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Welcome to the Institute for Workforce Planning & Analytics virtual event! Thank you to everyone for your participation and support. The next two days mark the 6th virtual event for this great community. We have a very exciting event planned for you with many informative sessions covering the hot topics and trends in this exciting space.
Join Lynn Phillips, Community Facilitator at HR.com and advisory board member for WPA as she reviews the Institute's accomplishments over the past year and highlights what’s in store for the coming months. During this short, 15-minute session, Lynn will provide an overview of the certification program (have you signed up?) and an update on hours accumulated to date. Find out what you have missed, and take a look at what is planned for the balance of 2012.
Throughout this session we will:
• Introduce you to the Advisory Board
• Introduce you to the Institute and the Certification program
• Help you become an expert in Workforce Planning & Analytics
• Learn why this Institute is important to the Workforce Planning & Analytics community
• Learn how you can contribute to its success.
If you are new to the Institute for Workforce Planning & Analytics, this introduction will cover not only our past accomplishments but explain why you should continue to participate and be a part of this community. For those with questions regarding the institute and its content this is your chance to share your ideas.
Don’t forget, this is a great opportunity to converse with our industry experts.
Looking forward to your participation!
With Workforce Planning an integral part to running a successful business, it is still difficult for many organizations to turn plans into actionable next steps appropriately tailored for their business and industry. All too often Workforce Planning is considered a discretionary activity or academic exercise done behind closed doors rather than an essential part of how business is run.
In this session, we will cover the core components of Workforce Planning, as scenario planning and gap analysis in headcount/skills/competencies is foundational to assigning targeted actions. Additionally, by leveraging technology and modeling techniques, organizations can use their historical workforce trends to forecast out a future state of their workforce. From there, we will focus on how those strategic plans inform and dictate the rest of the talent management functions and business overall. Headcount budgets, recruiting plans, goals, L&D programs, and all other aspects of talent management should align and support the strategic workforce plans. It is this action and integration that ensures Workforce Planning becomes embedded into the daily course of business. As such, the necessary incremental steps are made so that the business is in position to have the required workforce to take advantage of opportunity and execute on strategies.
With this level of alignment, managers and employees alike are accountable and empowered to achieve the desired outcomes and understand how their efforts are supporting the execution of the larger business strategies. Workforce Planning can take many forms within different organizations but ultimately the measure of its success if whether it is a part of the natural rhythm of business planning and integrated talent management activities.
During this workshop we will discuss how to create a short and long range plan with key steps and milestones to show the value of workforce planning to senior leadership and how to embed workforce planning into an organization. We will review lessons learned from implementing workforce planning from the ground up including the barriers participants should expect and how to overcome those barriers by engaging the right stakeholder’s at the right time.
Key topics will include how to successfully assess your company’s readiness to embrace force planning on a readiness continuum. And, based on the results how to launch a workforce planning function, process and tool set into their organizations. Topics will include how to conduct stakeholder mapping to uncover pockets of high adoption and potential resistance. Best practices and lessons learned about how to develop change management strategies, communication and targeted training for every level in the organization on their specific role and responsibility in the workforce planning process. We will review the barriers participants should expect and discuss ways to overcome those barriers by engaging the right stakeholder’s to ensure success. We review tool set that can be used to conduct stakeholder mapping to uncover pockets of high adoption and potential resistance and develop change, targeted training for every level in the organization on their specific role and responsibility in workforce planning. Further, we will discuss various communication strategies that will highlight the importance of the function, and assist in creating strong support for this critical function.
The world is experiencing tremendous transformation. The convergence of macro global forces has served to create volatility, unprecedented speed of technology, acceleration of emerging markets, over demand for workers, undersupply of talent, and antiquated management practices and tools destined some organizations to failure. The trends as identified by Manpower Group as most significant are impacting and influencing organizations across the globe regardless of size. The trends are the following: Talent MisMatch, Technological Revolutions, Individual Choice, and Rising Customer Sophistication. In many places across the globe, talent has replaced capital as the largest constraint. And yet, most organizations put little rigor to the decisions regarding people.
The complexity of the talent challenge is reinforced by some compelling labor demographics, i.e., a shrinking working population globally, in the US by 2020, 1.5 million too few college graduates, 5.9 too few American’s with high school degrees. Additionally, there is little alingment of talent mobility (immigration), informational failures in education markers (what to study), lack of incentives to relocate, 70% of business leaders now spending sufficient time on talent.
Since we know there is no reset to what was, organizations must understand the constraints and driving forces to transforming their labor force. The demographic landscape has created a talent shortage. So while the risks to your business strategy are profound, there are things that can be done to get ahead of it.
• Move from a workforce plan to a workforce strategy
• Identify levers to make changes quickly
• Align your leaders around workforce needs and skills
• Force choices in your organization- set real priorities
• Understand where you need pivotal talent pools and where they are a nice to have – where are the gaps?
• Identify internal and external risks (impact on business and risks of shortage)
You can begin immediately to mitigate the external factors adversely affecting your organization.
While many organizations are still debating if workforce planning should be something to dip their corporate toe in, do a business unit pilot or do across the enterprise, some organizations are able to use strong project management skills and stakeholder management to successfully launch large-scale enterprise workforce planning in a matter of months. Southern California Edison (SCE) has just done that for an employee and contingent workforce of over 25,000.
In this presentation, Michael Manning, manager of human capital analytics, strategic workforce planning & employee engagement at Southern California Edison, will detail the journey to design and launch their workforce planning program. Michael will cover how they integrated the workforce planning program with the annual labor budget planning process, real estate planning process and talent acquisition planning process by bringing the players together to design processes, align the planning calendars and look at linkages and impacts. As well as how they leveraged six sigma and BPM methodologies for the design and program launch. Participants will learn how to read and create a SIPOC chart, how SCE used SIPOC charts to document stakeholder requirements, control the program scope and communicate the workforce planning program requirements to vendors.
Michael will cover the workforce planning outputs for finance, real estate, talent acquisition and identified opportunities in diversity and IT. Michael will discuss year 1, year 2 and year 3 workforce planning objectives, measuring workforce planning program results and improving upon year 1 outcomes. Participants will learn what worked well for SCE, what did not work well and the top roadblocks for launching workforce planning.
All organizations face constant change. The challenge is how to manage it well. Whether you are a global company, scattered across the world, or a small company that operates only in one city, the need for a well-managed, well-constructed change strategy is crucial to your success. Like all other industries, change is being demanded of and thrust upon healthcare from a myriad of external and internal stakeholders. What are you doing to build a process that supports positive outcomes resulting from your change initiatives?
A suitable analogy of organizational change is driving a train, while laying track at the same time. Parkland Hospital of Dallas, TX is in the process of building a new hospital, literally across the street. It is the largest new hospital project in the USA. Occupancy is still two years away. The challenge we face is how to get some 8,000 employees moved across the street and into a technologically advanced work environment. What challenges do you face? As one of our change leaders said, “Everyone’s job will be 100% different.”
There are many levels of change, from the organization as a whole, down to the individual employee’s response to the change. We will discuss large-scale systemic change processes; we will talk about how employees respond to their changing world and how an organization can help. We will address how to guard against, and work through resistance of any type, from anywhere. Resistance comes in many different forms. Knowing beforehand, the likely and typical resistance types, and preparing properly and adequately for them goes a long way in ensuring the mass changes goes well at both the organizational level and the employee level.
Regardless of your Human Resource title, function and duties, you are front and center in any organizational change and its consequences. This webinar will assist you in knowing how to set the stage for successful organizational and personal transitions.
With Workforce Planning an integral part to running a successful business, it is still difficult for many organizations to turn plans into actionable next steps appropriately tailored for their business and industry. All too often Workforce Planning is considered a discretionary activity or academic exercise done behind closed doors rather than an essential part of reviewing your current workforce needs and those of the future.
In this session, we will provide a solid understanding of the views of the various generational cohorts and how they can help recruit, retain and motivate the four generations to build the workforce of the future. Connecting with the various generations can be a difficult prospect. Generational diversity in the workplace is not going away – and neither are the tensions that exist between the generations.
Are you having difficulty understanding why your manager “doesn't get it?” Do you experience frustration when your ideas are dismissed because you “lack experience or are considered “old school?”
At a loss as to what your “younger” employees consider acceptable workplace behavior?
Do you find yourself “rolling your eyes” or “scratching your head” when trying to communicate with those from other generations in your organization?
If issues of ageism and generational values seem to surface more frequently - and you’re feeling at a loss about how to communicate and what do about them – then this session is for you!
In this program, participants explore the high level differences and similarities of the various generational cohorts, events that have helped shape their values and attitudes, and how they engage with the workplace and with each other. “Younger” and “older” participants virtually come together to learn about and share their own and other age cohorts' values, work orientations, and communications practices.
With increased level of understanding, managers and employees alike are apt to be more accountable and empowered to achieve the desired outcomes and understand how their efforts are supporting the execution of the larger business strategies. Workforce Planning can take many forms within different organizations but ultimately the measure of its success if whether it is a part of the natural rhythm of business planning and integrated talent management activities.
What do you know about predicting the future? In sports, for example, winners and losers are predicted all the time. In 2002, Billy Beane, the general manager for the Oakland Athletics baseball team, used analysis tools to predict a winning team out of what others considered to be subpar players. In the wine country, factors like rainfall and temperatures are analyzed to predict the future quality of wine. What if you could use the same predictive tools to determine impact to your workforce?
In this presentation, Andrew Courtois, manager of workforce analytics for Aquire, defines the role of predictive analysis and how to study key factors, and look for correlations and trends to predict future outcomes. First looking at the inductive research model, he outlines how to identify data available, the correlation between data sets and the how to use filters or variables when graphing trends. Courtois also examines time series forecasting models and the four key components that make up the time series data product. In addition, he explains A/B split testing and how to use this method to measure the performance comparison of groups as well as hypothesis testing for predictive measurement of decisions.
By taking a data-driven approach to workforce planning, Courtois points out that these analyses can provide a new vision to old challenges, and can reveal opportunities that were not apparent before. Workforce analytics are successful when using the right tools, and having the right team of people in place—team members who understand the cost structure or operational impact of these opportunities. By following these best practices in workforce analytics, you’ll be able to capture and quantify workforce trends, and analyze these trends to predict future opportunities for your business.
The business landscape had fundamentally changed. The speed of competition, non-traditional threats, simultaneous talent scarcity and surplus, economic uncertainty, and ever-increasing globalization has forced organizations to re-examine the way they do business. Organizations are seeking sustainable business models that can serve as a platform for innovation and growth. But these business models are often elusive. For every Amazon, Netflix, or other game-changing business model, there are dozens that either fail to differentiate themselves from the pack or fail altogether. Even when a new business model starts to emerge, existing industry players often have a difficult time understanding its implications and adjusting their own business model to effectively counter that competitive threat.
Developing innovative business models needs to take into account many factors such as the business environment, overall economic conditions, key supply and demand variables, the competitive landscape, and the capabilities of the organization. Effective workforce planning in organizations can be a platform to help organizations understand both how effective their current business model is, as well as what type of business model innovations will help improve the firm’s performance. Just as important, workforce planning can help the organization determine if it has the capabilities required to execute on that business model, and if not, the degree of difficulty associated with building those capabilities.
Participants will learn a process for analyzing business drivers and determining business model issues, as well as how to determine new business model directions through workforce planning. This will include the types of data that needs to be collected, the types of analytics that need to be run, and how the translation between analytics and business models occurs. Methods for engaging key stakeholders in business model development will also be discussed.
Workforce Planning & Analytics (WP&A) has been a hot topic for many years now. It's interesting to talk about. It's accurate and worthwhile to discuss how data-derived insights can help HR be more strategic. It's even beneficial to explore how it can be done. That said, WP&A only becomes truly valuable when it's actually put into practice: when leaders, managers, and HR business partners use workforce insight on a frequent, recurring basis to affect positive, planned change. That’s when we’re doing our job. The question for many is: How do I start? For others it's: How do I get to the next level? For still others it’s: Is this the most appropriate approach for my organization? Should we build internally? Should we go with a vendor? Should we outsource some of our analytical needs? These and other questions will be answered, as will arguably the most crucial one: What’s my best next step?
The session will be lead by Al Adamsen. Al has a uniquely valuable background in that he's worked internally at a F100 company, as a consultant with emerging and established brands, as well as with a leading technology provider. These diverse perspectives will help participants better understand the people, process, technology, and governance changes that need to take place to get your team, and your organization, to its desired future state, a point where it’s effectively using data-derived insight to guide decision-making.
The session will delve into proven frameworks like the Data-to-Change Process, the Three Workstreams, the HR Linkage Model, and the Workforce Planning Model. It will also explore leading-edge thinking around Talent Strategy Formulation, Measurement, and Management. In the end, by attending this session you will be more educated on Workforce Planning & Analytics, inspired to advance your organization’s journey, and be clear on how you can leverage data and other assets to generate workforce insight on an ongoing basis.
Just as a marketer segments or stratifies their clients, products and services according to their value, the same principles should apply to segmenting the workforce. Not everyone, or more specifically the roles that they occupy, is equal! Not all employees in those various roles possess knowledge and skills of equal strategic importance. They differ in their potential to add value and in what they expect from work. Employment Value Propositions (EVPs), or the “deal”, will therefore vary according to the importance of the role in question.
Moreover, employees now come in all shapes and sizes! Many organizations use a variety of employment modes to allocate work, including the simultaneous use of internalized (e.g., permanents), and externalized employment (e.g., contractors, labor hire) modes. Having a workforce that is accessible, skilled, motivated and efficiently deployed will increasingly be a key differentiator of business performance and financial success. In today’s volatile environment, organisations therefore want to be able to “have their cake and eat it”. They are aiming for a workforce configuration that maximizes flexibility (and minimizes risk), maximizes commitment and performance of their people, whilst at the same time, developing and retaining valuable skills
Given this complexity, a “one size fits all” approach to people management is a recipe for mediocrity. Such a lack of insight is likely to result in muddled, inconsistent and poor people decisions. The choice of a suitable workforce or role segmentation model is fundamental to addressing the complexities and people management challenges of the 21st century workplace. For example, it should underpin the development of human capital strategy and people management decisions including:
outsourcing, buying people ready-made or developing people from within (i.e., investments in training and development);
determining critical roles;
differentiated approaches to attraction, engagement and retention (including EVPs) for various roles; and
the reporting of human capital data (e.g., cost of turnover, engagement).
Typically, most organisations segment their workforce on a job level or organisational level basis but this approach is limited and potentially flawed! There is a need to think about roles in new ways relative to the business. It is contended that the workforce (or more specifically various roles in the organisation), should best be segmented on a skills basis – both skills uniqueness and skills value.