manpower planning study from clc

7/29/2019 Manpower Planning Study from CLC

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Issue Overview: Impending Labor Challenges Require Robust Workforce Planning

Despite impending labor shortages

Although workforce planning is simple in concept, the following factors will make it difficult and

increasingly essential for companies to accomplish it effectively in order to strategically replace

retiring and departing employees:1,2,3,4,5,6,7,8,9,10

11

Growth in the 55 to 64 years age group will account for about 70 percent of the net increase in

Canadas working-age population by 2010 and all of it by 2020.

In Canada, 44 percent of businesses already report having difficulty finding qualified labor. By 2020, the worker shortfall in Canada could reach 1.7 mi llion.

In the UK, the number of people aged over 65 will exceed the number of people aged under 16.

Rapidly changing market conditions and the complexities inherent in large and global

organizations

Companies are experiencing high turnover

companies lack effective workforce planning methods

However, research cites that although labor is typically the largest line item in an operating budget,

most companies lack effective workforce planning methods. Reasons include failure to define the

needed "quality" (skill level) and quantity of the workforce, insufficient integration between business

unit plans and overall workforce plans, and lack of quantifiable metrics.12,13

which solve these challenges.

Workforce planning enables companies to manage these talent shortages as well as surpluses and

act, instead of react, to business and market changes. It establishes an integrated process for

identifying, securing, and developing the human capital required to support the organizational mission

and for developing and implementing the strategies to meet these objectives.14,15 This research report

examines the workforce planning processes at f ive profiled organizations, examining workforce

planning administration, facilitation, monitoring, and revision.

ProfiledInstitution

Industry Employees Revenues Country

A Financial Services 50,000 100,000 More than $10 billion Canada

B Financial Services 10,000 50,000 More than $10 billion Canada

C Retail 10,000 50,000 $2 billion $10 billion Canada

D Hospitality 10,000 50,000 Less than $2 billion Canada

E Financial Services 50,000 100,000 More than $10 billion Germany

Fact Brief

Managing the Workforce Planning Process

Key Questions

What groups are involved inthe workforce planningprocess, and what are their keyroles and responsibilities?

What tools does do companiesuse to identify workforce needsand understand capability gapsin the workforce?

What changes will companiesmake to workforce planningprocesses in the future?

w w w . c o r p o r a t e l e a d e r s h i p c o u n c i l . c o m

CORPORATE LEADERSHIP COUNCIL AUGUST 2004

Table of Contents

Executive Summary 2

Administering Workforce 3Planning

Conducting Workforce 8Planning

Monitoring and Revising 15

Appendix A: Workforce 19Managements WorkforcePlanning Worksheet

Research Methodology 21

This project was researched and written to fulfill the specific research request of a single member of the Corporate Leadership Council and

as a result may not satisfy the information needs of other members. In its short-answer research, the Corporate Leadership Council refrainsfrom endorsing or recommending a particular product, service or program in any respect. Sources are contacted at random within theparameters set by the requesting member, and the resulting sample is rarely of statistically significant size. That said, it is the goal of theCorporate Leadership Council to provide a balanced review of the study topic within the parameters of this project. The Corporate

Leadership Council encourages members who have additional questions about this topic to assign short-answer research projects of their

own design.

Catalog No.:CLC127IQ1F

2004 CorporateExecutive Board

Annual Growth of Population

(percent growth)

US UK Canada

Years Ages 15 to 64

2000 - 10 1.0 0.5 0.9

2010 - 20 0.3 0.0 0.1

2020 - 30 0.2 -0.3 -0.3Years Ages 65 and over

2000 - 10 1.3 0.8 2.0

2010 - 20 3.1 1.8 3.3

2020 - 30 2.7 1.9 2.8

Aging Workforces11


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MANAGING THE WORKFORCE PLANNING PROCESS PAGE 2AUGUST 2004

2004 Corporate Executive Board

EXECUTIVE SUMMARY

This research discusses the workforce planning processes at five profiled organizations, as summarized below.

I.ADMINISTERING WORKFORCE

PLANNING

II.CONDUCTING WORKFORCE

PLANNING

III.MONITORING AND

REVISING

Establishing Approach and

Ownership

Workforce Planning Approaches

CentralizedTwo profiled companiestake centralized approaches to planningbut decentralized approaches toworkforce planning implementation.DecentralizedTwo profiled companiesconduct decentralized workforce planningat the business unit (BU) level.CombinedOne profiled company takesa centralized approach to workforceplanning at the corporate level and adecentralized approach at the site level.

Ownership of and Key GroupsInvolved in Workforce Planning

OwnershipAt three of five profiled companies, HRmaintains workforce planning ownership.

Key Groups HR BU Leaders and General Managers Chief Controlling Officer Workforce Planning Analyst

Defining Employee Scope

Four of five profiled companies conductworkforce planning for certain employees

because they experience the highestturnover and directly impact revenues,shareholder value, and customer service.

Frequency, Length, and Cost of

Workforce Planning

Frequency and Length

At four out of five profiled companies,formal workforce planning occursannually for one to two months. Three ofthese companies also conduct workforceplanning at additional times throughoutthe year.

Cost

Unable to provide cost figures, profiled

companies indicate the following areas inwhich workforce planning costs incur:

Recruiting Staff Conducting Workforce

Planning Systems Training

Using Indicators, Tools,

and Systems

Indicators to Identify Workforce Needs

Current Workforce Needs Retirement (all profiled companies) Turnover (all profiled companies) Skill Gaps (four of five profiled companies)

Future Workforce Needs Economic Predictions Unemployment Rate Workforce and Customer Demographics

Tools to Understand Capability Gaps

Current Capability Gaps Access and Excel Spreadsheets Performance Management Process Workforce Segmentation

Future Capability Gaps Workforce Planning Modeling/Scenarios Performance Management and Consulting Employee Focus Groups and Interviews

Tools to Support Managers in the Process

At profiled companies, tools that supportmanagers in the workforce planning processinclude guidelines and spreadsheets.One profiled company plans to providemanagers with workforce planning modeling.

HR Systems that Support the Process

Although available, profiled companies do notuse the workforce planning components of theirsystems. HR-related systems serve to supportworkforce planning processes.

Workforce Planning Steps

Research outlines the following steps, whichare reflected in profiled companies workforceplanning processes:

1. Understand corporate strategy goals

2. Outline workgroups goals and thestructure needed to achieve them

3. Evaluate current talent

4. Plan for succession

5. Anticipate attrition

6. Determine hiring specifications

7. Develop candidate sourcing strategy

Monitoring the

Process

Workforce Planning Metrics andBenefits

MetricsWhile two profiled companies do not useformal metrics, those that do track thefollowing metrics: Cost-Per-Hire Current FTEs to Required FTEs

Benefits Achieve Corporate Objectives Facilitate Strategic Staffing Improve Efficiency, Effectiveness,

and Productivity Increase Customer and Employee

Satisfaction

Identifying Key Success Factorsand Changes

Key Success Factors

Aligns to Business Requirementsand Strategy

Lowers Turnover by RecruitingEffectively

Satisfies Employees and Customers Supports HR in Planning Process

Planned Changes

Develop Tools Educate and Involve Employees Improve Monitoring Systems Integrate with New Systems


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ConductingWorkforce Planning

Monitoring andRevising

AdministeringWorkforce Planning

Establishing Approach and Ownership

Research cites that the foundation of workforce planning consists of a workforce

forecast used to coordinate the supply of talent to meet the demand. This forecast

entails a view of the following indicators used to identify workforce needs:16

Estimated gap of need versus requirement Existing staff New hires Predicted turnover (voluntary and involuntary)

Promotions or transfers in/out Retirements and extended absences Total need

Literature and human capital consulting firms, such as Watson Wyatt, continue to

underscore the importance of workforce planning given the demographic trends, labor

and skill shortages, and resulting attraction and retention issues that employers will

soon face.17

While companies cannot predict future business demands with absolute certainty, they

can anticipate and prepare for likely changes through workforce planning. Specific

approaches to workforce planning vary according to the companys industry and

business cycle (e.g., seasonal sales), as reflected at profiled companies.18

WORKFORCE PLANNING APPROACHES19

Profiled companies take centralized, decentralized, or combined approaches to

workforce planning, which are as follows:

CentralizedDedicated workforce planning staff devise company-wide plans andcommunicate them to the business units/sites/subsidiaries for implementation

DecentralizedIndividual business units/sites conduct and implement workforce planning CombinedCentralized workforce planning for certain employee populations and

decentralized approaches for others

Centralized approaches facilitate better monitoring and alignment of workforce

planning with corporate strategy and budgeting while decentralized approaches

accompany the following advantages, as Company C cites:

Addresses needs more quickly to changing markets and business volumes Corporate level workforce planning requires too much planning and resources Sites know their business and thus, know better how to plan

The following table details profiled companies approaches to workforce planning:

Table 1: Workforce Planning Approach

Approach Co. Company Practice

ACentralized

E

Companies plan centrally but take decentralized approaches to

implementation.

B

Although each business unit (BU) currently conducts workforceplanning, Company B is moving in the direction of having acentralized portion of the process in order to gain visibility intotalent pool for succession planning purposes.Decentralized

C Since the companys businesses are so diverse

(e.g., corporate and seasonal employees), workforce planningoccurs at the functional business level as its preference.

Combined D

Company D takes a centralized approach to workforce planningfor the top five senior-most leaders at each site.

Each site is responsible for forecasting line level workforce needseach year based on turnover history and business projections.

COMBINED WORKFORCE PLANNINGAPPROACH AT WACHOVIA

19

WachoviaCorporation

Summary: Wachoviacentralizes its staffingoperation while alsohaving recruiters in thefield to work withindividual BUs.

At Wachovia, the recruiting team playsan integral role in workforce planningimplementation with a centralized anddecentralized approach as detailedbelow:

Centralized Approach Keeps the companys strategic

hiring goals on track Runs operations and directs

resources from single department Assigns employees to corporate

projectsDecentralized Approach Recruiters serve and work directly

with individual BUs in proactivelyplanning staffing to achieve

business initiatives

This approach enables Wachovia tolearn firsthand about the requirements ofthe specific business and to betteranticipate its recruiting and staffingneeds.

"We believe these severe shortageswill persist in this coming decade, andeffective workforce planningtodayand in the futurewill be critical to ourclients' success."

Global Director, Watson Wyatt


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Establishing Approach and Ownership (continued)

Research proposes that workplace planning processes prove effective when business

unit (BU) managers, HR staff, and executives learn how to best work together.

Moreover, literature highlights HR as a major agent in the development andimplementation of workforce planning.

20

OWNERSHIP OF AND KEY GROUPS INVOLVED IN WORKFORCE PLANNING

Ownership

As confirmed in literature, HR serves as a major agent in workforce planning at three

out of five profiled companies by maintaining ownership of the process, as detailed in

the table below. However, at Company A, operations owns the workforce planning

process and maintains employees dedicated to the process. At Company C,

ownership resides with BU leaders and managers and forms part of their overall job

responsibilities.

Table 2: Ownership of Workforce Planning

Owner A B C D E

Operations 9

Corporate HR 9 91

9HR Directors 9

2

BU Leaders and Managers 9

Key Groups

While profiled companies involve BU managers and executives in the workforce

planning process, interviewed individuals emphasize HRs integral role in workforce

planning. However, the functions key roles and responsibilities vary, as detailed in

the table below. For example, since operations maintains ownership at Company A,

HRs roles and responsibilities revolve around creating policies versus strategies.

Whereas, at Company C, HR supports BU leaders and managers who own, conduct,

and implement workforce planning by providing tools and education.

Table 3: HRs Key Roles and Responsibilities in Workforce Planning

Company Key Roles and Responsibilities

A Builds HR and workforce planning policy

B Examines BU business and workforce planning strategies Communicates BU needs to corporate and asks for resources to

execute workforce planning

C Designs workforce planning tools Facilitates workforce planning to ensure process completion Educates, supports, and promotes importance of workforce planning

D Corporate HRReports expected leadership changes Line HR DirectorsDevises workforce planning strategies

E Creates workforce planning proposal Forecasts workforce changes and needs

Key Finding: Involving HR

At three of five profiledcompanies, HR maintainsworkforce planningownership.

1Corporate level workforce planning

2Line level workforce planning


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Establishing Approach and Ownership (continued)

OWNERSHIP OF AND KEY GROUPS INVOLVED IN WORKFORCE PLANNING (CONT.)

In addition to HR, other key groups/individuals involved in workforce planning atprofiled companies include the following:

Workforce Planning AnalystHired specifically to perform the following duties forCompany Bs largest BU: Analyze workforce data Provide input for workforce planning strategy

BU Leaders and General ManagersPossess the following responsibilities atCompany C and Company E: Conduct and implement workforce planning (Company C) Provide input on staff volumes and business investments to HR (Company E)

Chief Controlling OfficerSets employees time schedules at Company E

At Company A , Operational Effectiveness Advisors serve as dedicated workforce

planning personnel that partner with the branches to execute workforce planning.

The Sales Effectiveness Group manages the workforce planning strategy, and the

senior operations managers receive support from these two groups in workforce

planning execution, as detailed in the following figure.

FIGURE 1: WORKFORCE PLANNING TEAM AT COMPANY A

Company ASummary: Company As workforce planning team includesOperational Effectiveness Advisors dedicated to workforce planning,the Sales Effectiveness Group, and senior operations managers.

Group Key Roles and Responsibilities

SalesEffectiveness

Group

Owns sales staff network Manages delivery of business and workforce planning

strategy

OperationalEffectiveness

Advisors

Consultant and mentor employees about workforce planningprocedure

Guide local branch officer to learn to be antonymous Serve as a resource to help identify gaps and how to close

gaps Support managers based on corporate office tools and

figures

Senior OperationsManagers

Report to boss in national office for consistency in workforceplanning procedures and policies

Run business as a geography Serve local team in workforce planning


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Defining Employee Scope

The majority of retail or service-related companies profiled in published literature

focus workforce planning efforts on sales or customer-facing employee segments

rather than the entire employee population. Such companies include Wachovia,Office Depot, Galyans Trading Company, and Reno-Depot in Canada.

21,22,23,24 25

All profiled companies, with the exception of Company E, conduct workforce

planning for key employee segments, including sales employees who are

customer-facing. Profiled companies select and focus workforce planning efforts on

these segments because they possess the following characteristics:

Directly effect revenues or shareholder value

Experience higher turnover

Greatly impact customer service

The following table reveals the key segments of the employee population for which

profiled companies conduct workforce planning and the reasons for doing so:

Table 4: Workforce Planning Employees Scope

Employee Population Co. Reasons

All E Gives indication of what the company expects in

terms of staff and payroll

A

Conducting workforce planning for all positionswould overspend on technology

Employee segment is the largest, dynamic,changing, and company lifeline, tied tooperational risks, and serves customers toprovide shareholders value

Other BUs lend themselves to differentworkforce planning models and systems

Sales

C

Employee segment experiences higher turnoverand different demands depending on time of year

Seasonal events characteristic of retail industryand market changes cause staffing levels/needsto fluctuate

HIPOs B Company experiences the highest ROI from

programs implemented for HIPOs Employee segment impacts revenue the most

Guest Services,Food and Beverage, and

Front OfficeD

Employee segment experiences the highestturnover, requires more attention and resourcesfor recruitment, and impacts customer servicethe most which directly effects revenue

Excluding Back-Office and CorporateEmployees at Company A

Company A does not conduct formalworkforce planning for back-office* andcorporate positions for the followingreasons:

Back-Office Employees Segment uses separate workforce

planning systems, models, and toolsin order to tailor to the business andnot overspend on workforce planningtechnology

Corporate Employees Segment uses separate workforce

planning systems, models, and toolsbecause it has proven correctlystaffed

Workforce planning conductedgroup-by-group on a businessapproval basis

* Work taken out of branches, such asprocessing, documentation, management ofsystems, mortgage processing, etc.)

Including Temporary Staff inWorkforce Planning

25

Staffing trends indicate that companieswill make greater use of temporary andproject-based labor in 2004 as a means ofadding much-needed staff whilemaintaining flexibility in adjusting staffinglevels quickly. Therefore, research citesthat workforce management professionalsshould manage temporary staffing as partof their larger system of workforceplanning and management to ensure bothpermanent and contingent staffing alignwith company business goals.


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Frequency, Length, and Cost of Workforce Planning

As workforce planning increases in importance, companies should conduct the

process more frequently than once a year whether a company is looking to merge,

acquire, diversify, or downsize. The majority of profiled companies recognize thatworkforce planning should occur more frequently than annually, as detailed below.

26

FREQUENCY AND LENGTH

All profiled companies, except Company B, conduct formal workforce planning

annually, lasting one to two months. Company B experienced challenges with its HR

systems in reporting workforce planning data, which prevented annual planning.

Companies incorporate this formal process into the annual planning/budgeting

session. In addition, as supported by literature, profiled companies also perform

informal workforce planning throughout the year, as the table below reveals. Informal

workforce planning entails monitoring and revising the original workforce plan with

changes in business volumes, staffing needs, and strategy.

Table 5: Frequency and Length of Workforce Planning

Length

Frequency A B C D E

Monthly 9 9

Quarterly 9

Annually (Formal) 2 months 2 months 1 month

5 weeks

Bi-AnnuallySeveralmonths

Continuous 9 9

Interviewed individuals cite the following reasons for the frequency of workforceplanning at their respective organizations:

Workforce planning forms part of the annualcorporate planning/budgeting session(Company A, Company C, and Company E)

Workforce planning presents an ongoingchallenge to the business (Company D)

Plan must be fluid due to constantrecruitment and hiring and monthlychanges in business volumes andstaffing levels/needs (Company D)

COST

Council research indicates that companies should consider both direct and indirect

workforce planning costs. Profiled companies did not provide exact workforce

planning costs. Company C indicates that workforce planning involves no cost as it is

part of personnels job responsibilities. Profiled companies cite incurring workforceplanning costs in the following areas:

27 28

Table 6: Areas of Workforce Planning Cost

Area Items

Staff Conducting Workforce Planning Employee salaries

Systems Maintenance and implementation

Recruiting Advertising and college partnerships

Training Employee salaries

Key Finding: Annual andContinuousPlanning

Formal workforce planningoccurs annually for one tomonths at four out of five

profiled companies. Three ofthese companies alsoconduct workforce planningat times throughout the year.

Estimating Workforce PlanningCosts

28

A utility company profiled in a 2003Council research cites a workforce

planning cost estimate of $200,000 withlabor and software fees contributing tototal costs.


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Using Indicators, Tools, and Systems

Workforce planning examines various external (e.g., availability of skills in the labor

pool) and internal (e.g., turnover and age) indicators to identify workforce needs.

These indicators help companies determine whether future staffing and skill needswill be met by recruiting, internal deployment, or outsourcing.29

Research cites that when conducting workforce planning, companies should define

the length of short-, medium-, and long-term, or current and future planning. Current

workforce planning may forecast from the present time up to two years whereas

future planning forecasts and plans three to five years ahead.30

INDICATORS TO IDENTIFY WORKFORCE NEEDS

As more baby boomers reach retirement age in the US, UK, and Canada, companies

will find themselves with ever-increasing skills gaps. Thus, companies use retirement

predictions and skill gaps as indicators of workforce needs.

31,32,33

Current Workforce Needs

Consistent with findings in literature, all profiled companies use retirement as well as

turnover to identify current workforce needs. Other common indicators include skill

gaps (four of five profiled companies) and business strategy (three of five profiled

companies). The table below highlights these and other indicators used by profiled

companies to identify current workforce needs:

Table 7: Indicators to Identify Current Workforce Needs

Indicator A B C D E

Turnover

(e.g., Reveals greater need for workforce planning)9 9 9 9 9

Retirement 9 9 9 9 9Skills Gaps

(e.g., Examine number of people with or completingrequired courses/certifications)

9 9 9 9

Market Predictions

(e.g.,Age and wealth of population)9 9

Business Strategy

(To continuously align with corporate objectives) 9 9 9Tenure

(e.g., Indicates level of experience and how old skillset is in that area)

9 91

FTEs Dedicated to Products

(Examine sales volumes against staffing levels for

products)9

Seasonal Staff Requirements 9

Restructures/Downsizes/Budget Cuts 9Anticipated Business Volumes

(Used to anticipate workforce needs) 9

Terminations for Cause

(Reveals performance issues with current workforce) 9

Succession Management Moves/Promotions

(Anticipates future job openings) 9

Key Finding: Industry-SpecificIndicators

Given that retail Company Cand hospitality Company Dhave distinct workforces fromfinancial services companies,they use additional indicatorsto identify current workforceneeds.

1Employees with less than 10 years tenure


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Using Indicators, Tools, and Systems (continued)

INDICATORS TO IDENTIFY WORKFORCE NEEDS (CONTINUED)

Future Workforce NeedsWhile all profiled companies identify current workforce needs, only Company B and

Company C identify future (three to five years) workforce needs. Workforce planning

at Company A, Company D, and Company E does not include the identification of

future workforce needs for the following reasons:

Executives and finance indicate what the future of the business will be (Company A)

Executives monitor HIPOs as a priority for the future of the workforce (Company D)

Workforce changes too frequently (Company D)

Workforce planning systems keep a pulse on workforce capacity/needs, verifying data

monthly (Company A)

However, at Company C identification of future workforce needs occurs less

frequently than for current needs due to the changing nature of the business and

workforce. In addition, with the exception of economic predictions, Company B and

Company C use different indicators to identify future workforce needs, as detailed in

the table below. These indicators provide a big picture view of the future, such as of

general customer and workforce demographics.

Table 8: Indicators to Identify Future Workforce

Needs

Indicator Co.

Unemployment Rate BRetirement Laws

(e.g., lifting mandatory retirement age)B

Economic Predictions B and CCustomer Demographics

(e.g., gender distribution to reflect in workforce)B

Workforce DemographicsQuantity and Quality(e.g., competencies, number of MBA graduates)

B

Turnover C

Retirement CSkills Needed for the Future Against What the

Company Currently Has(skill gap analysis)

C


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Workforce planning also involves using tools to understand workforce capability

gapsthe available quantity (amount) and quality (skills) of labor in the company

compared to what is currently required and/or anticipated to successfully servicecustomers. Profiled companies use workforce segmentation, spreadsheets,

performance management processes, and workforce planning systems as tools to

understand capability gaps in the workforce.

In addition, profiled companies supply managers with tools to support them in the

workforce planning process, including workforce planning systems, guidelines,

spreadsheets, and HR information online. HR information systems (HRIS), such as

PeopleSoft, support the overall workforce planning process at profiled companies,

as further detailed in the following sections.

TOOLS TO UNDERSTAND CAPABILITY GAPS

Similar to identifying current and future workforce needs, companies examine current

and future (three to five years) capability gaps in the workforce.

Current Capability Gaps

To understand current capability gaps in the workforce, profiled companies use the

following tools:34

Table 9: Tools to Understand Current Capability Gaps

Tool Company Practice

WorkforceSegmentation

At Company B, workforce segmentation involves the followingsteps:1. BUs identify key positions to the businessmost critical

staff who bring in revenue

2. Perform search on companys demographics of employeeswho hold key positions

3. Create profile of key positions4. Examine employment offer preferences of these key

employees

Access and ExcelSpreadsheet

Company C uses Access and Excel spreadsheets to predict thefollowing factors that reveal current capability gaps: Turnover Retirement Staff needs based on season or organizational issues Sales Growth

PerformanceManagement Process

Company D uses performance evaluations to understandcurrent capability gaps. In addition, the company is planning toestablish certain competencies for certain positions to identifythe following:

Number and location of employees with competencies intalent bank

Type and location of competency shortages amongemployees

Skills/strengths are needed in the future Areas of growth in the workforce

At Company E, the online performance management systemfeatures the following components that help the companyunderstand current capability gaps: Business strategy and requirements Required skills sets Impact of performance on business and employees

RENO-DEPOTS WORKFORCEPLANNING SOLUTION

34

Reno-Depot

Summary: Reno-Depotimplemented workforceplanning software to buildoptimal staffing schedules.

Reno-Depot, a Quebec-based retailerwith 20 stores and more than 6,000employees, adopted a workforceplanning system (Enterprise WorkforceManagement platform from Timera) thatperforms the following functions:

Assigns employees to corporateprojects

Correctly suggests shifting moreemployees to certain shifts

Creates an optimal schedule usinginformation from historical salesdata and collected through a POSinterface

Detects trends that a human cannot

Schedules the right shifts foremployees in order to maintaincustomer service while containinglabor costs


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TOOLS TO UNDERSTAND CAPABILITY GAPS (CONTINUED)

Current Capability Gaps (continued)

Company A designed and purchased specific workforce planning systems that help

the company understand current capability gaps, as detailed below:

Future Capability Gaps

With the exception of Company C and Company D that use the same tools as

current capability gaps, profiled companies use different tools to understand future

capability gaps in the next three to five years, which include the following:

Workforce Planning Modeling/Scenarios (e.g., If X number of employees retired, whatwould be the impact?)

Performance Management and ConsultingIncludes employee development

TOOLS TO SUPPORT MANAGERS IN THE PROCESS

Profiled companies provide the following tools to support BU managers in the

workforce planning process as they compile and report workforce planning data and

assist in the development and implementation of workforce plans:

Standardized SpreadsheetsInclude thefollowing succession planning information(Company D): HIPOs (250) that corporate office will

move to senior role at another location Number of employees to be promoted Vacancies

Annual Budget Guidelines (Company D) HR OnlineIncludes employee and

functional data (Company E) Resource Optimization System

(Company A) Workforce Planning Guidelines

(Company D)

Company B and Company C are evaluating tools to offer all managers that would

provide consistency and facilitate automation of workforce planning. Company C

plans to provide managers with workforce modeling software as a tool to support

managers in the workforce planning, as described below:

Workforce Planning ModelingIncludes scenarios and strategies to conduct workforceplanning, providing a cost benefit analysis for building workforce strategies and assistanceto answer the following questions:

FIGURE 2: COMPANY AS TOOLS TO UNDERSTAND CURRENT CAPABILITYGAPS

Company ASummary: Company A created its workforce planning ResourceOptimization System in-house and acquired two systems from vendorsto understand current capability gaps in the workforce.

1. Resource Optimization System Identifies current capability gapsChecks in 3 minute intervals whether

capability is being met Measures time spent on hundreds of activities (soft and hard) typical for

branch operations2. Global Tech Scheduling System

Schedules all sales staff in branches3. Brickstream Monitoring Camera System

Identifies high volume branches to adjust staff levels and scheduling Manages the results of workforce planning work Measures service time length Validates current staff scheduling practices

1.

2.

3.

Do I need to recruit more employees at the front-end level? Do I have the right programs (e.g., mentoring) in place? Should I hire headhunters?


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Published literature supports the investment in data warehousing and related

analytics software to support workforce planning, citing the following benefits and

reasons:35

Reduce time and effort needed to produce information that will identify trends before they

become problems (e.g., how many of your senior engineers are likely to retire within the

next two years)

Extremely flexible in presentation and access of information by staff and the degree of

detail versus summary information

Several packages, such as PeopleSoft's, feature components specifically aimed at

workforce planning

While profiled companies, except Company A, do not use workforce planning

components of their systems, they do use data warehousing and other HR systems

to support workforce planning, as the following section details.

HRSYSTEMS THAT SUPPORT WORKFORCE PLANNING

Among profiled companies, Company A is the only one that uses systems dedicated

to workforce planning, as detailed on page 10. However, as encouraged in

literature, all profiled companies use other HR systems to save time and effort in

conducting workforce planning, as detailed below:

Table 10: HR Systems that Support the Workforce Planning Process

System Company Practice

Payroll Company A uses its payroll system to understand workforce

planning in terms of expenses.

HRIS/HRMS

Company A determines current staff amount and actual need

by using its HRIS system, which includes the followingemployee information: Employee position code Number hours worked by employee Tenure

Company Bs HRM includes workforce census data as wellas the following employee information: Career history Demographics (e.g., race, age) Education Tenure

With system-roll out in 2005 and implementation by 2006,Company D plans to provide all sites with the new HRMS,enabling them to track workforce planning data, such asturnover.

PeopleSoft

Company E uses employee information from its PeopleSoft

system to conduct workforce planning but does not use itsworkforce planning functions.

HR Intranet

PerformanceManagement System

At Company E, the HR intranet site supports managers in theworkforce planning process; the performance managementsystem helps the company to understand current capabilitygaps in the workforce, as detailed onpage nine.


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Workforce Planning Steps

Research indicates that no standard format, formula, or one-size-fits-all model exists

for workforce planning. Plans can contain many components or just a succession

plan for senior managers. However, literature emphasizes that companies shouldselect the easiest workforce planning model to understand and implement.

36

For example, Workforce Managementoutlines the following seven steps of the

workforce planning process:37

Profiled companies workforce planning processes reflect these steps, such as with

the alignment of workforce planning with corporate strategy. Company B and

Company C follow a similar basic process rather than a formalized or standardized

one, which includes the following high-level steps:

In contrast, since Company A and Company E have centralized workforce planning

processes, these companies processes begin with meetings with leaders who

review and revise plans based on corporate objectives. Highlighted below and to

the left are Company A and Company Es workforce planning steps.

FIGURE 3: WORKFORCE PLANNING CYCLICAL PROCESS AT COMPANY A

Company A

Summary: The workforce planning process is cyclical to ensure thecontinuous alignment of processes with overall corporate objectives.The Resource Optimization Team takes the following steps to conduct

workforce planning.Step 1IncorporateCorporate Objectives &Metrics: Meet with executivesto incorporate corporateobjectives and metrics, makeworkforce planningrecommendations, and receiveapproval

Step 2Develop Staffing Planand Schedule: Ensure that planand schedule align with corporate

policies, models, and systemsreflect executive changes

Step 3Implement Scheduleacross the Company: Ensure

effective implementation andefficiency of models

Step 4Fact-BasedMonitoring: Monitor and analyzeimplementation effectivenessand efficiency and for problemsin layout, tenure, and turnover

Incorporating CorporateObjectives at Company E

Similar to Company A, Company Esprocess seeks to incorporate corporateobjectives into the workforce planningprocess, as detailed below:

1. Meeting between Controllingdepartment and HR heads thatrepresent businessesDiscuss

structure and details of planningand scope (e.g., regions) andensure integration of plan withcorporate planning

2. Establish agreement of goals,and targetsIncorporate this intooverall forecast planning

3. Business and HR headsdiscuss and formalize finalagreementCreate revisedagreement for businesses tofollow

4. ImplementBusinessesimplement plan based on revisedtargets

Step 1: Align workforce planning with current and future business requirements

Step 2: Forecast staffing needs based on assumptions of retirements, transfers, etc.

Step 3: Determine how and where company will source staff with necessary skills

Step 1: Understand corporate strategy goals

Step 2: Outline workgroups goals and the structure needed to achieve them

Step 3: Evaluate current talent

Step 4: Plan for succession

Step 5: Anticipate attrition

Step 6: Determine hiring specifications

Step 7: Develop candidate sourcing strategy


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Workforce Planning Steps (continued)

With a centralized approach at the corporate level and decentralized approach at

the site level, Company D maintains separate workforce planning processes/steps.

Forecasting at the corporate level occurs at seven-year intervals, whereas sitesdetermine staffing needs monthly. Both processes include the gathering and

interpreting of workforce information to devise a workforce plan, as detailed in the

figure below.38

FIGURE 4: CORPORATE AND SITE LEVEL WORKFORCE PLANNING AT COMPANY D

Company DSummary: Company Ds workforce planning process occurs at thecorporate and site level, reflecting its centralized and decentralizedapproaches to workforce planning.

Corporate Level Site Level

1. General managers and regional VPscommunicate anticipated staffingneeds of next seven years to thecorporate office

1. Site sends department forecastingform to managers

2. Corporate office amalgamates andanalyzes this information, puttingtogether a story that includes thefollowing information:

Excess or surplus of talent Growth in turnover levels Quality of talent in positions

2. Managers fill out forms withmonthly staffing needs, includingnumber of staff to recruit and when,based on the following:

Business volumes Expected departures Expected promotions

This information helps in planningsites recruitment strategy.

3. Corporate office determinesworkforce plan and communicate itback to general managers and

3. Site adjusts budgets accordinglyand executes plan

Gathering Data withWorkforce Planning Worksheets

38

Similar to Company Ds forms, companiescan use Workforce Managementsworkforce planning worksheets to facilitateworkforce planning in the following ways:

Guide business leaders through the

seven steps of workplace planning,from understanding the company'sgoals to developing a sourcingstrategy to meet them

Gather data from leaders about thetalent within specific workgroups

Appendix A on page 13 features thisworkforce planning worksheet.


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Monitoring the Process

According to published research, one of the common components of a workforce

plan is identifying metrics to determine the effectiveness of workforce planning.

A 2003 workforce planning study reveals that all profiled companies compare theirforecasts with the actual number of staffing requisitions at the end of each

forecasting period. These numbers allow staffing personnel to see if different

business units attain their targets and then adjust either their respective forecasts or

staffing strategies accordingly.39,40

However, each company establishes individual workforce planning goals that are

influenced by many internal and external factors, reflected in the various workforce

planning metrics used by profiled companies.41,42

WORKFORCE PLANNING METRICS AND BENEFITS

While Company B and Company D do not use formal metrics, both companies use

employee evaluation/satisfaction surveys to determine the effectiveness of workforce

planning processes (e.g., sufficient staffing levels). Company A, Company E, and

Company C use formal metrics highlighted in the table below to monitor the workforce

planning process. As noted in Council research, the diversity of workforce planning

goals reflects the diverse metrics used by profiled companies.43

Table 11: Workforce Planning Metrics

Metric Company

Customer Service Process Times A

Service Times(e.g., customer wait times, abandonment times)

A

Current FTEs to Required FTEs A and E

Retention Rates CTurnover Rates C

Succession C

Cost-Per-Hire C and E

FTE salaries and bonuses E

Education levels of employees E

Key Finding: MonitoringStaffing Levelsand Cost-per-hire

Two profiled companies usethe following metrics tomonitor the workforce

planning process:

Current FTEs to RequiredFTEs

Cost-Per-Hire


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Monitoring the Process (continued)

WORKFORCE PLANNING METRICS AND BENEFITS (CONTINUED)

Research indicates that if effectively executed, workforce planning can increaseproductivity, reduce labor costs, and dramatically shorten time-to-market as the

organization will have the precise number of employees with the appropriate skills in

the right place at the right time. Profiled companies cite these and the following

additional benefits of workforce planning:44

Table 12: Benefits of Workforce Planning

Benefit Company Practice and Impact

Manages Based on

Facts

Company A can manage its workforce by factual data rather

than by anecdotes or perceptions.

Recognizes

Emerging Challenges

Workforce planning enables Company A to recognize

emerging challenges and changes in the market, staffing, and

business volumes and proactively respond.

Improves Efficiency,

Effectiveness, and

Productivity

Company A and Company B improved efficiency and

employee effectiveness (Company A increased efficiency by

35 percent).

Company B experiences a greater productivity ratio as

employees in positions possess the right skills and fit jobs.

Facilitates Strategic

Staffing

Company A and Company D can identify where the company

needs employees in a timely manner in order to meet service

requirements and customer needs.

Workforce planning enables Company Es HR department to

monitor attrition and aid businesses in staffing locations.

Increases Customer

and Employee

Satisfaction

At Company A, customer service improved by 30 to

50 percent.

Company Ds workforce planning process ensures accurate

and timely staffing levels, which results in the following:

Satisfied employees who better serve and satisfy

customers

Healthy workforce with employees who are not overworked

Prioritizes Resources

and Time

Workforce planning data helps Company B prioritize and

continually focus financial resources and time on high-impact

programs

Achieves Corporate

Objectives

Company As corporate workforce planning system drills down

corporate plans and metrics to its branches.

Company C integrates workforce planning into the overall

planning process, aligning it with strategic objectives

Enhances Recruiting Effective staffing, resulting in satisfied employees, enhances

Company Ds image as a good company to work for.

Monitors Costs Company E can see the exact costs of hiring and firing

employees.

Key Finding: Link BetweenStaffing andCustomer Service

Workforce planning enablesCompany A to know that it hasenough employees to servecustomers. If the company isan employee short, it cannotmeet service requirements.


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Identifying Key Success Factors and Changes

KEY SUCCESS FACTORS

According to HR.com and profiled companies, critical success factors to guide

workforce planning include the following:45

Table 13: Success Factors of Workforce Planning

Success Factor Action

Align with

Companys Mission

Draw a direct link between the workforce plan and the

companys strategic mission

Develop a Simple

Model

Avoid being overly prescriptive in the workforce plan

Adopt simple, usable models

Integrate with HR

Programs

Integrate the workforce plan with other HR programs

(e.g., organizational development, succession planning, and

career pathing)

Involve Various

Groups

Involve a variety of key stakeholders (e.g., at minimumincluding HR, Strategic Planning, Finance, IT, line

management, and unions)

Maintain a

Continuous Process

Conduct workforce planning as a continuous loop that includes

ongoing evaluation of both the inputs and outputs of the

process

Obtain Buy-in

Obtain management buy-in through an executive-level

champion

Obtain the buy-in of businesses

Offer Training Provide training and ongoing support on the use of tools

Provide Tools Offer tools that managers can adapt to their particular needs

Support HR in the planning process through tools

Lower Costs and

Turnover

Adopt plans and models that lower turnover by recruiting

effectively

Ensure that models are cost-effective and reduce overtime

costs

Satisfy Employees

and Customers

Seek to effectively and sufficiently staff in order to prevent

employee burnout and poor customer service

Key Finding: CommonSuccess Factors

Research and profiledcompanies cite the followingas key success factors toworkforce planning:

Aligning With BusinessObjectives

Obtaining Buy-In FromEmployees

Developing a SimpleWorkforce PlanningProcess


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Identifying Key Success Factors and Changes

PLANNED CHANGES

Changes profiled companies plan to make to workforce planning in the future include thefollowing highlighted in the table below:

Table 14: Planned Changes in Workforce Planning

Change Company Plan

Educate and Involve

Employees

Company A plans to better educate employees in workforce

planning and systems in order for them to better trust the system

and understand what the team does.

Company A hopes to involve sales teams in workforce planning and

seek employee feedback to improve communication.

Improve Monitoring

Systems

Company A plans to improve its monitoring system to ensure

consistency and manage workforce planning effectively. Company B plans to do the following in order to measure and

provide indicators of how well BUs are being managed:

Automate the collection of data (e.g., turnover) quarterly

Launch a Web site by fourth quarter 2004 that will track and

measure metrics

Develop Tools

Developing tools with the following features will enable

Company Bs employees to report consistent data:

Consistent formulas and definitions

Questions to identify workforce needs

Company C and Company E plan to develop tools for managers

with the following objectives:

Formalize and standardize workforce planning across

Company C Provide scenarios to analyze staff and cost impact (e.g., how will

staff and cost be impacted if the labor market or attrition rates

improve?)

Integrate with

Systems

Company Cs changes include integration of workforce planning

processes with the new PeopleSoft system.

At Company D, the new HRMS system will change how the

company conducts workforce planning in the future; the system will

tie into the following areas/systems:

Compensation

Performance management

Recruitment

Succession management

Key Finding: Planning forSuccess

Changes that profiledcompanies plan to make thatresearch cites as key successfactors include the following:

Educate and InvolveEmployees

Developing Tools Integrating with Systems


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APPENDIX A: WORKFORCE MANAGEMENTS WORKFORCE PLANNING WORKSHEET

Company:

Manager:

Department:

Step 1: Understand the goals of your corporate strategy.ACTION: Identify the main goals of your corporate strategy:

Goal ID Corporate Goal Description

Step 2: Describe your workgroups goals and the structure you will need to achieve them.

ACTIONS:

(A) List the goals of your workgroup in the column entitled "Workgroup Goal Description."

(B) List your plan to achieve each goal in the column entitled "Plan to Achieve."

(C) Insert or attach a copy of the proposed organization chart that you will use to achieve your goals.

(D) List the roles (Example: Project Manager) you will need in the column entitled "Identified Workgroup Roles," and identify whether you(1) already have them, (2) plan to grow them, or (3) buy them in the appropriate columns.

A. Workgroup Goal Description B. Plan to Achieve

C. Organization: (Insert organization chart here)

D. Identified Workgroup Roles Have Grow Outsource Buy (Hire)

Step 3: Evaluate your current talent.

A. Evaluate employee contribution to goal attainment.

Employee Name Describe Contributionto Mission

Describe Uniqueness ofSkills

Quadrant

(Insert name here) Super Star, Heavy Hitter, Specialist, or Worker Bee

B. Consider employee growth potential.

Employee Name Current

Quadrant

Potential

to Move To

Actions

Needed


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APPENDIX A: WORKFORCE MANAGEMENTS WORKFORCE PLANNING WORKSHEET (CONTINUED)

Step 4: Plan for succession.

A. Identify key vacancies in your workgroup/department/division/organization, by listing job titles in the appropriate blanks.

Workgroup Openings Department Openings Division Openings Organization Openings

B. Map current employees into potential openings.

Job Title Location Candidate Projected to Fill By

C. Identify vacancies created by employee promotions.

Job Title Location Projected Date of Vacancy

D. Identify gaps (vacancies) to be sourced from outside of company.

Job Title Number of Vacancies Location Date

Step 5: Anticipate attrition.

ACTION:

Identify the employees that you feel may be considering leaving the company, indicating the value of their contribution (by quadrant) andanticipated attrition date.

Employee Role Quadrant VulnerabilityIndicator Projected

Attrition Date

Step 6: Determine hiring specifications.

ACTION: Prioritize the vacancies you would like to have filled by quarter.

Job Title Number of Vacancies Quarter to Fill

Step 7: Develop candidate sourcing strategy.

A. Bring forward culture description from, and identify your value proposition.

Culture Description Value Proposition

B. Identify any other constraints that will affect your ability to source.

C. Based on your culture, value proposition, and other constraints, what will be your strategy for sourcing candidates?


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THE RESEARCH PROCESS IN BRIEF

The Corporate Leadership Council conducted a comprehensive search of published materials

regarding managing the workforce planning process, drawn from previous Corporate Executive

Board research, trade press journals, other research organizations, and the Internet. Council

staff then interviewed human resources professionals at five corporations. These individuals

discussed the workforce planning process at their respective organizations. This report presents

the findings from these secondary and primary sources.

Administering Workforce Planning

1. Does the company take a centralized or decentralized approach to the workforce planningprocess?

2. Who has ownership of the workforce planning process?3. What other groups are involved in the process (e.g., HR, managers), and what are their key

roles and responsibilities?4. Does the company conduct workforce planning all positions or for key

segments/employees? Why?5. How often does the company conduct formal workforce planning and why?6. How long does it take to complete the process?7. What costs are associated with maintaining workforce planning processes?

Conducting Workforce Planning8. What criteria/indicators (e.g., turnover, retirement, skills gaps, market predictions, business

strategy) does the company use to identify current workforce needs?a. What criteria/indicators does the company use to identify future (3 to 5 years) workforce

needs?9. What frameworks/tools does the company use to understand current capability gaps in the

workforce?a. What frameworks/tools does the company use to understand capability gaps in the

workforce in the next three to five years?10. What tools does the company provide to support managers in this process?11. How HR information systems are used to support workforce planning processes?12. Does the company conduct workforce planning all positions or for key

segments/employees? Why?13. What are the different steps of the companys workforce planning process and what does

each step consist of?

Monitoring and Revising14. How has the companys workforce planning benefited the organization?15. What are some key success factors in conducting workforce planning?16. What changes will companies make to workforce planning processes in the near future?

Table 1: Workforce Planning Approach Page 3

Table 2: Ownership of Workforce Planning Page 4

Table 3: HRs Roles and Responsibilities in Workforce Planning Page 4

Table 4: Workforce Planning Employee Scope Page 6

Table 5: Frequency and Length of Workforce Planning Page 7

Table 6: Areas of Workforce Planning Cost Page 7

Table 7: Indicators to Identify Current Workforce Needs Page 8

Table 8: Indicators to Identify Future Workforce Needs Page 9

Table 9: Tools to Understand Current Capability Gaps Page 10

Table 10: HR Systems that Support the Workforce Planning Process Page 12Table 11: Workforce Planning Metrics Page 15

Table 12:Benefits of Workforce Planning Page 16Table 13: Success Factors of Workforce Planning Page 17

Table 12: Planned Changes in Workforce Planning Page 18

Figure 1: Workforce Planning Team at Company A Page 5

Figure 2: Company As Tools to Understand Current Capability Gaps Page 11

Figure 3: Workforce Planning Cyclical Process at Company A Page 13

Figure 4: Corporate and Site Level Workforce Planning at Company D Page 14

ResearchMethodology

Project Aims

Guide to Tables and Figures


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1 Yves Lermusiaux, "From Workforce Planning to Workforce Logistics," iLogos Research (2004).(Obtained through http://www.ilogos.com/en/expertviews/articles/strategic/20040217_YL.html). [Accessed 28 July 2004].2 John Sullivan, "Strategic Human Resources Actions," Workforce Management(2004).(Obtained through http://www.workforce.com/archive/article/23/70/60_printer.php). [Accessed 28 July 2004].3 Dave Anderton, "Globe Turning Gray," Deseret News (April 2003). (Obtained through Factiva).4 Recruiting Roundtable, Global Recruiting, Washington: Corporate Executive Board (2004).5 Tim Richardson, "Crackpot VAT Laws Aid Offshoring Tories," The Register(9 February 2004).(Obtained through http://www.theregister.co.uk/2004/02/09/crackpot_vat_laws_aid_offshoring/). [Accessed 27 July 2004].6 Jonathan Chevreau, "Boomers Working Key to Ageing Crisis," Financial Post(20 September 2002).(Obtained through Factiva).7 Mike King, "Job Prospects," Montreal Gazette (14 December 2002). (Obtained through Factiva).8 Adnane Beloutt, Shimon Dolan, and Tania Saba, "Trends and Emerging Practices in Human Resource Management:The Canadian Scene," International Journal of Manpower(2001). (Obtained through ProQuest).9

Author Unknown, "Labour Market and Skills Shortage, Canada and British Columbia,"Human Resource Development Canada (Date Unknown). (Obtained through http://labour.hrdc-drhc.gc.ca).[Accessed 29 July 2004]. [No longer available in hard copy].

10

William B.P. Robson, "Aging Populations and the Workforce: Challenges for Employers," C.D. Howe Institute (Canada)(October 2001). (Obtained through http://www.cdhowe.org/pdf/BNAC_Aging_Populations.pdf). [Accessed 29 July 2004].11

William B.P. Robson, "Aging Populations and the Workforce: Challenges for Employers.12 Kristi Nelson, "Royal Bank of Canada Optimizes Work Force," Bank Systems & Technology(June 2002).(Obtained through ProQuest).13 John Sullivan, "Why Workforce Planning Fails, Part 2," Electronic Recruiting Exchange (19 August 2002).(Obtained through http://www.erexchange.com/articles/db/0E281BFFCE0146E89ACCC77EBDF4E693.asp).[Accessed 4 August 2004].14 John Sullivan, "Why You Need Workforce Planning," Workforce Management(November 2002).(Obtained through http://www.workforce.com/archive/feature/23/35/44/index.php). [Accessed 28 July 2004].15

Author Unknown, "Workforce Planning: Planning for the Future, Rather than Recreating the Past," ICF Consulting(Winter 2003/2004). (Obtained through http://www.icfconsulting.com/Publications/Perspectives-2004/doc_files/workforce-planning.pdf). [Accessed 28 July 2004].16 John Sullivan, "Dear Workforce: How Do We Develop A Succession Plan to Create Two Levels of Leaders?"Workforce Management(21 April 21 2003). (Obtained through http://www.workforce.com/archive/article/23/69/69.php).[Accessed 28 July 2004].17

Author Unknown, "Watson Wyatt Establishes Workforce Planning Consulting Practice," HR.com (6 January 2003).

(Obtained through http://www.hr.com/hrcom/index.cfm/262/B3586A78-295E-4C2C-9D1CF860F5179579).[Accessed 29 July 2004].18 Christina Morfeld, "Workforce Planning: The Strategy Behind Strategic Staffing," HR.com (20 September 2002).(Obtained through http://www.hr.com/hrcom/index.cfm/123/2511A941-91B8-481B-AD068AE04D872381).[Accessed 29 July 2004].19 Patrick J. Kiger, "The Center of Attention," Workforce Management(March 2004).(Obtained through http://www.workforce.com/archive/feature/23/64/67/index.php). [Accessed 28 July 2004].20 Author Unknown, Workforce Planning: Who Does What? Workforce (October 2002).(Obtained through http://www.workforce.com). [Accessed 23 July 2004].21

Patrick J. Kiger, "The Center of Attention.22 Jennifer Korolishin, "Meeting the Employee Scheduling Challenge," Stores (September 2003). (Obtained through ProQuest).23 Anonymous, "Improved Labor Scheduling," Chain Store Age (December 2002). (Obtained through ProQuest).

The Corporate Leadership Council has worked to ensure the accuracy of the information it provides

to its members. This project relies upon data obtained from many sources, however, and the Council

cannot guarantee the accuracy of the information or its analysis in all cases. Further, the Council is

not engaged in rendering legal, accounting or other professional services. Its projects should not be

construed as professional advice on any particular set of facts or circumstances. Members requiring

such services are advised to consult an appropriate professional. Neither Corporate Executive Board

nor its programs is responsible for any claims or losses that may arise from any errors or omissions in

their reports, whether caused by Corporate Executive Board or its sources.

Professional Services Note

The Corporate Leadership Council welcomes feedback as a vital part of our continuous

improvement. If you would like to comment on the quality of this briefin general, or specifically

regarding usefulnessplease e-mail [email protected].

WAS THIS BRIEF USEFUL?


23/23


24 Alexandra M Harrington, "Building the Optimal Schedule at Reno-Depot," Stores (September 2003).(Obtained through ProQuest).25

Marc Pramuk, "Recruiting and Staffing Trends to Watch for in 2004," Workforce Management(December 2003).(Obtained through http://www.workforce.com/archive/article/23/57/08.php). [Accessed 28 July 2004].26 Marcia Barkley, "Dear Workforce: What Can Analytics Software Do for HR?" Workforce Management(17 June 2003).(Obtained through http://www.workforce.com/archive/article/23/72/90_printer.php). [Accessed 28 July 2004].27 Corporate Leadership Council, Workforce Planning Processes, Washington: Corporate Executive Board (June 2003).28

Corporate Leadership Council, Workforce Planning Processes.29 Yves Lermusiaux, "From Workforce Planning to Workforce Logistics.30

Eva Ryten, "A Physician Workforce Planning Model for the Specialty of Anesthesia Theoretical and Practical Considerations,"The Association of Canadian University Departments of Anesthesia (2004).(Obtained through http://www.anesthesia.org/acuda/en/ryten/ryten_part_5.html). [Accessed 23 June 2004].31Adnane Beloutt, Shimon Dolan, and Tania Saba, "Trends and Emerging Practices in Human Resource Management:

The Canadian Scene," International Journal of Manpower(2001). (Obtained through ProQuest).32 Graham Lowe, "Retiring Baby Boomers Open to Options," Canadian HR Reporter(10 March 2003).(Obtained through ProQuest).

33 Paul Moist, "Inter-Governmental Conference on Compensation Classification and Collective Bargaining"Recruitment and Retention in Times of Fiscal Restraint," CUPE Local 500(21 September 2001).(Obtained through http://www.cupe500.mb.ca/publications/current/recruitment.htm). [Accessed 27 July 2004].34 Alexandra M Harrington, "Building the Optimal Schedule at Reno-Depot.35 Marcia Barkley, "Dear Workforce: What Can Analytics Software Do for HR?" Workforce Management(17 June 2003).(Obtained through http://www.workforce.com/archive/article/23/72/90_printer.php). [Accessed 28 July 2004].36

John Sullivan, "Why You Need Workforce Planning," Workforce Management(November 2002).(Obtained through http://www.workforce.com/archive/feature/23/35/44/index.php). [Accessed 28 July 2004].37 Jeremy Eskenazi, "Workforce Planning Worksheet," Workforce Managment(November 2003).(Obtained through http://www.workforce.com/archive/article/23/54/41.php). [Accessed 28 July 2004].38

Jeremy Eskenazi, "Workforce Planning Worksheet.39 John Sullivan, "Workforce Planning: Why Start Now, Workforce Management(November 2002).(Obtained through http://www.findarticles.com/p/articles/mi_m0FXS/is_11_81/ai_94638434).40 Corporate Leadership Council, Workforce Planning Processes, Washington: Corporate Executive Board (June 2003).41 John Sullivan, "Workforce Planning: Why Start Now.42 Corporate Leadership Council, Workforce Planning Processes.43

Corporate Leadership Council, Workforce Planning Processes.44 John Sullivan, Workforce Planning: Why Start Now.45 Christina Morfeld, "Workforce Planning: The Strategy Behind Strategic Staffing," HR.com (20 September 2002).(Obtained through http://www.hr.com/hrcom/index.cfm/123/2511A941-91B8-481B-AD068AE04D872381).[Accessed 29 July 2004].

manpower planning study from clc

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