intro session global workforce mobility for talent management

Strategic Mobility for Talent Development

&Retention

Presented by

Russell M. Klosk, SPHR, GPHR

1. Availability of Suitably Qualified Employees

2. Business Taxes and Charges

3. Non-Wage Labour Costs

4. Local Competition

5. Wage Costs

6. State Government Regulations

7. Federal Government Regulations

8. Resistance to Workplace Change from Employees

9. Resistance to Workplace Change from Unions

10. Interest Rates

1. Availability of Suitably Qualified Employees

2. Business Taxes and Charges

3. Non-Wage Labour Costs

4. Local Competition

5. Wage Costs

6. State Government Regulations

7. Federal Government Regulations

8. Resistance to Workplace Change from Employees

9. Resistance to Workplace Change from Unions

10. Interest Rates

Top ten constraints on business investment in Asia Pacific

Source: Survey of Investor Confidence, ACCI, July 2004

CEO’s are aware of Workforce value

CEO’s number one internal barrier to agility and responsiveness is limited internal capabilities and leadership resources to manage change-related projects;

An organisation is only as effective as its workforce:

CEO’s number two external barrier to agility and responsiveness is .

Source: IBM Business Consulting Services CEO Survey 2004

workforce issues

Russell Klosk

• Published Global Expert in Talent Management & Workforce Planning

• 19 years of industry experience as both an internal HR Practioner and as a Management Consultant focused on Human Infrastructure.

• Industry Experience in:– Public Sector– Financial Services– High Technology– Telecommunications– Consumer Products / Packaged Goods– Manufacturing

• Based in Washington, DC• MBA, SPHR, GPHR

Objectives of this session

• Provide Common Definitions for Workforce Management,

Talent Management & Global Mobility

• Provide Frameworks to Execute Global Mobility to increase

Talent Optimization and Talent Retention

• Discuss Global Mobility across three continuums

– Traditional Mobility

– The Modern Mobile Workforce

– Globally Integrated Enterprises (optimized organizations)

Day 1

Workforce Mobility Framework

Modern Mobile Workforces

Talent Management Through Mobility

Organizational Development

Day 2

Building Organizational Cohesion & Enhancing Employee Capability

Designing Positions for Mobility

Tying it all together in a Globally Integrated Enterprise

Agenda

They knew I was coming more than 3 weeks ago. They know my preferences – I’m a frequent flyer. They’ve spent million$ of dollar$ enticing me to use their services.

Why am I in this queue?!!

Why are we experiencing these issues?

What are the drivers?

Can they be ignored?

How are companies addressing them today?

What are the levers for change?

Megatrends are inexorably shaping the Workforce today and into the future

Trends: aging population, heightened market volatility, globalisation, work-life balance, regulatory pressures

Source: IBM BCS Better HR

POPULATION

Time

Forecast Economic Growth

Dependant Aged

Productive Workers

Dependant Children

Productivity Gap

Funding Gap

The supply dynamics of the Workforce are changing… Nearly 40 percent of the European population will be over the age of 50 in six

years

22 percent of Japanese consumers will be age 65 and older

75 percent of the Chinese workforce is under the age of 35

Source: IBM Institute of Business Value (Retail Megatrends)

People now tend to marry later, divorce more, start second or third careers and sometimes even raise their grandchildren.

These changes are causing unprecedented diversity in household composition, and ultimately greater complexity in how workers choose to engage in the workforce

… and Market pressure is rising

Customer’s are more global, mobile, educated and increasingly demanding of:

Greater choice Greater levels of responsiveness

Individualised attention Knowledgeable service staff

In the globalised world, heightened marketplace volatility will become the norm. Matching the workforce to these demands will become increasingly complex

For the organisation to be successful, it’s focus must be trained on improving workforce performance, agility and productivity

There is however, a growing mismatch between Employer and Employee expectation

Source:”The Rise of the Emergent Workforce” Spherion Pacific Enterprises LLC

more than half of all new jobs created in the past 16 years have gone to casual workers

more than ¼ of all workers are now employed on a casual basis without any sick or holiday pay

Are businesses responding appropriately?

Workforce Management, Talent Management & Workforce Mobility are critical to Survival

• Workforce supply dynamics are inexorably changing

• Increasing market volatility demands that organisations react -

quickly

• Shareholders expect growth, organisations will require agility

and responsiveness to deliver

• ERP’s have not been the panacea for workforce management

control

What can organisations do to address current and future Workforce Management issues?

Human Capital Practice Methodology

Change Management

Tools and Technology

Employee Relations

Best Practices

Workforce Management is the process of managing people to achieve business objectives, by optimizing the needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons.

Workforce Management defined

17

Workforce Management

Workforce Management represents the intersection of:

Across an organisation, who owns the process of Workforce Management?

Operationsproduction/service

Human Resourceslabour strategy

Financeperformance

WFM

18

Companies expressed different philosophies about whether they should build talent internally or obtain it from the outside market

“Typically, we have been buying talent at huge prices, but have poorly assimilated them…(our) new focus is to build internally”

— Media Company, North America

Build Talent From the Inside

“We are heavily investing in our leadership development program – we strongly believe that the most capable leaders are coming out of our own organization – we support people development on a long term basis”

— Retailer, EMEA

“(We) add skills from external hires where needed, but mostly we ‘grow our own’”

— Government agency, Asia Pacific

Buy Talent From the Outside

“Have shifted from internally focused promotion to a blended approach to fill leadership positions…we actively recruit and select around 40% of new hires from external sources”

— Government agency, North America

“We will bring in very senior leadership from the labor market in order to acquire the leadership skills we lack”— Industrial products company, Latin America

“50% of top leadership in the organization are hired from the outside for a key leadership role or a particular function where we did not have the right skills and competencies”

— Electronics company, Asia Pacific

GBS U:Workforce/Talent Management| 19 July 2006

19

For each of the talent management strategies, organizations need to consider both the short-term and long term sourcing, development and retention issues

Companies that are active in using flexible sourcing need to be aware of potential employee concerns around job security

Companies that bring in middle managers from the outside must be careful to manage the expectations of talented individuals within the organizations regarding their potential for advancement

Companies that rely on bringing in external talent must be able to project the demand for necessary skills that may be in short supply

Successful management development programs involve a critical mass of individuals at the middle management and staff levels

Companies need to ensure that their senior leadership are provided with appropriate development experiences

Individuals who have been provided with management development experiences need job opportunities where they can leverage their new capabilities

New training and skill development delivery methods can help reach larger audiences, reduce the need for travel, and potentially improve learning effectiveness

Build Talent From the Inside Buy Talent From the Outside

Implications for Managing Talent

20

Talent Management – What It Includes:

• Talent Management is … Ensuring that required & available talent match at the individual, unit & enterprise level …

• Maintaining & developing talent...Ensuring the correct levels of skills and competency are maintained

• Changing the talent mix…Addressing a suspected problem in organisational capability

• Planning for future talent needs…Linking long & short term business drivers to the workforce planning & management

21

And ensures that required & available talent match at the individual, unit & enterprise level

Talent

Requirements

Matching

CurrentTalent

Gap IdentificationBusiness/Corporate

Planning

Evaluate & Adjust

Organisation Mission

Individual Talent MgtGiven my current profile, how do I need

to develop myself for optimal performance on the job and for long-

term career development?

Unit-level Talent MgtHow do I make sure that the talent in my

unit is identified and maintained now and for the future?

Enterprise Talent MgtWhat is our bench-strength and how will our talent pools need to evolve in order

to execute our strategy and gain competitive advantage?

22

Companies that “buy” talent from the outside potentially risk alienating their existing workforce and losing talented employees

“The challenge of moving jobs offshore is improving the morale of those remaining and reconciling personal political situations”

— CHRO, Banking Organization,

North America

Higher voluntary turnover

Higher voluntary turnover

Higherabsenteeism

Higherabsenteeism

Greater use of flexible sourcing

methods

Greater use of flexible sourcing

methods

Higher % of middle management

brought in from the outside

Higher % of middle management

brought in from the outside

Companies who purchase talent from the outside should consider the costs of higher turnover and lower morale in their talent sourcing decisions

Buying Talent – Key Findings

23

• Managing the critical inputs to the creation and maintenance of talent increases an organization’s control over the results

– A compelling vision for talent management implies a commitment to a strategic, integrated approach

– It is also a commitment to processes and tools that will enhance the organization’s (and each individual’s) ability to achieve superior performance

“Controlling your destiny by controlling your environment”

Business strategy and

direction

World class talent+

Superior business performance and increased stakeholder satisfaction

Sample TM processes and toolsTraining and career development (maximizing existing talent)

Performance management and rewards (retaining key talent)

Talent profiles/skill inventories

Job design

Recruitment and selection (attracting new talent)

Strategic business plans Related talent needs

Labor market trends

SF culture and values

Talent Management is the connector between business strategy and human talent optimization

Workforce Deployment Focus Model

Workforce management must address the needs of all stakeholders

Customer

EmployeeShareholder


Labour Supply Ageing Workforce Work/life Balance (flexibility) Regulatory obligations Increasing worker mobility

Customer

EmployeeShareholder

Employee Satisfaction


Labour Demand Volatile Demand Increasing expectations, mass

customisation More transient, higher education Instant gratification (technology led)

Customer

EmployeeShareholder

Employee SatisfactionEmployee Satisfaction, leads to Customer Satisfaction


WFM Processes Responsiveness to change Short-term Shareholder ROI expectations

(cost focus) Improved sustainability

Customer

EmployeeShareholder

Employee Satisfaction, leads to Customer SatisfactionEmployee Satisfaction, leads to Customer Satisfaction, leads to Shareholder Value


Optimising the needs of Employees, Customers and Shareholders, over the short, medium and long-term time horizons.

Customer

EmployeeShareholder

The short term goal is to manage the trade-offs, the long term goal is agility to drive a rapid step change in capability – to transform the business

The impact of strong fiscal control through the labour planning process results in a trade-off

Either:

1) employees maintain individual earnings,

If the focus is labour cost or FTE’s, the result is a trade-off between Employee Satisfaction and Customer Service

Customer

EmployeeShareholder

‘ROI Is Us’ bank has placed an overtime ban due to a budget blow-out.

Who usually wins, and what is the result?

or

2) employees change their resources to satisfy customers

The consequence of imbalance:

If staff rosters generally do not change over time and customer volumes do,

then customers become the buffer in the service delivery process.

Shareholder’s ultimately get a diminishing return.

Service profit chain – illustrated

Satisfied Employees

Satisfied Customersleads to…

Shareholder Returnswhich leads to…

Staff rosters don’t match customer demand

Queues! Reduced share of wallet & lost sales

Revenue drops, act: reduce staff hours & OT

Not enough staff + wages drop: low satisfaction + morale

Queues worsen, service deteriorates: customers walk

Income dropping, customers & staff leaving, act: call IBM

Right people, right skills, right place, right time: satisfaction improves

Few queues, helpful & knowledgeable staff: satisfaction improves

Revenue & income bounce back: improved shareholder returns

Employee expectationsEmployees want to satisfy their demands with an over-availability of resources, and they want to balance their work with their home lives

ResourcesWorkload Demand

Employees

Workload Demand

Employee Expected ResourcesMore

Less

Time

Resources

Shareholder expectationsShareholders want to have the maximum return for the minimum investment. This often manifests itself into increasing productivity improvement demands

ResourcesWorkload Demand

Shareholders

Shareholder Expected Resources

Workload Demand

More

Less

Time

Resources

What is the right balance? What trade-off’s need to made? What insight is required to make informed decisions?

Each stakeholder is asking for a different level of resource investment

Customers

EmployeesShareholders

Aging Employees are increasingly concerned with lifestyle:

Can I see clearly what I am expected to work in the future?

Will I be able to do my job without having to deal with a queue of unhappy customers?

Can I change my roster to suit my changing lifestyle needs?

Do I understand and accept the reasons why changes to my roster are made?

Customers are becoming increasingly savvy and mobile:

Can I go and get in, get served and get out quickly

Will I have to wait too long for service?

Will my service experiences be consistently good across different channels

Will my query be dealt with in the one contact?

Shareholders want short and long term financial returns:

Shareholder Is this business performing satisfactorily enough in the short-term to warrant my

confidence in the long-term? If I am not confident in the short-term, the cost of capital will increase in the long-

term…

Corporate / Governance Do we have the flexibility to change our product delivery across channels and fully

anticipate the associated customer demand impact? Can we ensure operational areas are staffing to meet both cost AND service targets? Do I have a responsive reporting capability that gives me information on my

performance, and how it compares to others

Summary – key messages

• Workforce demographic in the western world is changing –

permanently

• The labour market is facing increased regulation – a greater focus in

the individual

• Customers are increasingly demanding, savvy, and mobile

• Shareholders want to see short-term and long term results – or risk a

higher cost of capital

• Service organisations have to maintain a balance between employees,

customers and shareholders

• Something has got to give…

Career Development

/ SuccessionPlanning

PerformanceManagement

Recruiting/ Sourcing

Employee Lifecycle

Learning &Development

Deployment/ Scheduling

Workforce Analytics & Planning

Compensation

Forecast resource demand

Optimisation

Forecast resource supply

Human Capital Management

Gap Identification

Recruit &Retain Deploy Re-skill or

Retire

Work rules (regulatory & IR)

Employee satisfaction is a key contributor to organisational effectiveness and efficiency

Workforce Management is managing Labor Supply and Demand over the short and long term

The Workforce Management Value ChainA continual process of applying optimisation techniques, to maximise resource utilisation within multi-dimensional constraints in the short to medium term, while providing an objective and transparent basis for understanding and challenging these constraints to shape the future.

Business/CorporatePlanning

OrganisationalEffectiveness& Efficiency

Evaluate & Adjust

Organisation Mission

We have learned that Workforce Management has three distinct time horizons:

Supply Chain & Intermediate Planning

Long-term Strategic Planning

Short-term Labour Demand and Scheduling Given my current business model how do I deploy and schedule my

workforce efficiently to serve the demand for labour?

Supply Chain & Intermediate Planning How do I maintain the inventory of labour needed to satisfy the current

business model?

Long-term Strategic Planning In the next 3-5 years how will the market, technology, organisation

structure and labour supply change and how will we adapt to those changes and turn them into competitive advantages?

Short-term Labour Demand and Scheduling


Workforce Deployment: determine and plan workforce requirements (roles and competencies) in the short term

Typically known as the process of Rostering

How do I maintain the inventory of labour needed to satisfy the current business model?


Intermediate Term

Long-term

Short-term

Short-term Labour Demand and Scheduling (continued)

Comprises 5 key elements:1. Labour Demand: Determine business demand for labour (roles

and competencies)LabourDemand

2. Labour Supply: Forecast the availability of Labour(allowing for leave, training, availabilities, preferences…)

Labour Availability

3. Optimisation and Publishing: Using optimisation technique, publish the roster (with required notice period)

Optimisation & Publishing

4. Roster Maintenance: Contain costs, adjust resourcing levels for changes is activity and/or staff availabilityMaintain

5. Day of Operations: Real-time optimisation of tasks to employees around changing demands and availability Operate

Intermediate Term

Long-term

Short-term


Labour Demand1. Determining Business Demand for Roles and Competencies Forecasting of transactions Application of standard process times Definition of operational workload requirement

LabourDemand

Intermediate Term

Long-term

Short-term

Retail – Point of Sales information x engineered work standards = Demand for Roles

Call Centres – Forecast volumes + Campaigns + Monthly Billing Cycles… x Work Standards = Demand for Roles

Manufacturing – Product line scheduling and Industrial Engineering turned into Demand

Research and Development – Marketing and Portfolio evaluation turned into Product Development Programs and the demand for Scientists and Engineers

Bidding Shift rotations Leave & training provisions Work preferences Skill / competency currency Administering transfers, promotions OH&S Rehabilitation / Graduated Return to Work The need to appeal to work life balance


Labour Availability (Supply)

LabourDemand

Labour Availability


Maintain

Operate

Intermediate Term

Long-term

Short-term 2. Labour Supply – Staff Availability

Determining staff availability with the requisite skills:

Roster Creation Shift assignment, rotations, number of slots and roles Bid posting Application of work rules (Labour law, Bargaining Agreements, Awards)

Evaluated through an optimising algorithm Linear Programming Heuristic Modelling Brute force – all possible combinations at the local level

Process Evaluation – ROI Cost: Scheduled Vs actual Vs Forecast Vs Budget, Quality Customer satisfaction, Productivity


Optimisation and (Roster) PublishingLabourDemand

Labour Availability


Maintain

Operate

Intermediate Term

Long-term

Short-term

OBJECTIVE: To produce the highest employee and customer satisfaction lowest price (productivity)

3. Optimisation, Roster Publishing

Maintaining the roster through the required roster notice period: Labour coverage changes with activity and staff availability Ensure costs do not blow out Staff swaps / trades Application of work rules

Employee Self Service Preparation for Day of Operation

4. Roster Maintenance


(Roster) MaintenanceLabourDemand

Labour Availability


Maintain

Operate

Intermediate Term

Long-term

Short-term

Dynamic and real-time re-allocation of resources, on the day Automatic application of optimisation algorithms and business rules Operations integration Process control and decision support Time and Attendance

Retail – Task allocation from Head Office / Marketing Call Centres – real-time adherence, load and service balancing Manufacturing – Process adjustment Research and Development – Time tracking and recording


Operate (Day of Operations)LabourDemand

Labour Availability


Maintain

Operate

Intermediate Term

Long-term

Short-term

5. Day of Operations

Supply Chain and Intermediate Planning

6. Workforce Analytics: Analysis and determination of the labour supply chain (outside of the cyclical rostering process)

A set of continuous and discrete processes – that draw intelligence from and support the routine short-term labour demand and scheduling activities

How do I maintain the inventory of labour needed to satisfy the current business model?

Workforce Analytics

LabourDemand

Labour Availability


Maintain

Operate

Intermediate Term

Long-term

Short-term

Determining Workforce Complement Size and Composition

Determining requirements for leave burn and training optimisation

Workforce Trending and Forecasting

Analytics (Labour and Business)

Determining Sourcing Strategies: Build, Buy, Rent or Alliance

Recruiting Sources (determining the best labour pools)

Work Rule Analysis

6. Workforce Analytics

Supply Chain and Intermediate Planning (continued)

Workforce Analytics

Workforce Analytics

LabourDemand

Labour Availability


Maintain

Operate

Long-term

Short-term

Intermediate Term

Long-term Strategic Planning

7. Long-term Planning: Determine long-term business demand for labour (roles and competencies), define the workforce of the future, get there

What must be done in the next 2-3+ years to compete?

How will the market, technology, organisation structure and labour supply change, and how will we adapt to those changes and turn them into competitive advantages?

Long-term Planning

Workforce Analytics

LabourDemand

Labour Availability


Maintain

Operate

Intermediate Term

Long-term

Short-term

Long-term Strategic Planning (continued)

Long-term Planning7. Long-term Planning

Long-term Planning

Workforce Analytics

LabourDemand

Labour Availability


Maintain

Operate

Intermediate Term

Long-term

Short-term

What are the organisational Goals and Metrics? What are the Human Capital Drivers to achieve those Metrics?

In order to achieve our goals what is/are the possible structure(s) of the workforce?

What is my present Labour Force Capability? What is the gap in As Is and To Be? What is the feasibility of closing the gap in the time frame? Quarter by Quarter what is the transition plan? How Much? Supporting Research Tools Supporting Management tools

Introducing a Workforce Management Framework

Comprehensive

Proven

Workforce Management Framework

Workforce Deployment

Workforce Planning

Comprehensive Demand based End-to-end Dynamic

Proven Retail Airline Financial Services Postal Public Sector

Deployment/ Scheduling

Workforce Analytics & LT Planning

CyclicalLegend

Continuous

Training Changes

Standard Times

Activity Forecast

Training / Leave Req.

Staff Availability

Events

Schedule Changes

Work Rules

Work Rules

Activity Changes

Activity Changes

Activity Forecasts

Staff Availability

Staff Changes

Duty Confirmation

Budgets

FTE/Mix Analysis

Exception Data

Analysis Data

Amended Roster

Payroll Transactions

Performance Data

Skills/Training Needs

Leave & Training Plan

Adj. A/Lve & Trng Pl.

Decisioning

Roster

1. Labour DemandLabourDemand

Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

Shareholders share in the benefits


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

Actionable Examples Indicative benefit

Improved ForecastingImproved FTE planning

2 – 5%

Engage Contingent workforce 2 – 5%

Increase frequency of rosterRoster below FTE requirement 2 – 5%

Re-resource, control decisioning

0 – 2%

Time & Attendance system (wage drift) 2 – 6%

Analytics Capability

0 – ??% + Sustainability

Integrated benefit:

5 – 10% +

Rolling budgeting 0 – ??% + Cash Flow

Benefit Leakage


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

Cost Element

Cost of Raw Workload

Levers (eg)

Demand

Work rules

HR, Work rules

Work rules, demand

Work rules, demand

A

466

On-costs+

Cost of Roster+

Cost of Maintain+

Cost Day of operation+

Total Cost=

B C

The opportunity cost is real – the gap is continually widening

Value

+ve

-ve

Time

Do nothing

Tinker at edge

Administer

Control

Strategy

Individualneeds

The trade-off between roster stability and operational flexibility

Operations

Employees

Roster proximity toDay of Operations

Certainty /Satisfaction

High

Low

Ideal rostering window

Lower Greater

Operationalneeds

The benefits of WFM are exponential, through an incremental journey of capability

Valu

e

The Transformation Continuum

Investment

AdministrationTracking Mechanisms

A Cumulative Capability

HRMS

Time & Attendance

Effort

Valu

e


Valu

e


Investment


Business LeversControl Mechanisms

Labour Optimisation

Dynamic Rostering

Operations Integration

HRMS

Time & Attendance

Effort

Valu

e



Valu

e


Investment

StrategyDirectional Mechanisms


Workforce Strategy

Workforce Shaping

Analytics & Simulation


Dynamic Rostering

HRMS

Time & Attendance

Labor Optimization

Effort

Valu

e



FutureWorkplace


Valu

e


Investment

StrategyDirectional Mechanisms



Dynamic Rostering

HRMS

Time & Attendance

Labor Optimization

Analytics and Simulation

Workforce Strategy

Workforce Shaping

Effort

Valu

e




• Workforce Management is more that just rostering

• Talent Management is more than recruitment

• Mobility is key to realizing return on all three time horizons

• The benefits are compelling

• A compounding capability – starts with Tracking, providing

Control, allowing you to provide strategic workforce Direction

An effective WFM framework is always considered holistically:

Centralised WFM framework

Decentralised decisioning & accountability

Dynamic, demand based

Proactive and end-to-end

Easy to use

Open standards

Specialist optimisation capability

Visible and accessible

Drive / shape strategic change

ProcessesOrganisation

PeopleTechnology

Training Changes

Budgets

FTE/Mix Analysis

Exception Data

Analysis Data

Amended Roster


Performance Data


A/Lve & Training Plan


Decisioning

Standard Times

Activity Forecast


Staff Availability

Events

Schedule Changes

Work Rules

Work Rules

Activity Changes

Activity Changes

Activity Forecasts

Maintenance

Operations

& Analytics

PlanningCyclicalLegend

Roster

WorkloadPlanning

ImplementationPlanning

Create and Publish

Roster

Day of

Review

Long-term

Continuous

Staff Availability

Staff Changes

Duty Confirmation

WFM Process

3.

2.

1.

4.

5.

6.

7.

Training Changes

Budgets

FTE/Mix Analysis

Exception Data

Analysis Data

Amended Roster


Performance Data


A/Lve & Training Plan


Decisioning

Standard Times

Activity Forecast


Staff Availability

Events

Schedule Changes

Work Rules

Work Rules

Activity Changes

Activity Changes

Activity Forecasts

Maintenance

Operations

& Analytics

PlanningCyclicalLegend

Roster

WorkloadPlanning

ImplementationPlanning

Create and Publish

Roster

Day of

Review

Long-term

Continuous

Staff Availability

Staff Changes

Duty Confirmation

WFM Process

3.

2.

1.

4.

5.

6.

7.

One solution, end-to-end

Central

Region

Branch

BranchBranch

Strategy Right people, right place, right time, right reasons

Workforce management is highly integrated throughout the organisation


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

Operations

4

4

Finance

4

Sales / Service

Human ResourcesRecruiting Career

development

succession

Learning & development

Performance Moment

Compensation

Skill definitions Employee availability

through recruitment Rules of employee

engagement Industrial Relations EBA’s Employee productivity

standards Training & development HR Policy, leave, sickness etc

HR processes have influence on WFM


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

Human Resources – Strategic Objectives

Workforce Planning metrics

Training needs assessment

Headcount requirements for recruitment

Fixed vs variable staff mix Employee productivity

measures

The WFM provides insight for HR processes

Interpret leave characteristics for payment, pay leave, decrement entitlements, calculate and report leave liability to GL

Authorise employee absenteeism, record changes to plan, track excessive absenteeism, interpret leave characteristics real time

Manage changes to approved leave based on updated customer demand, absenteeism, newly acquired employee skills

Human Resources – Leave Management

Accr

ual

Man

agem

ent

Inte

rpre

t & P

ay

Liab

ility

Components

Leave Management is a complex process across multiple planning horizons and systems.

ProcessesApprovals based on forecast customer demand employee skills, customer service standards, headcount constraints, burn-off targets


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

Human Resources – Recruitment strategies

The ability for Human Resources to respond to business recruitment need is as good as its planning.

Labour Mix – What proportion of full-time, part-time and casual is required?

How volatile will Customer demand be?

What total headcount will future Customer demand drive?

What skills are required today, and what mix of skills is required today? What about the future?

How flexible should the workforce be? What level of contingency?

What training strategies will be required, and how flexible must they be?


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

What EDA constraints need changing to accommodate the strategy?

Operations and Finance

Stakeholders

• Finance Mgr

• Corporate Planning Mgr

• Business Performance Mgr

• Capital Asset Mgr…

Stakeholders

• Operations Mgr

• Logistics Mgr

• Resource Mgr

• Line Mgr

• Planning Mgr…

Unit labour costs Scorecard Budgeting

Finance

Labour budget drivers Actual Employee productivity FTE Actual Business performance

Operations


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

Operations and Sales/Marketing

Stakeholders

• Customer Service Mgr

• Service Development Mgr

• Product Development Mgr

• Product Channel Mgr…

Stakeholders

• Operations Mgr

• Logistics Mgr

• Resource Mgr

• Line Mgr

• Planning Mgr…

Product/Service demand Service performance

standards Campaign

Sales / Marketing

Product cost Service delivery cost Human capital capability

Operations


Labour Availability

Optimise &Publish

Maintain

Operate

WorkforceAnalytics

Long-termPlaning

3.

2.

1.

4.

5.

6.

7.

70

The Approach Integrates Time and Components: Integrated Way with Workforce Optimization and Individual Performance Management ……

• Matching required to available talentfor sustainable advantage

• Optimizing the workforce for optimal cost and performance

• Turning business strategy into performance behaviorIndividual

Enterprise

ScopeImpact

Time

Unit

Short term Mid term Long term

Performance

Leadership

Culture

WORKFORCE MANAGEMENT SUITE

TALE

NT

MAN

AGEM

ENT

SUIT

E

MANAGING PERFORMANCE SUITE


• An effective WFM framework is always considered holistically

• Supports Operations, Marketing, Finance

• More than one way to skin a cat…

intro session global workforce mobility for talent management

Documents

suitably qualified employees2

federal government regulations8

state government regulations7

successive ripple represents

customer patterns experienced

responsive reporting capability

ensure operational areas

labourdemandlabour availabilityoptimisation