how intuit hr is turning strategic workforce planning on its head using software product design...
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Strategic Workforce PlanningHow the Adoption of Software Product Design Methodology is Changing How We Plan for Talent @ Intuit
September 2013
This meeting will be successful if…We share our learning journey and some tools for your tool box
Intuit Proprietary & Confidential
Welcome
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Vice President, Global Talent AcquisitionIntuit, Inc.Mountain View, CA
Vice President, Global HR(Accountant & Advisor Group, ProTaxGroup & Intuit Healthcare Group)
Intuit, Inc.Dallas, TX
ChrisGaly
DeborahGarrett
Intuit Proprietary & Confidential
A Leading Provider of Business and Financial Management Solutions
Intuit at a Glance
• Founded in 1983
• Traded on the Nasdaq: INTU
• FY 2013 revenue of $4.2 billion
• Employs more than 8,000 people
• Offices across the U.S., Canada, U.K., Singapore, Australia and India
• 60 million people use our QuickBooks, Payroll, Payments, TurboTax, Mint and Quicken products and services
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Intuit Proprietary & Confidential
Revolutionizing People’s Lives… Solving Their Important Problems…
Creating Innovative Products and Services
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Tax
Online
Intuit Proprietary & Confidential5
FORTUNE 100 Best Companies to Work For 12 Consecutive Years!
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Intuit Proprietary & Confidential
Objectives of Session
Expected Behavior Changes –by the end of this session you will be able to…
• Understand why strategic workforce planning is critical to our organizations and the ramifications of not doing it well
• Discover different ways to partner with your business to drive better talent planning outcomes
• Model and lead strategic workforce planning through the use of product design methods
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Intuit Proprietary & Confidential
What is Strategic Workforce Planning?Definition:• A strategic and integrated approach to define and address the most critical
talent implications of our business strategies and plan executed in a way that drives:
Is there any industry best practice?
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• Positive Emotion:
• Confidence in my decisions
• Partnership with HR and Finance
• Pride in new talent
• Achievement of business outcomes
• Ease:
• Solutions that are simple, integrated and that save me time
• Benefit:
• Execute on business outcomes
• Right talent available at time of need and where I need them
Intuit Proprietary & Confidential
External Benchmarking
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Most basic… workforce planning includes headcount and skill gap analysis… Most advanced level… org conducts scenario planning and talent segmentation to build long term strategy and prepare for unexpected
Integrate workforce and talent data with business data to drive organizational growth and performance
Identify the gaps between the supply and demand for talent through strategic workforce planning
Unified finance and HR data is important because of its ability to power analytics and decision making
Standardize processes for both workforce and talent management
Invest in technology to ease the administrative burden for data… an easy, simple user experience in a way that leaders can make decisions
Build and feed pipelines on an ongoing basis…urgent gaps/opportunistic… ex. Good for Google, kayak.com
Sources: Aberdeen Group, Corp Executive Board, HCI, Successfactors
Not many (11%)… most in infancy…Work seen as very complex, with little or no ownership
Intuit Proprietary & Confidential
Vision of Success
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HR
Line
Finance
and
Real Estate
Talent COEs
(TA, L&D)
Sr. Execs.
&
People
Leaders
Right
Talent
Right
Place
Right
PlansShort & Long
Right
Type
Right
Data
Right
Experience
Right
Time
Right
Skills
BetterBusinessOutcomes
Key stakeholders partnering to deliver talent for the business in a proactive and flexible way
Intuit Proprietary & Confidential
What is Different @ Intuit today?
• Theoretical
• Operational/tactical... driven by resourcing/ headcount requirements
• Employee headcount focus vs. workforce
• Short-term focus
• Limited data availability and integrity
• Limited global view
• Strategic… based on and integrated with business strategy and Intuit Op Mechs
• Future focus on emerging skills, job families
• Global workforce view
• Utilizes business forecasting process and methodology, similar to Finance, Mkg. & Sales
• Executive readiness and sponsorship
• Availability and relevant internal and external data
• D4D approach… commitment to launch, learn & tune
Traditional, Project Based View
of “Talent” Planning circa 2009:
10
Min
dset
Theoretical… to practical, customer back and integrated
A Product Design View
of “Talent” Planning circa 2013:
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From:Traditional Thinking
Flawless planning
Avoid failure
Rigorous analysis
Presentations
Arm’s length customer research
Periodic
Thinking
To:Designing for Delight (aka Design Thinking)
Enlightened TRIAL & ERROR
Fail FAST
Rigorous TESTING
Lightweight EXPERIMENTS
DEEP CUSTOMER IMMERSION
CONTINUOUS
DOING4 + 4 = 8
Discovery of what is “right”.The so-called “correct” answer.
Discovery of what WORKS.An infinity of POSSIBLE answers.
8 = 4 + 4= 4 x 2= 12 - 4= 24/3
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Customer Driven Innovation
Design for DelightCustomer Driven Innovation
Intuit Design Methods
Who’s Your Customer?
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+
Intuit Proprietary & Confidential
D4D Step 1…Deep Customer Empathy
Why an empathy map?• To fully understand a user’s perspective and related
emotions • To uncover underlying motivations and beliefs that drive
behaviors and words…know them better than they know themselves!
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Intuit Proprietary & Confidential
Our Journey…Step By Step Empathy, Broad to Narrow, Experiment!
Hiring Managers
Directors
Senior Leaders
Data Package with & List of Q’s?
Post-HPOR Debrief Meeting?
Select a Pool of Candidates?
Offer Candidates w/o Reqs?
Aware/Willing to Use HC Report?
Start-up Meeting
Effectiveness?
Recruiter Bonus?
Willing to Meet for Qtr HPOR?Structured
Framework & Process?
Enabler Feedback on HC Report?
Comfort w/ Strategic
Questions?
Prototypes Solutions
Talent Plan w/ Q & A
Enterprise-wide Talent Roadmap w/
Lookup Data
Definitions & Roles
PrototypingDay
“Live” TestsD4d Session
Micro-Experiments
Pilot, Launch & Tune
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APD 1
CNS Finance
APD 2
IHG
Finance
Directors
Intuit Proprietary & Confidential
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FY14 Intuit Workforce Planning Process
Refine and execute the Plan…measure and evaluate feasibility, costs & plan (current & future state) for optimization
BU/FG Strategy
The Process
Conversation
The Inputs
Data & Expertise
The Outputs
Insights & Plans
Quarterly:
BU/FG Workforce Op Mech
Workforce Check-in
Monthly:
Talent Development
HR Line Talent Acquisition
Finance &Real Estate
BU/FG Leader
Review talent needs & develop/refresh Talent Plan
Check-in and adjust Talent Plan & details
Single Sourceof the TruthTalent Data
Q&A Conversation
Guide
KPIs & Metrics
Intuit Talent Roadmap
Talent Plan
Intuit Proprietary & Confidential
Key Learnings
• Check your ego and your title in at the door…the customer doesn’t care who does what as long as you solve their pain!
• Fall in love with the customers’ problem or pain…resist the SME curse of going to solution based upon your experience!
• Check in with the customer with every iteration
• No sense aggregating useless information…getting good data is key
• Asking the right questions challenges managers’ thinking and improves business partnership…but speaketh in their terms!
• You will build it over time so don’t wait for 100% perfection… launch-learn-tune!
• Look for small wins to get the flywheel spinning…then double or triple up the goodness…more good eliminates a customer’s focus on the bad!
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Intuit Proprietary & Confidential
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Metrics…Measures Reviewed:
Limited Talent Planning and Excess Costs• # of cancelled/unplanned reqs by BU
• Yes/No Talent Plan in place
• % variance of actuals to plan (R/Y/G)
• Contractor spend
Talent Gaps & Missed Opportunities• AES IVP04 question – “WG has talent/capability necessary to be successful
in the future”
• Identification of key roles/skills
• Time to fill
• Time to fill critical roles
Hiring Manager Experience• Hiring Manager Satisfaction Survey >80%
Urgent Need to Build Capability for Future• Identification of key roles/skills 3 year enterprise view
• Progress to fill gap for critical skills (R/Y/G)
• Progress to fill Director and above roles
• Output of capturing development progress
Impact on Real Estate• % variance HC Actual to Plan
• Building vacancy no less than 20% in Tier 1 regions
• # of unplanned heads in a new location
Many Touch Points for Forecasting Data• Is op mech (HR, TA, Finance, WP) reducing touch points for you?
(qualitative)
Key Measures Year 1:
• Talent Planning Effectiveness as
measured by:
• Hiring Manager Satisfaction
Survey >80%
• Director AES score on question
“WG has talent/capability
necessary to be successful in
the future”
• Talent Plan in Place R/Y/G
• Op Mech in Place R/Y/G
• Finance spend on track
• Real Estate Planning
Effectiveness as measured by:
• <5% unplanned workspace
spend
• All tier 1 sites 80%+ occupied
Intuit Proprietary & Confidential
Objectives of Session
Expected Behavior Changes –by the end of this session you will be able to…
• Understand why strategic workforce planning is critical to our organizations and the ramifications of not doing it well
• Discover different ways to partner with your business to drive better talent planning outcomes
• Model and lead strategic workforce planning through the use of product design methods
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Intuit Proprietary & Confidential
Q&A
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