strategic workforce planning 28 november 2013
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Understanding the strategic imperative and the benefits of Workforce Planning, best practice guidelines for SWP and mapping out the 6-step SWP processTRANSCRIPT
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STRATEGIC WORKFORCE PLANNING (SWP)
CHARLES COTTER
28 NOVEMBER 2013PALAZZO, MONTECASINO
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Introduction
Key presentation topics
Summary
Questions
PRESENTATION OVERVIEW
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SWP is a management process that is being increasingly used to plan for future labour needs, changes and challenges. It examines the current workforce and takes a strategic look at what the future workforce demands will be to develop a human resources plan of action.
SWP involves identifying, assessing, developing and sustaining employee workforce skills required to successfully accomplish business goals and priorities while balancing the needs and expectations of employees.
Through this process, organizations gain insight into their workforce capacity and labour needs so they can make strategic human resources decisions and take purposeful, timely action towards developing their people.
Essentially, SWP is identifying gaps between the labour demand of an organization and the available workforce supply, leading to strategies used to close those gaps.
DEFINING STRATEGIC WORKFORCE PLANNING (SWP)
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STRATEGIC WORKFORCE PLANNING
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Organized, well coordinated and systematic approach
Future-focused
Aligned with organization’s strategic plans
Collaborative effort (HRM has co-opted business partners to the process)
Work-in-progress (responsive not reactive)
Targeted for success (with a positive ROI)
Measurable outcomes
Integration (bundling) with other HR processes e.g. Succession Planning
BEST PRACTICE GUIDELINES FOR EFFECTIVE SWP
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“Strategic workforce planning helps organizations understand the talent required to deliver their strategy – without it, the costs are significant.” (Hay Group UK)
“A talented and aligned workforce is crucial for bringing strategy to life and ensuring an organization delivers on its objectives” (Hay Group UK)
“Bringing together the right information with the right people will dramatically improve a company’s ability to develop and act on strategic business opportunities” (Bill Gates)
“CEO’s expect the Human Resources function to play a much more active role in enabling business strategies.” (Deloitte, 2013)
THE STRATEGIC IMPERATIVE OF WORKFORCE PLANNING
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Ensure adequate human resources to meet the strategic goals and operational plans of your organization - the right people with the right skills at the right time
Keep up with social, economic, legislative and technological trends that impact on human resources in your area and in the sector
Remain flexible so that your organization can manage change if the future is different than anticipated
PURPOSE OF SWP
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TOP BENEFITS OF SWP
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Value improvement and cost reduction – through right sizing the workforce
Assurance that business strategy can be delivered
Better productivity – through workforce alignment to operating model
Competitive advantage through a more skilled and innovative workforce
Higher quality and timeliness of customer delivery
Greater staff engagement and retention and lower levels of stress
SWP – IMPROVEMENTS AND COMPETITIVE ADVANTAGES
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S CANNING
P ROFILING
A NALYZING
D EVELOPING
I MPLEMENTING
C ONTROLLING
SWP: S-P-A-D-I-C PROCESS/CYCLE
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SWP PROCESS ILLUSTRATED
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Review current HR and organizational strategies (Strategic Intent)
Conduct an environmental scan
Identifying workforce trends and challenges
Benchmarking
Preferred Scanning tools – SWOT and PESTEL Analyses
STEP 1: SCANNING – STRATEGIC ANALYSIS
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Forecasting HR Demand
Measuring Current Supply
STEP 2: PROFILING
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Forecasting should consider the past and the present requirements as well as future organizational directions
Number of employees
Type of employees
Skills requirements of these employees
Consider and assess the challenges and constraints
FORECASTING HR DEMAND
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Assess the current HR capacity of the organization by means of the Skill inventories method
The knowledge, skills and abilities of your current staff need to be identified
Employee experience, education and special skillsCertificates or additional training should also be
included
A forecast of the supply of employees projected to join the organization from outside sources
HR indicators, metrics and indices e.g. turnover rates
MEASURING CURRENT SUPPLY
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Right Size
Right Shape
Right Skills
Right Place
Right Cost
GETTING IT RIGHT
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STEP 3: ANALYZING – RECONCILING/GAP ANALYSIS
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STEP 4: DEVELOPING – STRATEGIC HR ACTION PLANS
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Restructuring strategies
Training and development strategies
Recruitment strategies
Outsourcing strategies
Collaboration strategies
Integration strategies
STEP 5: IMPLEMENTING - INTERVENTIONS
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STEP 6: CONTROLLING
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Key points
Questions
Conclusion
Contact details:
Charles Cotter 084 562 9446 [email protected] Linked In Twitter: @Charles_Cotter
SUMMARY