strategic workforce planning - city hr
TRANSCRIPT
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Kerry Nutley, James Berry and Peter Davies
Strategic Workforce PlanningOracle & UCL School of Management
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Safe harbor statement
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions.
The development, release, timing, and pricing of any features or functionality described for Oracle’s products may change and remains at the sole discretion of Oracle Corporation.
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Introductions and Welcome
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James Berry
Assistant Professor (Lecturer)
UCL School of Management
Peter Davies
Master Principal Consultant
Oracle
Kerry Nutley
HCM Strategy Director
Oracle
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• How we are seeing the current disruptors changing Workforce Planning
• The power of Scenario Planning
• How technology can help do some of the heavy lifting
• Breakout group discussion and sharing:
1) Workforce Planning: how is your organisation adjusting workforce planning principles given current disruption?
2) How / are you using scenario planning as a tool, what are you seeing as the benefits?
• Regroup and hot off the press City HR benchmarking results supporting our discussion today in terms of insight
• Close at around 10.30
Agenda
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Environmental disruption
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Resourcing /Scheduling
Traditional elements of Workforce Planning
0 to 6 Months 6 to 24 Months 2- 5 Years
Strategic Workforce Planning(future capacity of critical skillsets)
Workforce Financial Planning
(expense of entire workforce)
Traditionallyowned by
HR Business Partner supported by Finance
Workforce Management Function / HR Business Partner (depending on size of
organization)
Line management or operational resourcing
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Resourcing /Scheduling
Change in Workforce Planning timeline due to disruption
Strategic Workforce Planning(future capacity of critical skillsets)
Workforce Financial Planning
(expense of entire workforce)
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Collaboration is imperative to align people with strategy and changing market needs
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Finance• Headcount assessment• Salary and benefits calculations• Tax Forecasting• Budget analysis
Executives• Set organizational goals• Talent management• Globalization/mobility
Line Managers• Right people• Right skills• Right projects• Right time at the right cost
HR• Right people• Right positions• Right skills• Right time
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Strategic Workforce Planning
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Close the gap between strategy and execution
Source: Deloitte Human Capital Trends, 2017Time
Business Strategy
People Strategy
Num
ber
of e
mpl
oyee
s
Business Risk
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Technology as enabler - Strategic Workforce Planning
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Align your people strategy with your business strategy
▪ Get a snapshot of your entire workforce by department, skills, location and costs
▪ Optimize your workforce by aligning headcount with budgets
▪ ‘What if’ scenario modelling
▪ Smart View to quickly import and manage data from Excel
▪ Configurable dashboards that display key KPIs for Finance and HR stakeholders
▪ Connect labour costs with service costs with Planning in EPM
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ANALYZE
Predict future headcount and skills required
ASSESS
Identify key skills needed from the department to
individual level
Model organizational changes quickly
Combine Finance and HR data to create workforce plans
DEFINE
MODEL EXECUTE
Is the Hr Business Partner becoming the first super job?
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Scenario Planning
James Berry
.
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Strategic Planning
Supply and Demand
Peter Davies
.
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• Breakout group discussion and sharing:
1) Workforce Planning: how is your organisation adjusting workforce planning principles
given current disruption?
2) How / are you using scenario planning as a tool, what are you seeing as the benefits?
Confidential – © 2019 Oracle Internal/Restricted/Highly Restricted14
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Survey Update
Andrea Eccles
.
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Confidential – © 2019 Oracle Internal/Restricted/Highly Restricted16
Q&A
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Thank you
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