work force planning initiative cewd regional conference – columbus, ohio
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Work Force Planning Initiative CEWD Regional Conference – Columbus, Ohio. By Ray Kelly IV August 26, 2008. Points to discuss in this setting. How/Why did we get started How did we get leaders and the businesses engaged What do you use the information for… WIIFM? Benefits?. - PowerPoint PPT PresentationTRANSCRIPT
Work Force Planning Initiative CEWD Regional Conference – Columbus, Ohio
By Ray Kelly IVAugust 26, 2008
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Points to discuss in this setting
• How/Why did we get started • How did we get leaders and the businesses engaged• What do you use the information for… WIIFM?• Benefits?
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How/Why did we get started
• Defined Workforce Planning architecture• Evolving standard processes and tools• Build standard containers for reporting information • Standard outputs fold into our business process• Get a much broader reach of people involved
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How did we get leaders and the businesses engaged
• Emerging information on workforce attrition• Recognition by the CEO and BOD• Formed a cross functional team, lead by HR• Gave the leaders something to work with and shared
issues and improvements• Helped leaders tie their strategy to their workforce
demographics to their training plans
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What do you use the information for… WIIFM?
• To fully understand and present knowledge retention strategy; within and across Business Units.
• Deciding how to prioritize job classifications/hiring plans• Assess recruitment strategies and modify as required• Develop training delivery plans for qualifying/re-qualifying
the workforce• Training Development plans
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What are the Benefits of an Exercise like this?
• Tied to operations plans and future strategies, improving opportunity for success!
• Support from HR to use standard processes and tools• Uniform output should speed up the review and approval
process with Senior Leaders• A more complete picture of the issue(s) and potential
impact to the Enterprise• Improved input into the Recruiting, Staffing, Training, and
Budgeting processes• Leverage the learning across the businesses AND have
HR operate the processThis should eventually give us a better long range plan for managing Knowledge and Skill Retention
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APPENDIX
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A High level Architecture - A few Model/Module descriptors
Data Sources (Business)
Workforce Management Decisions Workforce Analytics
Data Sources (HR)
Workforce Demand AnalysisWorkforce Supply Analysis
Retention
Recruitment
Current Workforce Supply
Future Workforce Supply
Current Workforce Demand
Future Workforce Demand
Business Models
(Unit, Function or Process Specific)
Reporting
Decision Support Tools
(e.g Forecasts and Scenario Testing)
HRIS Data
Other HR Decisions
Gap Analysis(Tactical and
Strategic)
Hiring Planning(Tactical and
Strategic)
Transfers
Promotions
Training
Operational DataHiring Data
Business Management Decisions
BudgetingOther Business
Decisions
External Data(Labor force, population,
business trends, etc.)Financial Data Other Data
Benefit Data (Demographic)
Led by HR with Workforce Planning Support
Led by Central Workforce Planning Team
Led by Businesses with HR Support
Legend
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This is the DTE team charter.
Other charters developed:Distribution Operations Fossil Generation Mich Con Customer Service Corporate Support Finance Nuclear Generation
Project Charter
Form revision date: 05/18/2005
Version: # 04/08/2008Project Name: DTE Energy Enterprise Workforce Planning Initiative
Ideal State
Gaps
Team Members & Roles
Problem Statement
High Level Milestones/Countermeasures (actions, owners & timing)
Challenges/Risks
Current State Case for Change
Key Business Assumptions
Champion: Larry StewardProcess Owner: Ray Kelly IV, Kate HerwickKey Stakeholders: Vince Dow, Steve Kurmas, Bob Richard, Erle Dail, Joyce Hayes-Giles, Other BU leaders in DTE EnergyTeam Lead: Ray Kelly IV, Amy BouqueCore Team Members: Amy Bouque, Lynette Dowler, Frank Wszelaki, Wayne Colonnello, John Erb, Guy Harris, Jeanne Martens, Tim Sullivan, Support Team Members: HR Managers, Data SMEs, EPM members, VinayBhakkad, Emmett RomineBlack Belt Mentor: N/AFinancial Analyst: Jeanne Martens
Estimated completion date of project
Gate Status: Pre Gate 1 Gate 1 Gate 2 Gate 3 Gate 4
•Workforce planning process across DTE is not standardized/consistent/repeatable •Attrition models – incomplete and inconclusive•Productivity models are not integrated in workforce planning•Lack of standard methodologies•Training requests made but not deployed•Outreach efforts are not fully utilized•Previous workforce plans did not consistently address long term requirements (i.e. short term, 1 year focus and driven by budget caps; top Q performance metrics)
•Data is available, consistent, w/integrity•Ability to quantify work•Knowing where/how to get information•Alignment across business units on standardized process and deliverables•Ability to build a central work team for proper process/program execution
•Required multiyear development timeline of replacement workforce•Improved business continuity planning•Economic condition of our community •Budget constraints, top Q performance•Establishment of longer range budget requirements •Repeatable/consistent process•PEP headcount commitment require holistic workforce competency and skilling planning
•There will be significant business shifts and technological advancements in our business and processes over the next 3-5 years, requiring skill enhancements•We will see human capital supply issues across a broad spectrum of our feeder groups •There is a value in completing long range workforce planning and employee development
Short Term – Oct, 2008Long Term – 2010
Sustainable/repeatable/comprehensive process- lack of internal benchmarksA set planning cycle (to increase the accuracy of information, ability to deliver improved results, to mesh with other business system requirements on time)No centrally focused effort, fragmented OR not done at all
Workforce planning processes across DTE Energy are not systematic, coordinated or consistently applied. Complex training requirements, budget requirements and upcoming retirements of an aging workforce makes workforce planning an essential tool to maintain business continuity. Because of the anticipated turnover and the current economic conditions of our community, we have to create a more comprehensive, systematic approach to long range planning for labor acquisition, development, and deployment.
•Integrated tools for data acquisition, workforce analytics, reporting, & decision making (ST/LT)•Centralized approach that engages employees, leaders, unions, and businesses across DTE (LT)•Strategic Business requirements are embedded/understood in the process (business shifts, capital budgets, productivity, technology advancements) (ST/LT)•The process is integrated into other business management decision processes (budgeting, strategic planning, workforce development, etc) (LT)•The process feeds workforce management decision requirements (retention, recruitment, transfers, make-up, etc) (LT)•Reporting is uniform and understood by decision makers (ST/LT)•Workforce development pipelines are designed and integrated enterprise wide; especially education relationships (ST/LT)•Designed and approved approach for completing anticipated attrition hiring (ST)
ST- Short Term 2008; LT – Long Term 2010
Initiate Ideal State design for 2010 WFP initiativesOct
Calibration HR Managers and BU Champions and Update CI Steering CommitteeNov 12
Improved 2009 labor forecast information for S2Oct
Calibration- HR Managers and BU Champions and Update CI Steering CommitteeSep 18
Completed analysis to be integrated in to 2009 S2 planningAug
Calibration - HR Managers and BU Champions and Update CI Steering CommitteeJuly 17
Update CI Steering Committee, APPROVAL for new processes and any required expenses (ideal state and 2008 phased approach)
June
Templates, data sources and expectations delivered to BU teams “phase one”May 26
Review charter, timeline and product with core team. May 1
Develop business case (w/cost benefit). Finalize the work planApr 30
Finish assessment, design of high level architecture Apr 18
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We built the “Swim Lanes” to show the work process requirements.
Who:
BU Lead (COE Mngr)Strategic
Objectives (1)Talent
Implications (2)Talent
Demands (3)Roll-up Report
Roll-up Report
CRC (HR Lead)Strategic
Objectives (1)Talent
Implications (2)Talent
Demands (3)Roll-up Report
Current Workforce Demographics (4)
Attrition - Talent Gaps (5)
Roll-up Report
BU Data SMERoll-up Report
Current Workforce Demographics (4)
Attrition - Talent Gaps (5)
Roll-up Report
BU Director (if diff than Lead)Strategic
Objectives (1)Roll-up Report
Roll-up Report
BU VPStrategic
Objectives (1)Roll-up Report
RecruiterRoll-up Report
WF Plan TeamRoll-up Report
Roll-up Report
Union (where involved)Roll-up Report
Current Workforce Demographics (4)
Attrition - Talent Gaps (5)
Roll-up Report
FinanceRoll-up Report
Roll-up Report
TTO - PIC
DTE Business Process / Cycle
Leads:
Outputs:
Detailed Information:
S1
HR Leads inquiry based information gathering, 1 through 3, CRC/Area Manager interviews director/VP (S1 input)
Steps 4 and 5 are completed by the HR-CRC with support from the Business Unit SME
Strategic Objectives Current Talent Supply
1) STRATEGIC OBJECTIVES- HR interviews director/VP and assists in creationKey Inputs: Talent Planning documents; S1 and S2 documents a) What are key strategic objectives we are striving to achieve over the next 3-5 years? b) What are the 2-3 key success factors that will make or break our success long term? c) What are the few critical outputs/end results for which this group is held accountable? d) What major obstacles will we face in reaching these objectives? e) What competitive advantage do we have that we need to maintain? f) What are the key interdependencies of our organization? g) What is the financial picture of our organization? h) Is the organization growing, maintaining or reducing?
2) TALENT IMPLICATIONS a) What are the recent or projected changes in the group and/or its staff members? b) What type of culture does our business need to thrive? How different is that culture from today? What are steps to achieve? c) Will any skills become less important in achieving business success? Which ones? d) Which skills will become more important? Do we already possess those skills? If not, where does it exist internal or external?
3) TALENT DEMANDS a) Critical Capabilities – Specific skills sets necessary to achieve goals- either entire workforce or a section of the workforce i) What skills will we need that we don’t currently possess? ii) How might we need to change the composition of the workforce? b) Critical Positions – existing roles or functions in the organization that are necessary to achieve business goals i) Will critical business processes stop if the position(s) are left vacant? ii) Are there significant barriers to entry for the postions(s) iii) What is the position’s impact on customer, revenue or productivity? iv) What factors drive success in these critical roles or job families?
4) CURRENT WORKFORCE DEMOGRAPHICS (TALENT SUPPLY) a) Total manpower in job class or family – Provided by HR i) By Gender* ii) By Ethnicity* iii) By Age iv) By Years of Service v) By YOS against Age (Bubble chart) *list Affirmative Action Plan Placement Goals b) OFFSETS – show the walk of above to actual– Completed by BU SME i) Long term light duty assignments ii) Full time Union assignments/equivalents iii) Other non-productive headcount (eg: trainers, etc)
5) ATTRITION – TALENT GAPS a) Hewitt data – historical attrition quits/retirements – Provided by HR b) Prior year’s internal movements – Provided by HR c) Career path movement (ex: progression of SSI to SSII) d) 2007 Actual attrition against anticipated e) Prior year’s staffing activity f) Employee Movement – trends, issues or concerns g) Summary: workforce replacement only
Swim Lanes• Provides role clarity and output
ownership• Documents process steps and
outcome expectations• Defines the timing required
– Not every step required to be series
– Frequent check in required• Created to develop consistency
business unit to business unit• Shows linkage to our
Enterprise planning cycle
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The modeling tool sorts SAP data and pre-populates reporting templates
This modeling tool can be run by each Business
Units HR representatives
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The proposed staffing projections may be modified at anytime and do not represent a guarantee of minimum or fixed hiring commitments or general staffing levels for any of the groups or locations listed, and that work locations, manpower deployment and staffing levels may be modified by management at anytime
subject to changing service requirements, or productivity improvements or for any other allowable purpose. Management retains all legal, equitable and contractual rights to direct and adjust its workforce including, but not limited to, the right to hire, promote, transfer, discharge, suspend or demote.
0202 Fossil Generation Years of Service vs Age• Average Retirement (AR) age and YOS for this work group, from 2002 through 2007 has been 59 and 37 years.
• Learning period for promotion from feeder group(s) is 4 years.
• Feeder group ready now = 3.
• Suggestions:
• Promote the 3 ready now.
• Development guides required for 6 others
• Hire X because 6 “for development” are not available. 1
1 3
1
4
1
5 3
4
2 1
2
0
5
10
15
20
25
30
35
40
45
50
15 20 25 30 35 40 45 50 55 60 65 70 75 80
Age Brackets
YO
S B
rack
ets
One of the pre-populated output reports
EXAMPLE, for illustration only!
AR
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Attrition AnalysisOutput Breakdown
The proposed staffing projections may be modified at anytime and do not represent a guarantee of minimum or fixed hiring commitments or general staffing levels for any of the groups or locations listed, and that work locations, manpower deployment and staffing levels may be modified by management at anytime subject to changing service requirements, or productivity improvements or for any other allowable purpose.
Management retains all legal, equitable and contractual rights to direct and adjust its workforce including, but not limited to, the right to hire, promote, transfer, discharge, suspend or demote.
Car
eer
Pro
gres
sion
7 0
3 / 0
415Current:
0
2
Applications Engineer
Associate Engineer - ESODTECH - 1 - 50%
FG - 1 - 50%
Financial Associate
Principal Market EngineerFin&T - 1 - 25%
ED - 1 - 25%Senior Strategist - Energy DistributionFG - 1 - 25%
Staff Engineer
22 0
Data Range: 2006 - 2007
Comments Area:
Current as of: July 9, 2008
Movements Into Movements Out of
Ext Hires
Internal Movement Into Job
Promotions
Terminations & Quits / Retires
Demotions
Internal Movement Out of Job
Legend
Job Title
Dept - Bldg - # moves - % movements
Internal Movement Descriptions Key
(excl prom & dem)
(excl prom & dem)
Demotions out of JobPromotions into Job
Current HeadCount
Internal Movement Descriptions
Internal Movement Descriptions
Promotions out of JobDemotions into Job
Terminations / RetirementsNew Hires
Job Titles
Internal Movements out of JobInternal Movements into Job
Note: All counts represent total employee movement in the time frame chosen
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Attrition AnalysisSample Output (4 Jobs)Can do as many as 5 jobs.
4 / 0
0
The proposed staffing projections may be modified at anytime and do not represent a guarantee of minimum or fixed hiring commitments or general staffing levels for any of the groups or locations listed, and that work locations, manpower deployment and staffing levels may be modified by management at anytime subject to changing service requirements, or productivity improvements or for any other allowable purpose.
Management retains all legal, equitable and contractual rights to direct and adjust its workforce including, but not limited to, the right to hire, promote, transfer, discharge, suspend or demote.
12Current:
0
4
Car
eer
Pro
gres
sion
n/a
Student Co-Op1n/a - 1 - 25%
DO - 1 - 25%Senior Technician - System Underground
DO - 1 - 25%
Associate Engineer
7 0
3 / 0
415Current:
0
2
Applications Engineer
Associate Engineer - ESODTECH - 1 - 50%
FG - 1 - 50%
Financial Associate
Principal Market EngineerFin&T - 1 - 25%
ED - 1 - 25%Senior Strategist - Energy DistributionFG - 1 - 25%
Staff Engineer
22 0
10 / 7
271Current:
0
1
n/an/a - 1 - 100%
Supervisor - Ombudsman
Senior Strategist - Energy DistributionDO - 1 - 50%
DO - 1 - 50%
Senior Engineer
8 0
3 / 4
833Current:
0
1
Manager - Turnkey ProjectsDTECH - 1 - 100%
Supervising Engineer
Supervising Engineer-Community LightingDO - 3 - 37.5%
DO - 1 - 12.5%Supervising Engineer & OmbudsmanDO - 1 - 12.5%
Principal Engineer - Energy Distribution
Data Range: 2006 - 2007
Comments Area:
Current as of: July 9, 2008
Movements Into Movements Out of
Ext Hires
Internal Movement Into Job
Promotions
Terminations & Quits / Retires
Demotions
Internal Movement Out of Job
Legend
Job Title
Dept - Bldg - # moves - % movements
Internal Movement Descriptions Key
(excl prom & dem)
(excl prom & dem)
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Another Output, Training Plan:14) Training Plan Overall
Training Plan Overall Presentation Slide
2009 2010 2011 2012 2013
Required Training
Number of new hires
Forecast overtime for classroom training
Forecast total classroom training budget
Annual/Biannual Recertification (new hires only)
Number of new hires
Forecast budget
Development of Training
Scope of curriculum / course
Prioritization of project
Impact of personnel
Forecast budget
Total Budget Forecast
Training Plan Overall Presentation SlideJob Classifications – Business Group
1. Job Classification & number of hires2. Job Classification & number of hires3. Job Classification & number of hires
Curriculum / Course Development
Estimated length in hours
MediaClassroom, Web, Blended
New training materialsExisting training materials
Curriculum or courseanalysis required
Total number of employees affected
SME availability
Desired completion date
Prioritization rating form
Training Development
Worksheet and instructions will be posted on Performance Measurement website
Submit worksheet to TTO DO
Process Improvement Consultant