1. Building Resourcing Capability 2012Workforce PlanningGrant Weinberg Director EMEA Talent Acquisition

2. Gilead Storyboard25 Years in 25 secondsGilead Sciences four-in-one HIV pill has been given the thumbs up by an FDA advisory group. Revenues 2011 c.$8.4b Revenue : Employee 2011 WW = $1.8m 15 Marketed ProductsRevenue : Employee EMEA 2011 = $3.3m Avg. annualised hiring c.275 Multi-channel sourcing: Direct 50% Indirect 50%Most Valuable EmployeesMarket cap value per employee: $9,415,075 3. How we used to plan Headcount. 4. Evolution to Workforce Planning 5. Gilead WFP Drivers Maturing away from incremental hiring Capability hiring against the Business objective Reduce reactive hiring Greater appreciation of the Talent pools (int &ext) Business Stakeholder alignment and up skilling: Business Leaders Finance Business Partners HR Business Partners 6. Workforce planning is the bridge frombusiness plan to talent management planAnnual Business Strategy / Business PlanWhat are the workforceimplications of the businessstrategy?Workforce planningUnderstand your workforce through metrics and analyticsWorkforce plan Integrated Talent Management PlanTalent Acquisition Learning & Development Succession Planning Compensation Planning Performance ManagementLeadership Development 6 7. Workforce Planning Process FrameworkGileads initial focus was on Phases 1 and 2Phase 2:Phase 3: Phase 4:Phase 5:Phase 1:Project FutureProject Future Identify the Gaps Manage Gaps andDefine objectives DemandSupply and Action PlanMonitor WorkforceImplementUnderstand the Identify the actions current Determine workforce gapsidentified in theworkforce futurethat will inhibit workforce plan issues andDetermine key workforce success on andgather data on workforcesupply basedexecuting thecontinuously the business requirements to on current businessmonitor theplan/strategy to execute on workforce andstrategy and workforce todetermine future business anticipateddetermine an assessworkforce strategy changes to theaction plan forprogram direction and workforce addressing theeffectivenesstalentgaps and the need toimplicationsrevisit the planProcess oversight and change management 7 8. Workforce Planning Maturity ModelThere is value in workforce planning no matter where you are on the maturity model Advanced Advanced analytics: Tying workforceIntermediate metrics to business outcomes Alignment with human capital strategy Workforce projections Cost optimizationBasic Critical role segmentation Skills evaluation and Movement analysis and career pathsredeployment New hire analysis and strategy Job analysis and redesign Understanding the current workforce: Intermediate business demand planning: Advanced business demand Headcount Defining workforce implications of planning: Turnoverbusiness plan Process level analysis Simple metrics (age, service) Business driver analysis Time study Simple demand planning: Quantification of business driver Complexity factors Headcount growthratios Productivity and efficiency Gap analysisanalysis Headcount target Workforce mix evaluation Some trending analysisData analysis required8 9. Advanced WFP SegmentationTalent Segment and Value Potential Strategic Action StrategicCritical to driving long-term competitive Buildadvantage, with specialized skills or Roles thatknowledge affect theCore strategyIncreased investmentThe Engine of the Enterprise, unique toProtect the company and core to delivering on itsproducts and/or servicesRequisiteCannot do without, but whose value could beStreamline/delivered through alternative staffing Outsource Rolesstrategies (e.g. off-shoring, outsourcing, affected replace w/technology)Non-Core by the strategy Talent whose skill sets no longer align withRedirect the companys strategic directionSource: The Conference Board Strategic Workforce Planning, Forecasting Human Capital Needs to Execute Business Strategy; via Corning Incorporated9 10. Gap Management Using the Tools: The tools provided can be modified/updated to reflect your individual needs within your respective businesses/functions. They are provided to help guide you through conversations with your client to better align the talent strategies to the business strategic needs Keep an eye on the HIPOs within your business/function even if the rolesBuild they are currently in will no longer be needed in future years. Help to build development plans to mold them into the new roles defined through the demand exercisesBuy Watch for what is going on with your competitors and stay close to the external talent pipelines to be able to bring on talent timely When roles become vacant determine if they are part of the futureBorrowdemand. If not, consider short-term strategies such as using temporary help or contract labor to fill the immediate gap Closely monitor performance management to manage the attrition in aBounceway that frees up headcount to accommodate the identification/training of new talent needed for future demand Review the organizational structure components (management structure,Balance reporting relationships, span of control, compensation, capabilities & knowledge needed, etc.) to ensure the alignment with the future demand needs 11. AppendixDiscussion Framework Metrics Overview 12. Workforce Planning Discussion FrameworkAKA The 9 QuestionsThe following questions will help to guide your initial discussion with your client. Although you may not address allof the questions, you should leave the conversation with an understanding of strategic business objectives andwhat might impede the achievement of these objectives.QuestionsWhat are the key strategic objectives we needto achieve over the next 1 to 3 years?What are the success factors that will make orbreak this?What obstacles do we face?What are our strengths and weaknessescompared to our competitors?What are the 3 to 5 critical role and orcapabilities required to achieve objectives?Do we have the right people with the rightskills in the right roles? (e.g., refer to talentmaps and succession plans)Is our headcount allocated efficiently andoptimally? (e.g. Span of control, etc.)What are some potential barriers?What roles & capabilities will become lessimportant?12 13. HR Metrics Labor[Organization]Departing Market Headcount: #Turnover:Employees Org Dept Hired: #Termed: #Overall Time to Hire: #VoluntaryPrimary reasons for days (versus # daysInvoluntarydeparture: for rest of company) Open and Filled Requisitions: #-Reason #1 -Reason #2Budgeted Headcount: #WHERE TO PULL THE METRICS System FolderReport DescriptionOwnerReport Name Selection EmploymentHiring YTDHRBP Time Trend of Headcount by Location , Job Family, Department Tree Demographics Provided by TalentTime to HireTA N/A Acquisition EmploymentHeadcount HRBP Time Trend of Headcount by Location , Job Family, Department Tree DemographicsTurnover number year-to-date (topEmploymentHRBP Turnover by Dept Tree, Length of Service2-3 reasons) DemographicsTurnover % (voluntary andEmploymentHRBP Time Trend of Headcount by Location , Job Family, Department Treeinvoluntary %) Demographics Current Requisitions - Number of Current Requisitions byOpen requisitions HRBP Talent Acquisition Dept/Location/Grade Current Requisitions - Number of Current Requisitions by 13Filled requisitions HRBP Talent Acquisition Dept/Location/GradeBudgeted Headcount vs ActualHRBP Total Workforce Total Workforce Actual Vs Forecast 14. Insights from the Gilead Journey Ensure all stakeholders have a commonunderstanding of what Workforce planning is anddefine objectives before initiating. Education before action! HRBPs were all doing Workforce planning activities ona daily basis in their roles, to varying degrees. Assess competence, address learning needs early. We needed to formalize and package these activitiesinto a common methodology Workforce Planning(WFP). 15. Insights from the Gilead Journey Does your organisational culture support WFP? WFP should be an embedded business process and not a HRinitiative! Use analytics to build the story line. No big bang - Pilot a key business area/group, take the valuecreation to determine additional business needs. Coordinate with business / finance planning and talentmanagement cycles. Remember Workforce planning should support theBusiness objective or you have lost the value of theBusiness process.