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Strategia in PraticaIl Workforce Planning per guidare laTrasformazione del Business
SAP Forum Milano –30 ottobre 2014
PwCSAP Forum Milano –
30 ottobre 2014
Do not go where the path maylead, go instead where there is
no path and forge a trail
- Ralph Waldo Emerson
Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Indice
1 PwC and SuccessFactors 12 Strategy & Workforce Planning 53 Some of our Experiences 19
Page
PwCSAP Forum Milano –
30 ottobre 2014
PwC and SuccessFactors
1
Section 1
Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
PwC People&Change
Some of the largestHR
Transformationprojects globally
The largest COREHR Master
implementation inthe Cloud
Some of the mostComplex
Integrationarchitecture put in
place
Dozens ofSuccessFactors
Implementationprojects, globally
Stunning teams ofprofessionals,
working together forour coustomer’s value
PwCSAP Forum Milano –
30 ottobre 2014
Our Workforce Analytics and Planning Capabilities
4Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 1 – PwC and SuccessFactors
PwCSAP Forum Milano –
30 ottobre 2014
Strategy & Workforce Planning
5
Section 2
Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
PwCSAP Forum Milano –
30 ottobre 2014
Strategy Execution requires skills and capabilities. On the ground.
6Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
But….
33%61%Say they are unable to forecast labor costs three years from now
63%of HR organizations have undergone an HR technology
implementation within the past two years
33%Of organizations do not have a clearly
articulated HR strategy linked with the overallbusiness strategy
of HR organizations have workforceanalytics teams with one or fewer people
Source: PwC Saratoga’s 2013/2014 Human Capital effectiveness report
7Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
What is the need of the CEOs? And what do they have?When making decisions, how important is it to have information on each of the following talent-related areas? For those areas that are important to you, how adequate isthe information that you currently receive?
Base: All respondents 2012 (1,258).Source: PwC 15th Annual Global CEO Survey 2012.
Per
cen
tag
eo
fC
EO
s
Costs ofemployeeturnover
Return oninvestment onhuman capital
Assessments ofinternaladvancement
Labourcosts
Employees’views andneeds
Staffproductivity
0
20
40
60
80
100
Information Gap:CEOs believe information isimportant but don’t receivecomprehensive reports
Do not receive informationNot adequateAdequate but would like moreImportation received iscomprehensive
% of CEOs who believe the relevant information is important or very important
For many organizations the need to deliver information to leadership and the business has’changed the game’ for HR analytics, transitioning it from an intellectual curiosity to a sustainable
business differentiator in the market.
8Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
And also…
9Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
But pay attention to data correlation… Examples:
10Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
Age of Miss Americacorrelates with
Murders by steam, hot vapours and hotobjects
Correlation: 0.870127
Per capita consumption of mozzarellacheese (US)correlates with
Civil engineering doctorates awarded(US)
Correlation: 0.958648
http://tylervigen.com/
PwCSAP Forum Milano –
30 ottobre 2014
Example 1: Value from Workforce lifecycle
11Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwC
HR implications
• Focus on the shift in businessmodels, pension costs, talent goals.
• Create jobs especially for olderworkers
• Re-engineer health and benefitssystems
• Drive culture change necessitatedfrom access to new talent andcapabilities.
• Retool the workforce
• Plan for managing 4 generations inthe workforce
Example 2: Demographics and Ageing
PwCSAP Forum Milano –
30 ottobre 2014
Example 3: Analytics, Planning and Predictive Analysis
Will adding staffincrease profitability?
What’s our mix ofnon-full time staff?
Are we over-staffed incertain disciplines?
What are our exitrates for talent pools?
Which skills will be inhighest demand?
Where are our talentpools?
What % of our staffwill retire in 5 years?
Which LoBs are losingknowledge?
Is this mix optimal?
What % of staff moveinternally to fill gaps?
Are these skillsavailable externally?
Should we hire morefrom internal teams?
What’s the cost offilling the gaps?
What % of criticalroles are unfilled?
How big are the skillgaps?
Workforce PlanningQuestions
WorkforceAnalytics Questions
What’s our ratio ofhigh/low performers?
How engaged is ourcritical talent?
Is our span of controltoo high?
How productive is ourworkforce?
Are we paying forperformance?
What career paths aremost successful?
Are we succeeding inhiring Millenials?
Is our workforcediverse?
What’s the cost ofturnover?
Which roles face asuccession risk?
What are our bestsources of hire?
How effective is ourskills training?
Do we suffer fromhigh absence rates?
Are staff achievingtheir goals?
How many staffwill we need in 5
years?
13Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
The Workforce Intelligence Maturity Curve
14Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
Top Five Challenges of Workforce Analytics and Planning
We just don’t have time, energy orownership
15
Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
Focus, Prioritization
Credibility If we can’t successfully reportturnover, how can we predict it?
We do not have data or systems.This is expensive, right?
Our data isn’t good, and it’severywhere
What do we do with this, once thatwe get it?
Misunderstanding
Data
Taking Action
The PwC way to SuccessFactors Workforce Analytics and Planning
02PwC Saratoga
PwC Saratoga, fully integratedwith the SF WFA/WFP suite, is
fostering the value of the besttechnology with the best-in-class
HR Benchmarking service,including thousands of metrics
and benchmarks, globally.
04Core HR
Employee Central CoreHR or hybrid
architectures areallowing much faster
implementation time.
Business InsightBusiness Insight is the real valuethat you can get.It is much more than data. It isacumen, presentation, availabilityand... Meaning!
03“Easy” DataHaving in place a fullyconsistent, global andcomprehensive Database is nota mandatory prerequisiteanymore
01
PwCSAP Forum Milano –
30 ottobre 2014
User Experience is no longer a nice to have.It is part of the value!
17Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
The Future: Strategy and Operational Together
18Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 2 – Strategy & Workforce Planning
PwCSAP Forum Milano –
30 ottobre 2014
Some of our Experiences
19
Section 3
Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
PwCSAP Forum Milano –
30 ottobre 2014
Case Study I – Power and Utilities Company
Client SituationA large power and utilities company was operating in a saturated marketwith flat growth and increasing pressure to improve margins. Workforcemanagement and succession challenges were becoming prominent.Therefore, two strategic imperatives for the company were to improveworkforce productivity and maintain a high performing culture.
How we helped the clientWe created a high-level dashboard for executives and a more specific HRleadership dashboard. The increased transparency helped theorganization to modify their HR processes to• Increase employee and manager engagement• Lower incident rates and healthcare costs• Staff high-performers to key projects• Minimize the flight of top-talents• Accelerate the recruiting process
Exec KPIs HR KPIs
• Workforce Productivity• Incident Rates• Healthcare Costs• Pay differentials• High Potential
Population• Diversity
• Workforce Health• Grievances• Cost per Hire• Time to Accept• Time to Start• Vacancy Rates• Turnover Rates• Distribution of
Performance Ratings
Extract from Exec and HR Dashboard
20Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 3 – Some of our Experiences
PwCSAP Forum Milano –
30 ottobre 2014
Workforce
Team 1 Team 2 Team 3
Data
Operational Metrics
Workforce Attributes
Financial Results
Performance Scores
People Strategy Levers
Improved Performance(Sales| Turnover| Profitability | Growth | Loss Prevention)
Teams have varying levels offinancial and operational
performance, which can betraced back to the distinct
influencing factors.
Organizations should takeadvantage of Human Capital“lever” to create financial and
operational value.
Client SituationAt a food producer and distributor, the client's sales force was experiencing extremely highturnover and as a result the efficiency and productivity of their sales force was suffering.Our Conceptual Approach
Case Study II – Food Producer and Distributor
21Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 3 – Some of our Experiences
PwCSAP Forum Milano –
30 ottobre 2014
Case Study II – Food Producer and DistributorHypotheses Evaluation
Sales Growth
Salary
Tenure
Age
Span of Control
Performance Analytics Scorecard (Illustrative Examples)
Individual Factors
Organizational Factors
External FactorsCompetitive Market
Local Unemployment
M
H
M
L
L
L
Team 1
HL M
Key: Impact on Organizational Performance
Negligible Some Significant
Measured ImpactPrice Margin
H
L M
H
M
L
L
LM
L
H
M
Data SummaryAverage 1.3
Median 1.6
Mode 2
Completeness 65%
Key Points: TenureShows critical inflection points and thedistribution of outcomes on either side
22Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 3 – Some of our Experiences
PwCSAP Forum Milano –
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Case Study II – Food Producer and DistributorPerformance Analytics Outputs
Performance Analytics Outputs
1)Statistically significant HR attributes that have been proven useful in projectingteam success
2)Insights describing the situations where individuals and teams thrive allowingfor situational leadership and alignment of optimal scenarios
3)Estimated financial and operational impacts on performance attributed to eachcritical influencing factor
23Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 3 – Some of our Experiences
PwCSAP Forum Milano –
30 ottobre 2014
Case Study II – Food Producer and DistributorPerformance Analytics Outputs
The “aha” moment came when behavioralanalysis of the salesperson and managerpopulation identified several differentoperational profiles describing the variousways that each role interacts with customersand with each other.
• Managers with the highest interpersonalskills have seen the most route growth
• Managers with the highest ratings haveseen the largest decline in route value.
• Every Salesperson profile had at least oneManager style that performed better thantheir peers
SalespersonSegments
SecondBest
HangingOn
HighestRated
TheRelation-
shipCultivator
Focusedon
ChangeThe Doer Average
On Their OwnSchedule
1.5% -0.7% -8.3% 1.5% 2.9% 5.5% 0.7%
Set it and Forget It -11.6% -12.7% -11.0% -1.0% -39.9% -1.1%
The Middle 5.0% 3.5% -5.8% 4.3% 3.4% -1.3% 1.0%
AggressiveEntrepreneur
-2.9% -4.5% 1.5% -11.8% 0.7%
Energetic RelationshipDriver
2.0% -9.0% 5.0% 20.2% -0.2% 17.4% 1.3%
Least ConsistentServicer
70.5% 0.0%
Average 0.9% -0.9% -6.2% 7.6% 2.6% 1.0%
Performing better than Salesperson and Manager peer groups
Performing better than either Salesperson or Manager peer groups
Performing worse than Salesperson and Manager peer groups
24Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business
Section 3 – Some of our Experiences
Thank You!
This publication has been prepared for general guidance on matters of interest only, and does notconstitute professional advice. You should not act upon the information contained in this publicationwithout obtaining specific professional advice. No representation or warranty (express or implied) is givenas to the accuracy or completeness of the information contained in this publication, and, to the extentpermitted by law, PricewaterhouseCoopers Advisory SpA, its members, employees and agents do notaccept or assume any liability, responsibility or duty of care for any consequences of you or anyone elseacting, or refraining to act, in reliance on the information contained in this publication or for any decisionbased on it.
© 2012 PricewaterhouseCoopers Advisory SpA. All rights reserved. In this document, “PwC” refers toPricewaterhouseCoopers Advisory SpA which is a member firm of PricewaterhouseCoopers InternationalLimited, each member firm of which is a separate legal entity.
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Alexander [email protected]