a
Workforce Plan”
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THE HR LEADER OF THE FUTURE: CONNECTING THE BUSINESS
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CAN WORKFORCE IMPACT ON BUSINESS METRICS BE MEASURED?
Source: Aberdeen Group, HCM Trends 2014, January 2014
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BARRIERS TO BEING MORE STRATEGIC
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INVEST IN QUALITY
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INTEGRATE DATA TO FINE TUNE THE DECISION ENGINE
THANK YOU
For more information on this and other topics, please visit aberdeen.com
@mollielombardi
www.linkedin.com/in/mollielombardi/
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" Mollie Lombardi, Vice President, Principal Analyst, Aberdeen Group § [email protected]
" Dave Weisbeck, Chief Strategy Officer, Visier § [email protected]
" For additional resources, including papers and research reports, visit
www.visier.com
Q&A
