Strategic Workforce Planning Monday 20 June :15-17:15

Transcription

1 Strategic Workforce Planning Monday 20 June :15-17:15 Moderator: Barry Asin, President, Staffing Industry Analysts Panellists: Trevor Holden, Chief Executive, Luton Borough Council Joan Pennington, Head of Talent Management, Benelux, Mercer Julia Robertson, Chief Executive, Impellam Group UK and Europe Staffing Alexia Röell, HR Director Europe, Wolters Kluwer

2 Session Agenda Introduction and setting the scene Strategic workforce planning overview Workforce planning and contingent work in practice Questions and Discussion

3 The Median Large Company Estimated at 10% of Workforce Contingent Large Buyer Median Estimate of Percent of Workforce Contingent 10% 10% 10% 7% Europe Source: SIA Contingent Workforce Manager Survey

4 Some Questions Raised How did we end up at 10% contingent? What is the right percent contingent for my business? How does that vary by skill, business unit, geography, etc? What should it look like in the future? How does this fit with my organizations overall workforce plan?

5 Contingent Workforce Planning Becoming a Priority for Companies Percent of Buyers Planning Supplier Management Strategies within 2 Years CW planning in strategic planning Including SOW/consultants in CW program Try new suppliers Global CW management Independent contractor compliance prog. Supplier tiering list Consolidating suppliers Increase minority supplier use Recruitment Process Outsourcing Human Resources Outsourcing Vendor Management System Master supplier Managed Service Provider Significant use of offshoring Approved supplier list 57% 49% 46% 38% 34% 30% 29% 28% 20% 20% 16% 16% 15% 15% 15% Source: SIA 2010 Contingent Workforce Manager Survey

6 Contingent Labor Level Determines How Closely Workforce Follows Demand Curve

7 Contingent Labor Level Determines How Closely Workforce Follows Demand Curve

8 Contingent Labor Level Determines How Closely Workforce Follows Demand Curve

9 Strategic Workforce Planning Overview Joan Pennington Head of Talent Management, Benelux, Mercer

10 Organizations today face conflicting demands and tough choices Have talent surpluses in some areas Value and seek diversity Want less hierarchy Have scarce rewards and and and and talent shortages in other areas benefit from a single, cohesive culture place growing emphasis on leadership need to retain top talent Emphasize workforce segmentation Need greater workforce performance and and need to keep all employees engaged have fewer resources to drive it

11 Strategic Workforce Planning is... the business capability to identify based on the business strategy the supply and demand of roles and capabilities both current and in the future and to determine optimal solution to close identified gaps in workforce quantity, quality, timing, and location.

12 Maturity of Workforce Planning Level 4 Human capital planning Level 3 Strategic workforce planning Level 2 Workforce analytics Level 1 Budget driven headcount planning Mercer / The Conference Board, 2006; 2010

13 Workforce Planning Process Summary Analysis Solutions Strategic Setting I Current & Future Workforce II Criticality of Roles & Skills III Competency / Productivity Gaps QUANTITY QUALITY LOCATION Recruit Develop Redeploy Turnover / Exit Partner / Joint Venture In-source Feasibility Business Case Value Cost/Invest Timing Risks Workforce Plan IV Internal / External Labour Markets Out-task / Sub-contract Co- / Out-source / Contingent

14 Strategic Workforce Planning Monday 20 June :15-17:15 Moderator: Barry Asin, President, Staffing Industry Analysts Panellists: Trevor Holden, Chief Executive, Luton Borough Council Joan Pennington, Head of Talent Management Benelux, Mercer Julia Robertson, Chief Executive, Impellam Group UK and Europe Staffing Alexia Röell, HR Director Europe, Wolters Kluwer

15 Workforce Mix Action Matrix

16 Questions and Open Discussion

17 Workforce Mix Modeling White Paper What mix of contingents and traditional employees in specific areas produces lowest total workforce cost? A model to help determine which positions should be contingent vs. traditional workers