Strategic Workforce Planning: Adopting a Best Practice Approach in a Rapidly Changing Workplace Including Digital Disruption

Transcription

1 Strategic Workforce Planning: Adopting a Best Practice Approach in a Rapidly Changing Workplace Including Digital Disruption A 1 Day Workshop: Tuesday, 20 March 2018 Location: SABPP Office, 223 Jan Smuts Avenue, Rosebank Johannesburg Time: 08:30 16:30 About the Presenter: Colin Beames Colin Beames, B.Eng, BA, MBA, Corporate Psychologist Managing Director, Advanced Workforce Strategies based in Melbourne, Australia International speaker and presenter at conferences and workshops on Strategic Workforce Planning including Australia, SE Asia, UK, South Africa, New Zealand Global thought leader and consultant in Strategic Workforce Planning, Human Capital, and Digital Disruption and Workforce Transformation Author of Aligning Workforce and Business Strategies: Mobilising the 21st Century Workforce, published 2013, as well as numerous white papers on Strategic Workforce Planning, Identifying Critical Roles and People Management Practices Over 25 years of experience as a business focused corporate psychologist and management consultant across a wide variety of industries Expert areas include: strategic workforce planning, human capital measurement and reporting, workforce segmentation, critical role identification, employment strategies, engagement, retention, career development, HR analytics, workforce risk management 2017, Colin Beames 1

2 Why You Should Not Miss this Event Many organisations are experiencing disruptions to their world of work as a result of a tectonic shift that is just as dramatic as industrialisation and urbanisation. Technological advances are unprecedented in their velocity, scale and impact, transforming products, channels and operations leading to an extraordinary rate of innovation in products and services. More companies are going digital and business models are shifting with this digital transformation. It is mission-critical to anticipate how changing strategies and business models will alter an organisation s workforce requirements. This changing nature of business models combined with the changing nature of work, and the changing nature of the worker, is presenting new challenges for human resource management and global business strategy. There is a growing need for organisations to adopt a more strategic approach to managing their workforce. The business case for doing so, incorporating HR analytics for evidenced-based people decisions, would appear to be overwhelming. The people factor is typically the highest cost item in the budget and the single largest driver of business outcomes. However, many organisations are struggling with meeting these emerging needs. Key questions arise such as: What are the key steps in digital workforce transformation? What constitutes the essence of a workforce strategy? How exactly are the workforce and business strategies aligned? How should the workforce best be segmented and configured? How can make, buy and critical roles be identified? How can HR analytics deliver new workforce insights, identify risk and enhance people making decisions? In this workshop, we will explore how companies can approach strategic workforce planning in a practical, effective way, based on latest research and thought leadership. Delegates will come away with a wealth of knowledge on how to better manage their most vital intangible asset their people. They will emerge with new insights that will fundamentally change the way that they make decisions about their workforce. 2017, Colin Beames 2

3 Testimonials Colin Beames is a global thought leader in strategic workforce planning. He designed and presented a SWP workshop that was over subscribed and attracted a record attendance for our workshop events with approximately 170 participants registered. The rich content presented in this workshop was significantly more advanced than typically what currently has existed on this subject it is truly cutting edge. Colin has cleverly combined a number of research based human capital models into an integrated and holistic package that addresses the challenges of contemporary workforce strategy management and planning. He has given the term strategy a deeper meaning by adding substance to the rhetoric of strategic workforce planning and aligning workforce and business strategies. Colin also has exposed the limitations of some traditional approaches and models in strategic workforce planning with the introduction of his AWS Skills-Based Workforce Segmentation Model and emphasis on understanding the characteristics of roles. He was able to fully engage and stimulate his audience over the day by his presentation style, and use of case studies and activities that illustrated the application of his strategic workforce planning approach all of which consolidated the learnings. All of this resulted in one of our most successful events. I would unreservedly recommend Colin Beames and the AWS strategic workforce planning approach to any HR senior professional seeking to become more strategic, more business focused, exert greater impact on their organisation, and to manage their workforce more effectively. Mike Haffenden, Director, Corporate Research Forum Colin Beames has developed some unique models for holistic approaches to Strategic Workforce Planning. These include the identification of those roles in an organisation that are strategically critical. He has developed presentation, analytical and interactive materials that form a sound and professional platform for engaging workshops and internal consultancy. Together with his excellent books he has established himself as a global expert in this field. Andrew Mayo, Professor of Human Capital Management at Middlesex University, Executive Board Member HR Society, UK I worked closely with Colin Beames (Advanced Workforce Strategies) when he was recently engaged by Celcom in Kuala Lumpur to advise the organisation on issues of strategic workforce planning, workforce segmentation and reconfiguration. Colin interviewed all of the senior executives and ran workshops for both the Managers and HR professionals as part of an education and training program for those groups. 2017, Colin Beames 3

4 After having searched the market to determine what other consultants offer, I found Advanced Workforce Strategies models and thought leadership to be truly cutting edge. Using the AWS Skills Segmentation Model, we were able to gain some very valuable workforce insights including developing strategies and interventions towards addressing some labour management issues. This resulted in some significant labour cost savings for the organisation, as well as paving way for out-of-the-box workforce solutions. Iqbal Hassan - Head, HR Strategy & Analytics, Celcom Axiata Berhad Colin Beames ran a workshop on Strategic Workforce Planning for approximately 15 of our senior HR professionals during his UK visit in This workshop was well received and stimulated lively interest and discussion amongst our group. In particular the skills based workforce segmentation model that Colin has developed offers some new insights and understandings on roles including the identification of Critical Roles. Combined with a number of other human capital models and their application, Colin has taken Strategic Workforce Planning to a heightened level of thought leadership and sophistication. By using Colin's methodology to sharpen our focus on Critical Roles and combining it with retention risk analytics, we were able to increase retention of this key population (VP and above) from 85% to 99% in one year. Using even the most conservative estimate of 100k per person cost of loss, that equates to GBP1.5m of savings in one year. A more realistic estimate to include cost of replacement, loss of productivity, loss of knowledge would put the saving closer to GBP10m. Richard Cleverly, Global Head of Talent and Development at Thomson Reuters IAG is undergoing digital workforce transformation. We searched the market and spoke to many SWP Consultants with one provider being a stand out Advanced Workforce Strategies. We have now adopted their skills-based workforce segmentation model to better understand our workforce and the relative importance of roles to our business including make, buy, and critical roles. Matthew Coleman, Senior Consultant, Enterprise P&C, Strategic Workforce Planning at IAG 2017, Colin Beames 4

5 Workshop Objective The workshop objective is to: Provide an integrated framework for linking your business strategy and workforce strategy, including developing a strategic workforce plan and associated HR people measures and analytics, to inform on the same. Workshop Benefits This workshop provides concepts and value on an elevated plane, presenting new opportunities for Organisational Psychologists, Business Executives and HR Professionals. Participants will acquire new knowledge about: Understanding the four key trends impacting the changing nature of work and workers; Digital disruption, changing business models, digital workforce transformation and the implications for strategic workforce planning; Understanding the business case for strategic workforce planning and HR analytics; Adopting a model for building human capital, including its measurement, reporting and review; Aligning workforce and business strategies by linking the importance of roles to the strengthening of critical organisational capabilities and core competencies; Adopting best practice in segmenting and configuring your workforce, based on the most prominent conceptual model of HRM architecture; Categorising roles (including the identification of critical roles, specialist roles, make versus buy roles, roles suitable for outsourcing, etc.); Moving from a "one size fits all" approach to applying differentiated HR policies to the importance of various roles to business outcomes the essence of a workforce strategy; Maximising the ROI on your people; Profiling the Employment Value Proposition (EVP) for various roles, based on a model of the psychological contract; Providing the necessary workforce intelligence to understand, measure and monitor the effect of talent decisions on the business; Using HR data to provide deeper workforce insights and make evidenced based decisions; Understanding the process for developing a strategic workforce plan. 2017, Colin Beames 5

6 Workshop Outcomes Workshop participants will come away with a wealth of knowledge on how to better manage their most vital intangible asset their people. They will emerge with new insights that will fundamentally change the way that they make decisions about their workforce. In addition, participants will have the opportunity to network and learn with other peers from diverse industries with keen insights and valuable experiences. Workshop Design and Content The design of this workshop incorporates the following models and concepts: The 5 ways to build human capital; The 3 types of capabilities/competencies from organisational through to individual; Segmenting and categorising roles according to a skills based model (i.e., skills value and skills uniqueness) - the most prominent conceptual model in the theory of HRM architecture; The psychological contract (or employer/employee relationship) and its relevance to profiling the Employment Value Proposition (EVP); The people data cube for categorising, analysing and reporting the 3 types of human capital data (i.e. HR analytics). The approach combines education and application, including an interactive format, exercises and activities. Workshop Outline Module 1: Workforce trends including digital disruption Analysing the 4 key trends shaping the future of work Digitisation: What it is, what it means and its impact on organisations, jobs and people Common misconceptions about innovation and technology Developing a digital workplace strategy Identifying the 8 key steps in digital workforce transformation Exploring the extended role of the HR Director/Manager in the digital world Exercise: Digitisation Impact in Your Organisation Module 2: A 4M approach to SWP - Mindsets, Models, Measures and 2017, Colin Beames 6

7 Methodology - Building the right foundation to effectively manage your most valuable intangible asset (model 1) Introductions, workforce management challenges/issues and needs The business case for strategic workforce planning A definition of strategic workforce planning How strategic workforce planning differs from conventional workforce planning The 12 deadly traps of strategic workforce planning The 5 ways to build human capital A dynamic model to enhance organisational performance and sustainability Exercise: Determining the status or maturity of your workforce strategy. Module 3: The new focus on strengthening organisational critical capabilities and core competencies (model 2) A 3 layered model of capabilities and competencies that drive the business forward (1) Critical or differentiating organisational capabilities, (2) core organisational competencies, and (3) individual job competencies Understanding the 9 key drivers of these organisational capabilities and competencies Linking these 9 key drivers to the importance of various roles Exercise: Identifying the critical capability/capabilities and core competencies of your organisation. Module 4: Maximising the ROI from your Workforce using a Best Practice HRM Architecture, Workforce Segmentation and Role Analysis Model (model 3) Why segmentation is fundamental to treating workforce assets as a portfolio that can be managed, including analyzing and reporting on those assets Why traditional job evaluation methodologies and hierarchical workforce segmentation models have reached their use by date Identifying Critical Roles including understanding how these roles create value in contributing to the business strategy and outcomes The 4 universal role categories based on a skills workforce segmentation model grounded on 2 dimensions of skills: (1) valuable skills and (2) unique skills Differentiating between make (develop people in-house) versus buy (acquire people ready-made or rent or outsource) roles 2017, Colin Beames 7

8 One size doesn t fit all: How to maximize the ROI from your workforce by developing differentiated HR policies and practices for various workforce segments (includes performance management, rewards and remuneration, training and development, career advancement, and recruitment and selection) Case Studies (includes Modules 2 & 3): Major Telco in South East Asia: Workforce Reconfiguration and Labour Cost Reduction Large global mining company, BHP: Critical Role Identification and Performance Exercise: Analysing roles in your organisation. Module 5: Employment Value Propositions (EVP) and the psychological contract - Linking recruitment to the workforce strategy (model 4) Understanding the difference between the employment brand and the Employment Value Proposition (EVP) The psychological contract and its relevance to the EVP or the deal Profiling EVPs (including both the tangibles and intangibles) for various workforce segments and roles Linking EVPs to engagement, retention and the business strategy Linking EVPs to Realistic Job Previews (RJPs) How to manage pre-employment expectations? Exercise: Profiling the EVP for a role in your organisation. Module 6: HR data analysis and reporting: The key to unlocking the true value of your data and assessing workforce risk (model 5) Measuring what matters - categorising the 3 types of human capital data: (1) Demographic, (2) Organisational Process, and (3) Predictive data How to configure and integrate the various types of HR data using the People Data Cube 3 types of data analysis using workforce analytics: Putting your workforce questions and problems through an analytical lens HR analytics: How to develop deeper workforce insights and make evidence based people decisions from your existing HR data Forecasting future recruitment needs; Measuring and reporting on the effectiveness of your recruitment and selection Case Study: processes 2017, Colin Beames 8

9 Fast Growing Government Organisation in Australia: HR Dash Board Reporting Exercise: Assessing the state of HR analysis and reporting in your organisation. Module 7: Developing a Strategic Workforce Plan The 7 key steps involved in developing a Strategic Workforce Plan Responsibilities of HR versus Executives and Line Management Review and Wrap Up Key learnings and take aways Who Should Attend This topic is of fundamental interest to those concerned with strategic workforce planning, recruitment, talent management and planning, workforce modeling, workforce reconfiguration and optimization (including business planning or contraction), skills development and shortages, aligning workforce with business strategies, and maximizing the ROI on their people. This workshop is targeted but not necessarily limited to the folowing: HR Directors and Executives HR Managers Senior HR Professionals Recruitment Professionals Talent Management Professionals Workforce Planning Professionals HR Analysts Business and strategic planners from across all industries Program Schedule The workshop program will broadly follow this structure and scheduling. 08:30 Registration and coffee 09:00 Introductions 09:30 Module 1: Workforce trends including digital disruption 10:00 Module 2: A 4M approach to SWP - Mindsets, Models, Measures and 2017, Colin Beames 9

10 Methodology 10:45 Morning tea refreshments and networking break 11:00 Module 3: Strengthening organisational critical capabilities and core competencies 12:00 Module 4: HRM Architecture, workforce segmentation and role analysis 12:30 Networking Luncheon 13:00 Module 5: Employment Value Propositions (EVP) and the psychological contract 14:00 Module 6: HR data analysis and reporting 15:00 Afternoon refreshments and networking break 15:15 Module 7: Developing a Strategic Workforce Plan 16:00 Review and Wrap Up 16:30 Workshop concludes 2017, Colin Beames 10