Are you ready for the future?

Transcription

1 Are you ready for the future? How HR Professionals can construct and implement an effective Workforce Plan Dan Ryan April 19, 2011 Retained Executive Search We Speak Your RPO Language Leadership Consulting

2 Building the case Our topics: Workforce Planning Ingredients Dealing with Competency Gaps Why is identifying future talent an important issue? What is Social Media s role?

3 Where is your firm? Here is our question: Does your firm have any kind of Workforce Planning process?

4 What is Workforce Planning? The process an organization uses to analyze its workforce and determine the steps it must take to prepare for future staffing needs

5 Key Component 1 Composition and content of the workforce that will be required

6 Key Component 2 Gaps that exist between the future model organization(s) and the existing organization

7 Key Component 3 Recruiting and training plans for permanent and contingent staff

8 Key Component 4 Determination ti of the outside resources needed d

9 Benefits of Workforce Planning Analyze future staffing and development needs Vibrant internal job market across units and geographies

10 Workforce Planning Challenges Gaining Senior Management Support Not just a HR function Talk without Walk

11 Effective Planning Tips HR designee to manage process High level executive to champion plan Involve key stakeholders Align with strategic plan Coordinate with succession planning and career development Ongoing g and continuous

12 Workforce Planning Steps 1. Supply Analysis 2. Demand Analysis 3. Gap Analysis 4. Solution Analysis Source: SHRM

13 Supply Analysis What is the current state? Number of employees Their current skills Workforce demographics Projections of attrition

14 Demand Analysis Future Workforce analysis New product lines/services External forces Expansion/contraction Workforce availability Proper skillsets? Loyalty? External influences

15 Demand Analysis (continued) Key questions How many employees are needed? Skills and competencies? Current workforce composition How to attract? How to diversify the workforce?

16 Gap Analysis Compare Demand Model with Supply Model Where are the gaps? Over-supply Under-supply Vulnerabilities

17 Solution Analysis Strategies to deal with identified gaps Recruiting Training/Retraining Contingent Staffing Outsourcing

18 Demand Analysis Solution Analysis Supply Analysis Gap Analysis

19 Digging Deeper Let s take a peek under the hood in some of these key areas

20 Supply issues Workforce demographics Age Experience Representation Geography Mobility Skillsets Steady flow or pinch points

21 Process for identifying talent There are two tasks that need to be addressed Developing the criteria to be applied Developing the method of applying the criteria McCall, Morrison, Lombardo, The h Lessons of Experience

22 Talent identification options Assessment centers Can be very expensive Management committee More common Results are typically y passed up in the organization

23 Criteria considered Performance reviews from current and former roles Types of roles that have been performed Situations that have been encountered in these roles Start ups, shut downs, dealing with ambiguity, working with different bosses, building a staff, etc. Breadth is as important as depth, but both are necessary!

24 Demand issues Strategic Plan review New initiatives Growth of current initiatives Acquisitions Qualitative and Quantitative

25 Demand Considerations Internal influences Will current workforce have needed future skills? Will current employees remain loyal? External influences Is proper mix of skills and abilities available? What other factors will affect demand for goods or services Source: Cathy Fyock, SPHR

26 Gap Analysis Comparison of the current state versus future needs Oversupply Undersupply Details are key Need numbers, timing of needs and transferability

27 Solution Analysis Firm may grow in one area and contract in another Solution ideas for growth and evolving Training-Retraining Internal-External Recruiting Full time Part time Contingent Outsource Contractors/Consultants

28 Solution Implications Contingent Workforce Less full time/lower fixed cost More part time/lower fixed cost More contingent Consultant/Contractor Outsourcing RPO Partnerships

29 Role of Technology Virtual workplace Phone Web conference Virtual teaming

30 Role of Technology Sourcing Social networks Outsourcing talent acquisition RPO stable of consultants as needed

31 How this fits into the big picture Business Environment Organizational Context Individuals Development Systems Source: R. Kaiser

32 The successful process Line Management Workforce Planning Human Resources Top Management

33 Macro Perspective Strategic Plan Human Resource Plan (Human Capital Plan) Workforce Planning Succession Plan Talent identification Make Buy Development plan Implementation & feedback This process will be ongoing and not linear-there is no end point!

34 Workforce Planning Roles HR Key role in driving the process Sr. Management-Line Management Involvement and support

35 How does talent identification tie into planning? Talent identification is a key part of a Workforce plan The Workforce plan is a key aspect of a strategic plan If your firm says they have a strategic t plan, but it does not cover these issues, the plan is incomplete!

36 First steps Understand Your current organization Establish systems that support your goals Objective talent identification Options for finding new talent

37 Pathway to General Management Crossroad 4 Enterprise Manager Group Manager General Manager Functional Manager Crossroad 5 Crossroad 3 Most difficult turn Crossroad 2 Manage Self Manage Others Crossroad 1 Kates-Downey, The Challenges of General Manager, 2005

38 What are the top three qualities that you think firms look for in future leaders? Ability to grow strong relationships Superior intellectual t l ability Ability to identify and develop talent Decisiveness Openness to change and growth Courage to make the right decision Broad, comprehensive knowledge of the business Ability to motivate and inspire others

39 What companies look for in future leaders Ability to build strong relationships internally and externally Openness to change and growth Courage to make the right decision Ability to motivate and inspire others Level of confidence Awareness of one s own strengths and limitations Personal desire to succeed

40 What companies look for in future leaders Commitment to the success of the business, even when personal sacrifice is involved A core set of leadership values that the individual lives by Broad, comprehensive knowledge of the business Decisiveness Ability to identify and develop talent Superior intellectual ability Weik, Building the Executive Ranks

41 Key derailment factors 1. Specific performance problems with the business 2. Insensitivity to others; an abrasive intimidating, bullying style 3. Cold, aloof, arrogant 4. Betrayal of trust 5. Over managing; failing to delegate or build a team

42 More derailment factors 6. Overly ambitious; thinking of the next job, playing politics 7. Failing to staff effectively 8. Inability to think strategically t 9. Unable to adapt to a boss with a different style 10. Overdependence on a mentor or advocate McCall, Lombardo, Off the Track-Why and How successful executives get off the track

43 Selection criteria- GE Method Values High Low Pe erforma ance High w Lo A Current- Rising Stars B Need Coaching C On Notice D Terminate

44 Development: 9 Box model High Potential Under Achievers HIPO s Very HIPO s Average Potential At Risk Achievers HIPO s Low High Risk Well Placed High Achievers e Potential C Players B Players A Players

45 What happens after selection Putting names into a succession plan is not enough Those individuals identified need to have short term and long term development plans The nature of these plans varies depending upon what has been done and where they are going The greatest tools for development are the lessons of experience

46 Personal Development Strategies HERO s Highly empowered, resourceful operatives ACS Assess Challenge Support

47 Key considerations Your strategic plan should have a segment covering your human resources plan Your human resources plan should contain a Workforce Planning segment Workforce Planning will focus on Supply, Demand, Gaps and Solutions

48 In summary Having a Workforce plan is essential The Workforce plan will drive many other Human Capital systems: Talent Acquisition Talent Development Succession Planning If you don t know where you are going, any road will take you there.

49 Questions?

50 Thank you! Dan Ryan Principal cell office