Strategic Workforce Management (if it was easy, everyone would do it)
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Transcript of Strategic Workforce Management (if it was easy, everyone would do it)
Strategic Workforce Management:If It Was Easy, Everyone Would Do It
Mollie LombardiVP/Principal Analyst
Workforce ManagementBrandon Hall Group
@mollielombardi
Ted FrederickVice President
Workforce ManagementSumTotal
@SumTotalSystems
Learning & Development
Talent Management
Leadership Development
Talent Acquisition
HR/Workforce Management
RESEARCH PRACTICES
2©2014 Brandon Hall Group, Inc.@BrandonHallGrp
3©2014 Brandon Hall Group, Inc.
Agenda
• Welcome and Introductions
• The Evolution of Workforce Management
• Tools, data, and analytics
• Taking Action
• What’s Next
@BrandonHallGrp
•
1992 - First SMS text message
1982 – IBM PC•
• 2001 – VCRs outsold DVD Players by 2.2M units
1975 – Microsoft•
•
2007 - First iPhone
•
2014 – SumTotalA Skillsoft Company
1975 1985 1995 2005 2015
@BrandonHallGrp 6©2014 Brandon Hall Group, Inc.
Brief History of WFM<1980 – Payroll is a manual process. Punchcards, sliderules, ledgers and manual checks.1980s – Microprocessor controlled timeclocks tally gross hours1990s – Standalone and C/S applications automate pay calculations to deliver the promise of the perfect paycheck2000s – Web applications accelerate development in WFM in workflow, scheduling and reporting capabilities 2010s – WFM applications reach to the Cloud to drive efficiencies, speed implementation and maintainability 2015 – SumTotal/Skillsoft deliver the industry’s first platform for continuous Workforce improvement
Workforce Management Priorities
Source: Brandon Hall Group, Workforce Management Study 2014
54%
39% 39%
0%
20%
40%
60%
Improving workforce analytics capabilities
Reducing manual transactions within HR
Building long-term workforce planning
capabilities
All Respondents
@BrandonHallGrp 8©2014 Brandon Hall Group, Inc.
Current Workforce Planning Efforts
Source: Brandon Hall Group, Workforce Management Study 2014
22%
30%27%
22%
No formal workforce planning in place
Near-term schedule planning based on operational needs
Planning for headcount
Planning based on skill and competency gap analysis
@BrandonHallGrp 9©2014 Brandon Hall Group, Inc.
Reporting and Analytics
Source: Brandon Hall Group, Workforce Management Study 2014
42%
63%
49%
58%65%
47%50%
39%
51% 49%
20% 22%15% 15%
22%26%
9%
27%
15%9%
0%
25%
50%
75%
Employee performance Time and attendance Scheduling Absence/leave management
Salary/labor costs
Can run reports on current data Can view historical data
Can use data for predictive analytics No reporting or analytics capabilities
@BrandonHallGrp 10©2014 Brandon Hall Group, Inc.
Organizations with fully automated time and attendance solutions saw
67%greater year-over-year improvement in customer
satisfaction &
2½times greater year-over-year revenue growth
It’s a Business Thing
@BrandonHallGrp 12©2014 Brandon Hall Group, Inc.
Ownership of Key Workforce Management Processes
Source: Brandon Hall Group, Workforce Management Study 2014
59%
45%
12%
28%
28%
61%
6%
15%
3%
6%
11%
22%
1%
1%
2%
Leave management
Time and attendance
Scheduling
HR Line of business Finance Operations Center of excellence
@BrandonHallGrp 13©2014 Brandon Hall Group, Inc.
FOR
ECA
ST
Predict:
SCH
EDU
LE
Plan and deploy:
REA
L W
OR
LD
Measure:
AN
ALY
TIC
S Visualize:
BU
SIN
ESS
DR
IVER
S
Foot Traffic
Call Volume
Orders
Patient Census
Production and Service Goals
Cost model
Variability
Skill & Labor needs
Connect Skills & Availability to Schedule Plan
Evaluate contingent labor
Staffing Levels
Volume
Yield & Quality
Worked Time
Absence Process
Payroll
Results & Costs Against Forecast
Skill and Resource Gaps and Overage
Overall Compliance
WFM Process
14©2014 Brandon Hall Group, Inc.@BrandonHallGrp
FOR
ECA
ST
Predict:
SCH
EDU
LE
Plan and deploy:
REA
L W
OR
LD
Measure Real Time:
AN
ALY
TIC
S Visualize:
BU
SIN
ESS
DR
IVER
S
WO
RK
FOR
CE
DEV
ELO
PM
ENT
SumTotal Learning & Talent Platform
• Contextual Learning and Development• Content delivered immediately where people work• Enable full visibility to bench strength and skill gaps • Eliminates unnecessary hiring • OT and contingent labor costs are controlled
Foot Traffic
Call Volume
Orders
Op
erat
ion
al T
rigg
ers
Ben
chSt
ren
gth
Patient Census
Qu
alif
ied
Res
ou
rces
Stra
tegi
c D
evel
op
men
t P
lan
JIT
Lear
nin
g
Skill
Dem
and
Compliance Engine
SumTotal WorkCreating an Agile Workforce
15©2014 Brandon Hall Group, Inc.@BrandonHallGrp
FOR
ECA
ST
Predict:
SCH
EDU
LE
Plan and deploy:
REA
L W
OR
LD
Measure Real Time:
AN
ALY
TIC
S Visualize:
BU
SIN
ESS
DR
IVER
S
Foot Traffic
Call Volume
Orders
Ben
chSt
ren
gth
Patient Census
Qu
alif
ied
Res
ou
rces
Stra
tegi
c D
evel
op
men
t P
lan
Skill
Dem
and
SumTotal WorkCreating an Agile Workforce
Core Skill DevelopmentStrategic Compliance
16©2014 Brandon Hall Group, Inc.@BrandonHallGrp
Common Elements of Workforce Management
• Time and attendance
• Scheduling
• Absence management
• Fatigue management
• Compliance
• Employee data management
• Payroll/payroll integration
@BrandonHallGrp 18©2014 Brandon Hall Group, Inc.
The Technology Story
Strategy Process Automation Integration
Know your goals – from a business
perspective
Don’t automate bad process
Efficiency and effectiveness, as
well as engagement
Measure success and power analytics
@BrandonHallGrp 19©2014 Brandon Hall Group, Inc.
Workforce Management Process Automation
Source: Brandon Hall Group, Workforce Management Study 2014
18%
21%
22%
12%
36%
34%
42%
34%
35%
33%
22%
46%
6%
3%
3%
5%
4%
8%
11%
3%
Leave management
Absence management
Scheduling
Time and attendance
Manual/spreadsheet Partially automated Fully automated
Outsourced Not applicable
@BrandonHallGrp 20©2014 Brandon Hall Group, Inc.
Technology Alone is Not Enough
Technology + Information=
Insight and Decisions
@BrandonHallGrp 21©2014 Brandon Hall Group, Inc.
Impact of Scheduling Automation
Source: Brandon Hall Group, Workforce Management Study 2014
Organizations with full automation of the scheduling process experienced
4x greater improvement in
customer satisfaction
2x the improvement in compliance
scores
75% greater increase in revenue
@BrandonHallGrp 22©2014 Brandon Hall Group, Inc.
Analytics Isn’t Data in Color
• Data just is – no context, no relative meaning
• Analytics requires combining data to find correlation
• Predictive analytics requires deep insight into causation it can be used to model likely futures
@BrandonHallGrp 24©2014 Brandon Hall Group, Inc.
Self-Service Nation
Organizations with automated scheduling are
48% more likely to offer browser-based self-service to
employees, and
66% more likely to offer mobile self-service functionality
@BrandonHallGrp 28©2014 Brandon Hall Group, Inc.
FOR
ECA
ST
Predict:
SCH
EDU
LE
Plan and deploy:
REA
L W
OR
LD
Measure Real Time:
AN
ALY
TIC
S Visualize:
BU
SIN
ESS
DR
IVER
S
Foot Traffic
Call Volume
Orders
Op
erat
ion
al T
rigg
ers
Patient Census
Qu
alif
ied
Res
ou
rces
JIT
Lear
nin
g
Compliance Engine
SumTotal WorkCreating an Agile Workforce
ContinuousImprovement
(Lean)
@BrandonHallGrp 30©2014 Brandon Hall Group, Inc.
Employee Engagement Options
Universal Access
65%Of organizations indicate their
workforce management solutions have been in place 3 years or
more
@BrandonHallGrp 33©2014 Brandon Hall Group, Inc.
Provider Selection Criteria
Source: Brandon Hall Group, Workforce Management Study 2014
43%40%
34%
0%
25%
50%
Customer service/support
Ability to integrate with organization's existing
enterprise systems
Price/cost
Criteria ranked critically important
@BrandonHallGrp 35©2014 Brandon Hall Group, Inc.
Questions?
Mollie LombardiVP/Principal Analyst Workforce
ManagementBrandon Hall Group
Ted FrederickVice President
Workforce ManagementSumTotal
Thank You
Mollie LombardiVP/Principal Analyst Workforce
ManagementBrandon Hall Group
Ted FrederickVice President
Workforce ManagementSumTotal