© 2008 eventure events. all rights reserved. mitigating business risks with strategic workforce...
TRANSCRIPT
© 2008 Eventure Events. All rights reserved.
Mitigating Business Risks
with Strategic Workforce Planning
Lina DoucetBruce Power
Agenda
• Introduction• WFP Model• Business Requirements• Technical Solution• Business Impact• Key Points• Contact• Questions
Bruce Power
• Bruce Power is a Canadian Nuclear Plant Operator• Canada's first private nuclear generating company and
the source of more than 20% of Ontario Canada's electricity
• Located approximately 250 kilometres northwest of Toronto
• Lina Doucet, Bruce Power Workforce Planning Team– Former Business Consultant with 15 years of experience in
business development, training and process improvement now working in the Energy Sector
Business Assumptions
• Business plan driven or work driven?
• Workforce planning: a human capital management or financial exercise?
• Centralized/top-down approach vs. demand-based?
Business Drivers
• Fiscal responsibility to optimize the size of our workforce and minimize staffing costs
• Work efficiencies required for optimisation are aligned with WANO 1 initiatives
• Prepares the company for the upcoming labour shortage
• Positions our company to be more competitive and mitigate risk in a changing business environment
Bruce Power’s Workforce Planning Model
• Based on mitigating risk – critical skills / staffing costs• Long Term Workforce Model (5 years) with ramp down
curve establishes year end Job Level Targets• JLTs based on staffing requirements (eg work analysis)
“filtered” with benchmarking results / best practice / 5 year implementation plan
• All staffing actions (including hiring, staff movements, retention strategies etc.) based on CWS (Critical Workforce Segments)
• A network of Divisional Staffing Planning SPOCs (single points of contacts) are active in the WFP Process
Business goals and activities
Staffing budget
Corporate staffing level targets
Long-term business plan
Talent segmentation
Diversity
Skills requirements
Assess future workforce
Long-term business plan
Long-term business plan
Demographics
Attrition assumptions
Talent pools
Assess current workforce
Assess future workforce
Long-term business plan
Assess future workforce
Long-term business plan
Assess current workforce
Assess future workforce
Gap analysis
Assess current workforce
Job level targets and 5-year workforce plans
Workforce redistribution across divisions and job families
Gap between future and current workforce (numbers, skills, etc.)
Long-term business plan
Assess current workforce
Assess future workforce
Gap analysis Staffing strategiesEmployee retention plans
Employee development and career plans
Employer of choice initiatives
Succession plans
Employment equity plan
Employee relations strategy
Workforce Modelling
Current Workforce
Model
ProjectsFinance &
CSLAW
Power Marketing
Group A
Group B
Group C
Group E
Group D
Retirements
Current Workforce
Model
ProjectsFinance &
CSLAW
Power Marketing
Group A
Group B
Group C
Group E
Group D
Staff Movements
Current Workforce
Model
ProjectsFinance &
CSLAW
Power Marketing
Group A
Group B
Group C
Group E
Group D
Hiring
Current Workforce
Model
ProjectsFinance &
CSLAW
Power Marketing
Group A
Group B
Group C
Group EGroup D
Future 8 Unit
Workforce Model
Group A
Group B
Group CGroup D
Group E
Fundamental WFP Principles
• All staffing actions based on long-term business goals (not everyday “urgent requests” or “what was”) & criticality of positions (including $$$)
• Talent management based on building the future workforce
• Approved (i.e., executive buy-in and sign off) formal staffing actions required to mitigate risks related to an aging workforce and pending labour shortage
Bruce Power – Workforce PlanningBusiness Requirements
• Company’s HR Division used several Excel spreadsheets to manage its Workforce Planning Process (WFP) creating a localized source of business intelligence with limited transparency to line managers
• Some line managers used customized databases or local spreadsheets to analyze staffing requirements and develop hiring plans based on their own source of data and assumptions
• Historically, company was using traditional approach to WFP by rolling up line demand for staff (12 to 18 month plan)
Bruce Power – Workforce PlanningBusiness Requirements
• Need for automation:– As the company was experiencing growth, an ageing
workforce and stringent regulatory requirements, automating the WFP process was required
• Market Survey:– Company did a market scan to find off-the-shelf
solutions / WFP software– Decision was made to accept tenders to develop in-
house product
Technical Solution
• Bruce Power uses SAP BW 3.5 for strategic reporting
• Leveraged SAP’s Business Planning Simulation Module (BPS) within Business Warehouse, to automate the existing Workforce Planning Process
Hiring Plan
Reports
Executive Dashboard
Business Impact
• Desktop solution provides managers with full transparency to business assumptions
• Divisional single point of contact reviews / validates data on an ongoing basis
• What if scenario “self serve” capability has reduced re-work and multiple revisions to hiring plan.
• Hiring process has been streamlined (e.g. staffing request forms have been eliminated, requisitions can be created based on on-line hiring plan, HR reports and analysis can be done by line managers)
Business Impact (continued)
• Executive Dashboard provides mission critical data to Executive Vice Presidents and CEO
• Enhanced Analytics (staff movement trends, talent pools, staffing level forecast, etc.)
• WFP Module designed for “total workforce management” (temps, contractors, regular, etc.)
• Module can produce “HR What if scenarios” for acquisitions, Green Field / Brown Field Projects, new divisions, negative growth management/ downsizing, etc
Key Points
• Utilize BPS planning function to automate Hiring Plan generation process
• BPS is a strong module for what-if scenario analysis
• Using BPS can ease the integration of workforce planning and business planning
• Scope control was key during the project.– Resist temptation to enhance design beyond scope
© 2008 Eventure Events. All rights reserved.
Lina Doucet Bruce Power
1 (866) 748-4787 ext. 5458
© 2008 Eventure Events. All rights reserved.
Questions?