insight. alignment. action

Strategic Workforce Consulting for the Human Age

Insight. Alignment. Action.


Your Presenter

Rebekah Kowalski Global Principal Consultant Strategic Workforce Consulting


Today’s Agenda

• Market Forces Reshaping the World of Work

• Implications for Talent Management

• HR’s Role in Navigating Certain Uncertainty -

Best Practices in SWP


ManpowerGroup’s Unique Perspective


Eras defined by the

raw materials people

bent to their will:

• Stone Age

• Bronze Age

• Iron Age

Eras defined by the

domains people

conquered with ever-

increasing technology:

• Industrial Age

• Space Age

• Information Age

Era defined by the

ingenuity of

individuals and of

the community:

• Human Age

The World Is Experiencing A New Reality

Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces


The Human Age Ecosystem Continues to Evolve

The only certainty is uncertainty


Macro-economic forces are growing

stronger and more intertwined,

pushing and pulling in different

directions until they become

impossible to separate – like a

Gordian Knot.

2013 Future Forces


Talentism is the New Capitalism

Talent is emerging as the new “it” factor.


Talent, as capital once was, is becoming the

scarce resource in the economic world.

• A corporation’s means of attracting,

mobilizing and liberating talent is a key

competitive differentiator.

Human potential is a major agent of economic

growth.

• How to unleash and then leverage that

potential is a key question

organizations need to answer.


Future Forces

REDEFINITION OF THE

SEGMENTATION

OF MARKETS

ECONOMIC

EVOLUTION: MATERIALIZATION

OF GREAT

INVERSIONS

CERTAIN

UNCERTAINTY

TECHNOLOGICAL

EVOLUTION: SHIFTING SANDS

ACCELERATE

LEADING IN THE HUMAN AGE: WHY AN ERA OF CERTAIN UNCERTAINTY REQUIRES

NEW APPROACHES TO THE WORLD OF WORK



9 ManpowerGroup Solutions


What Are You Thinking?


– In light of these trends, what are the new questions you need to ask?

• What are the skills that will be critical to driving your business in the next 5-10 years?

• What are the workforce implications of business strategies that require ongoing adaptability?

• What kind of new work models/structures do we need to be considering?


Right Management 2011 Red 14


Supply and Demand Need to Be Synchronized

Achieving and Accelerating

Your Business Strategy

Workforce

Strategy

needs to drive:

• Productivity

• Innovation

• Speed

• Agility

SUPPLY

External Forces: • Demographics / Talent

Mismatch

• Individual Choice

• Technological Changes

• Customer Sophistication

Internal Workforce: • Internal Demographic Shifts

• Leadership Capabilities

• Legacy Mindsets

• Work Models & People

Practices

DEMAND

• Economic Forces

• Competitive Forces

• Customer Forces

• Risk Forces


The Changing Role of HR in the Human Age

HR Led Leadership Led

Business

Strategy

Talent

Needs

Deepen Understanding

of Talent Needs &

Wants

Connect Needs to

Customized Offerings

Provide Motivation to

Buy Again

Drive Value

Deliver the Offerings

Work Models

People Practices

Talent Sources


We’re Charged With Building a Human Age Company

One standard work model Flexible work models

Old: New:

One size fits all people

practices

Contemporary & flexible

people practices

Standardized talent

pipeline

Talent ecosystem with a

short time to value


Unleashing Human Potential

Work Models

People Practices

Talent Sources

• What new practices will we need in order to attract,

develop and retain the talent we need?

• What will motivate generations to work together?

• How will our leadership models need to change?

• Do we know all of our talent supply options?

• How can we optimize the talent we have?

• What talent strategies can we deploy to reach

undertapped and untapped talent pools?

• What work models should we use?

• How can we leverage the talent ecosystem to drive

productivity and innovation?

• How do we manage a diverse and virtual workplace?


HR’s Role in Navigating Certain Uncertainty Best Practices in SWP

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=GPBs9n6yIvEpRM&tbnid=e2TDpNXfSDkkJM:&ved=0CAUQjRw&url=http://www.mohrresults.com/mohr-results-weight-loss-2/the-human-fat-loss-gps/&ei=BAtDUuXiLpW24AOtjYHoCA&bvm=bv.53077864,d.dmg&psig=AFQjCNFED96x30wZ7K5HX2vuQIn3fRf8PQ&ust=1380211831415511


Workforce Strategy vs. Talent Planning

Goal: Get the right people with the right skills at the right

place at the right time. It’s about the number of people and

skills needed.

Focus: A business process to ensure the organization has

access to talent. It’s a subset of workforce strategy.

Value: Provides HR a snapshot of internal demand for jobs and

skills as well as forecasted internal availability. It’s a business

process that is responsive to the business strategy and provides

predictability in modeling staffing needs and costs.

Ownership: HR led, operationally utilized

Goal: Clarify outcomes needed from the organization (e.g.,

culture, structure, talent, people systems and processes) to

achieve the business strategy.

Focus: A strategic process to ensure the organization has

identified the workforce strategic options, choices, and trade-offs

that must be made in order to achieve the business strategy.

Value: Forces leaders to align and make choices. It’s a two-

way process, outside-in / inside-out, that responds to and

informs business strategy. It provides an on-going process to

assess external and internal risk factors.

Ownership: Leadership led, HR facilitated

ManpowerGroup Solutions 20

WORKFORCE STRATEGY TALENT PLAN


21

Q Which of the following best describes your organization’s current approach to workforce strategy?

We have a fully implemented

workforce strategy

We have developed a workforce

strategy, but face challenges in its implementation

We do workforce planning, but do not

have a comprehensive

strategy

We do not do workforce planning

and have no workforce strategy

at this time

Don't know

40%

So How Prepared Are We? The Global State of Workforce Strategy

24%

19%

11%

6%



5 Key Steps to Create A Workforce Strategy


Step 1 - Confirm Business Strategy Implications


Purpose

• Understand what the business is trying to achieve, and how a workforce strategy can

accelerate your business strategy.

• Your view must be both outside/in and inside/out and forecasts what’s next in the World of

Work, and its impact to you.

• This step is foundational, it establishes your business strategy and the workforce priorities

you believe will make it happen.


4 Activities to Chart Your Destination


HISTORICAL: Due diligence

gives you the

necessary

background

and context.

EXTERNAL: World of Work

Trends provide

you with context

for how trends

are putting your

business strategy

at risk.

ATTITUDINAL: Key stakeholder

interviews give you

their perspective.

QUANTITATIVE:

A workforce

priorities survey

gives you an initial,

objective view of

how your leadership

team sees

prioritization.



Key Outcome – Your Business Vision in the 3rd Horizon


Best Practices Phase 1


• Standardization – of process across business units and HR

• Externalization - outside/in perspective

• Clarification - of where the organizations wants to go

• Prioritization – of what’s important now


Step 2 - Align on Workforce Needs & Capabilities

Purpose

• The process of Aligning on Workforce Needs and Capabilities will get your leadership team very clear on:

What workforce priorities will accelerate them from now to next in your business strategy

What should be funded and resourced, and when, in order to obtain your end goal

• Takes you beyond discussions on “where” you need to go and focuses you on “how” to get there

27 ManpowerGroup Solutions Proprietary and Confidential


NEEDS Rated on Satisfaction & Importance

PRACTICES Rated on Value & Effectiveness

A web-based tool that allows leaders to share

their personal perspectives around the strategic

choices that are required to execute your

business strategy.

• Identifies future needs by asking leaders to

compare the organization’s future workforce

needs to the organization’s ability to

address those needs today.

• Assesses current capabilities by asking

leaders to contrast how effective the

organization is at delivering world class

work practices.

Quantify and Align on Your Strategic Workforce

Options


Looking for Seesaw Patterns

29

Current Capabilities

Future Criticalities

Needs

Practices E

xecutive L

eaders

hip

HR

Lead

ers

hip

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Workforce Strategy Needs



Workforce Strategy Practices




Align on Your Workforce True North



• Quantification - of criticalities , capabilities and gaps

• Consideration - of all possible strategic options

• Facilitation - of executive alignment

• Identification - of our workforce 3 Horizon



Step 3 - Create A Workforce Strategy


• The Workforce Strategy provides you with a roadmap to winning to drive your business strategy.

• Considers the three critical levers you have in creating a Workforce Strategy that drives your business strategy:

– Talent Sources – Workforce Models – People Practices



Skill Availability

Low Medium High

Hig

h

Mediu

m

Low

Im

pact

to B

usin

ess S

trate

gy

Core / Strategic Positions

“War for Talent” Segment

A++ Class Positions

A+ Class Positions

A Class Positions

B+ Class Positions B++ Class

Positions

C++ Class Positions

C Class Positions

C+ Class Positions

B Class Positions

Strategic Question 1 Who Are We Betting the Future On?

Magnitude

Few Many Medium



Strategic Question 2 - 3 How Many Do We Need?

Where Do We Find Them?


Strategic Question 4 What are the most effective Work Models for the shift we are making?


Trends in Work Models:

Specialization of Work – more and more segmentation and specificity of work being demanded, particularly of knowledge work.

Hyperspecialization – dividing work into smaller and smaller tasks and distributing them via the Internet to many people.

Micro Entrepreneurs – increasingly work is being performed by freelancers / contractors willing to work on an outcome basis so they can choose the work they want to do.

Collaboration – Horizontal organization.

Shift from Employee to Contestant – a rapid rise of virtual marketplaces pitting contestants against each other to win work


Strategic Question 5 What People Practices do we need to rethink?


• What is a job?

• What is an employee?

• What is leadership?

• How do we pay and for what?

• How do we drive productivity and innovation through our people practices?

• What are the new ways of thinking about and approaching work to accelerate business performance and get access to the talent we need?

• What needs to be differentiated and why?


Finalizing Your Direction

The Strategic Execution Framework clearly defines your approach to winning; it includes a

synthesis of the long term goals and short term objectives required to drive your business

strategy that:


THE WORKFORCE THAT WILL

MAKE IT HAPPEN

YOUR BUSINESS STRATEGY

YOUR COMPANY VISION

THE WOW TRENDS

– Drives leadership accountability for execution

– Maintains strategic alignment on choices and trade-offs



• Documentation – of workforce strategic pillars

• Prioritization – of how we are going to get there



Step 4 - Develop An Action Plan

• The Action Plan outlines the pragmatic, measurable steps you will take to execute your workforce strategy

• Assumptions and risks are defined for each action and aligned with the Workforce Strategy to make impact to the Business Strategy clear

• Defines for each short-term objective and long-term goal:

– Who is responsible – The timeline for delivery – How success will be measured

• Provides an organization-wide dashboard for success



[YOUR DEFINITION] ACTIONS THAT SUPPORT

OBEJCTIVES

ANNUAL ACTION

TARGETS DASHBOARDS

DE

FN

ITIO

N

LO

NG

-TE

RM

GO

ALS

(TIM

EF

RA

ME

)

SH

OR

T-T

ER

M O

BJE

CT

IVE

S

(TIM

EF

RA

ME

)

1. The desired 3rd Horizon of the Business 3 Horizon Chart drives the creation

of the Workforce end state that will achieve it.

THE WORKFORCE THAT WILL

MAKE IT HAPPEN

YOUR BUSINESS STRATEGY

YOUR COMPANY VISION

THE WOW TRENDS

Workforce Three Horizon Chart

2. The Workforce that will achieve our business strategy drives the present day

steps that will get us there.

3. The steps of today‘s workforce strategy drive the prioritized strategies with

long term goals and short term objectives. 4. The short term objectives drive the detailed action plans.


Business Three Horizon Chart

Aligning Actions to Your Business Strategy



• Prioritization – of what is most critical

• Sequencing – of the order of the actions

• Documentation – of interdependencies and inter-linkages

• Ownership – of the leadership team



Step 5 - Execute, Measure and Refine

• Acts as a defined checkpoint to verify assumptions and monitor early risk indicators

• Provides you an opportunity to monitor and refine your approach:

– Before risk is realized

– In time to capitalize on opportunity

• Gives a view on how changes in the World of Work are impacting you (Threats and Opportunities)




• Evaluation – on-going monitoring of dashboard for success

• Augmentation – course correction as necessary


ManpowerGroup | August 22, 2013 48 ManpowerGroup – Proprietary Information

Questions?

www.manpowergroup.com

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