Connecting HR to the Business: Transforming the Role of HR Through Workforce Planning

Stela Lupushor Director, Workforce Analytics, Large Financial Services Firm Dave Weisbeck CSO, Visier September 9, 2015

Analyze Go from data to insight

Align Go from insight to plans

Act Go from plans to outcomes

Maximize your Business Outcomes, Through your People

Stela Lupushor Director, Workforce Analytics Fortune 100 Financial Services Firm

Let’s learn a bit about each other

What industry do you work in?

What is your age group?

What is your gender?

Do you work remotely?

Who do you work with?

Why am I asking?

Source: EIU: What's Next: Future Global Trends Affecting Your Organization; Engaging and Integrating a Global Workforce

Fundamental Demographic Changes

Shrinking labor pool, aging, working age redefined

Female labor force participation is good for economy but progress is

slow

Labor force migration

Temporary employment. The new normal

Eroding physical barriers in the workplace

Job creation mainly in the service sector

Growing incidence of high-skilled occupations

Disconnect between educational standards and skills needs

And the highly sought after skills

Technical skills are not the main problem

There are many groups that are difficult to influence engagement

Increasingly social and Reputation = Brand

Customers  inform  other  customers   Employees  and  alumni  

form    the  opinion  of  

prospec5ve  candidates  Influencers  ma9er  

Conclusions? The workforce is…

…Increasingly global, multigenerational, female and on-the-go

… Educated & overqualified, yet unevenly prepared for the jobs of tomorrow

… Increasingly contingent

… Driven more by a bigger mission than loyalty to a company

... In the driver seat, especially those with highly sought after skills

Is HR ready to deal with this complexity?

How can we prepare and thrive in this future?

Rethinking workforce planning is the answer

In 3 words or less, what’s your definition of Workforce Planning?

Type your answer in the Group Chat

Workforce planning starts with understanding the context

Macro

Industry

Organization

Workforce

•  Demographic shifts •  Geopolitical and economic

environment •  Regulatory and Risk context

•  Competitive landscape •  New norms •  Disruptors (technology, business

models, distribution channels)

•  Business Strategy •  Products and offerings strategy •  Market strategy

•  Skills and Capabilities •  Workforce dynamics trends •  Outcomes (productivity,

engagement etc.)

Why Plan? To impact organizational

outcomes

  Reduce regrettable attrition

  Increase the quality of hires

  Reduce “time to productivity” and increase productivity

  Improve engagement

  Maintain or improve diversity

  Utilize the workspace effectively

  Reduce risks (leadership succession, employee and labor relations, business continuity, employment brand image)

  Reduce waste (first year attrition)

  Reduce effort on replacement hires vs. net new hires

The real cost of bad planning

  Unhealthy and costly attrition

  Employer brand damage

  Inability to deliver on business results or execute major initiatives

  Poor real estate and space planning

  Dilution of culture

  Hampered productivity and heightened risk when infrastructure and support functions can’t scale

Planning is about balancing the short and long term needs

Inflows

Outflows

Mobility

Affordability

Skills needs

Development to close gaps

Linkage to Business

Outcomes

Sustainable Business Model

In the short term Managing workforce vitality…

…while planning for the long term Understanding role & skill needs, gaps, & strategies to close the gaps

…to impact the business Linking to business indicators & outcomes

The workforce planning cycle

Budget planning

Headcount Planning

Hiring Skills and

Capabilities Planning

Talent Development

Analytics and good data: The foundation of good

Workforce Planning

Build the foundation

Understand Workforce dynamics

Connect to workforce drivers of business success

Develop a strong

Employer Brand

Technology Data Definitions Visualizations Governance Change management

Workforce datasets: -  HRIS -  Talent Acquisition -  Finance -  Space

Business datasets: -  Sales -  Customer Satisfaction -  Productivity -  Revenue

Context datasets: -  Voice of the workforce -  External sentiment -  Risks

How many people will I have by year end? How does hiring impact diversity? How does turnover impact the bottom line?

What are top performer characteristics? Which have the highest impact on customer satisfaction? What human capital levers impact profitability?

How does the “voice of the workforce” impact our external brand? How can we amplify the brand through advocates and influencers? How we proactively mitigate the external risks?

How does it all come together?

Analytics for the masses (repeatable, self-service, automated,

controlled)

Talent Science (Deep dives, advanced, experimental)

Governance and Support (Support model, data governance and quality, project management, change management,

consulting, tools admin, inquiry management)

HR Topics and Dashboards

Basic Analysis

Custom Visualizations, Advanced analysis,

New datasets

Data Sources (HR, financial, real estate, procurement, customer relationship management, resource

management, sales, social etc.)

High quality foundational data about workforce and HR processes

New types of data

Where do you start?

  Clean data

  Customers

  Business questions

  Work products

  Technology

  Skills and Alliances

  Governance and Standards

  Change and Impact

Thank you

Stela Lupushor slupushor @slupusho Dave Weisbeck dave.weisbeck@visier.com