get fit for swp operationalizing strategic workforce ... · operationalizing strategic workforce...

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GET FIT FOR SWP

OPERATIONALIZING STRATEGIC WORKFORCE PLANNING and BUSINESS ANALYTICS

SUSAN DEFAZIOPRINCIPAL CONSULTANTKELLYOCG – GLOBAL ADVISORY PRACTICE

NICK COUTTSFOUNDER and CEO AXIOMODE


It takes more than guts

of HR practitioners reported that their leaders continue to rely on

gut feelings to make talent decisions.

Source- The Human Capital Institute

80%


Session outline

Practices Operationalizing SWP

SWP

Indicators


Group exercises

Decision Quality

Option Selection

Measurement

Prioritising Issues


Session toolkit

Operationalizing SWP

Decision Quality Template

Roadmap for Evidence Based Practices (EBP) Capability Building

EBP Checklist

Recommended Reading


Context – market complexity


Solving key business challenges like…


Total talent management

VolunteerWorkforce

Freelancers ContingentWorkforce

FTEs Contractors Service Providers

Talent Pools

Current Population

Dynamic Resourcing

Talent Supply Chain Levers

ENTERPRISE OBJECTIVES

STRATEGIC WORKFORCE PLANNING

Worker Value PropositionEmployer Brand

Demand Planning For Execution Integrated Operating Practices Supply for Outcomes

BOTS

BUSINESS ANALYTICS


Operationalizing SWP – the reality

AND SWP will not be the only

internal initiative !!!!!

Vision& Clarity

Leadership Accountability

Alignment, Tolerance & Language

Engaging theBusiness

Knowledge & Competencies

Influence &Embed Change

Integrated Practices &Tools

RiskEvidence Based

Insight

Capabilities


Practices integration and alignment

Strategic Planning

Operational Planning/Execution

People Planning

Acquisition/ Management

Financial Planning

80%


Operational Execution

Financial Planning

People Planning

Strategic Planning

Practices integration, alignment and agility


The opportunity

Simplicity

is the key to

brilliance

Bruce Lee


Simplification


Simplification, alignment and interlock


EVIDENCE-BASED PRACTICES


Management practices

LEAN

Reduce variation Remove waste

σ6Possibility space

Nick to consider the linkage and the impact we can make by giving the audience a contextual comparison


What if possibilities…

…reduce complexity and uncertainty by

linking confidence to business execution

…improve the rigorbehind decisions and create better

predictive analytics

…link your resourcing options to predictive indicators based on

evidence

…adapt quickly to changes in plans

whilst still understanding the

consequences

…control the riskswithin strategies

whilst still maximising value

returned



LEAN

Reduce variation Remove waste

σ6Maximize value



INTEGRATED PRACTICES

DATA

PROCESS SOFTWARE

COMPETENCE


So what would an effective way of operationalizing SWP look like?

ALIGNMENT INTEGRATED

AGILE

ROBUST

TRANSPARENT


GOALObjectiveWork Driver

A simple approach to measurement

Competence

The to do the that will

IMPACT the that will help

us towards our which will deliver our

…based on evidence

DEMANDSUPPLY


GOAL

Integration and alignment

Internal Driver

PURPOSE

ObjectiveExternal Driver

Objective

Objective

Work

Work

Work Internal Driver

VALUESOur Goal is constrained by our Purpose and our ValuesMeaning is given to work by purpose and valuesValues = principles that govern decisions

External Driver

Alignment from getting the logic right

%

% % % %

%

% % %

%

%

%


Routes to value technique

Goal

Values

Purpose

Work Options

WHAT?WHO? and HOW?(Determines Competencies)

Objectives

WHY?

Work to be done is connected through to the Goal.

In this connected and dynamic environment the effect of any change is instantly seen.

SCALABLE : REPEATABLE : AGILE

Drivers: internal and external

COMPETENCEANALYTIC

BuildBuy

BorrowBind

BalanceBounce

Competence: thebridge between WHO and HOW

CONFIDENCE ANALYTIC


Time is valuable……

Impact on the Business to Create an Agile and Dynamic Approach

A Day withthe Senior Team

2 – 3 Dayswith Heads

2 – 3 Weeks to map demand


Access to external competence can increase the options

CommonAssessment

of CompetenceOption Selection

EffortElapsed timeResourcesCostsAvailabilityConfidence

(Note Internal and external systems)

Work

Internal Competence

ExternalCompetence

%

BUYor BUILD

BORROW“On Demand”


The value of options

Resources

Required

Contribution

to Value

TimeEffort

Availability

Competence


Availability on the bench or on demand

Option selection – people: competence and availability

CONSTRAINTS:• Availability: low = time to competence

required becoming available• Availability: on the bench or on demand• Competence: level of competence available

COMPETENCE

AVAILABILITYWork

HIGH

HIGH

LOW

LOW Benefit

Decision criteria for options


Each Option for completing the work has a different value which can change

What Why Where When How For Whom By What For What

Options and value

WORK

OPTION 1

COMPETENCEHIGH

AVAILABILITYLOW

TIME: SHORTEFFORT: LOW

CONFIDENCE:80%

OPTION 2

COMPETENCELOW

AVAILABILITYMODERATE

TIME: LONGEFFORT: HIGH

CONFIDENCE:70%

OPTION 3

COMPETENCEMEDIUM

AVAILABILITYHIGH

TIME: MEDEFFORT: HIGH

CONFIDENCE:50%


Higher level of confidence = higher probability that value can be achieved in the time required

Confidence – In Achieving the Value of ‘The Work’

Level of Confidence is based on Evidence

20%LEVEL 1

FOUNDATION

35%LEVEL 2

BASIC

APPLICATION

55%LEVEL 3PROFICIENT

70%LEVEL 4ADVANCED

ChangeD to five levels

90%LEVEL 5

ROLE MODEL/MASTER

NOTE: higher competence may not = higher value


GROUP EXERCISE


Group exercise – option selectionExercise in creating options

Complete the table below for two Options for the work needed to achieve a Driver in your organisation. For example, increasing the capacity of the partner network by Option 2: adding more partners or Option 3: training existing partners. Please choose a decision that is relevant to your organisation.

NOTE THE SCORING NEEDS TO BE REVERSED FOR EFFORT, TIME TO VALUE AND RESOURCES

Higher competence = higher probability of achieving the value in the time estimated. Availability is time for competence to become available. Effort is the complexity of the work. Resources = equipment, budget, process, data required.


Measuring impact and value produced

StrategyTactics

Drivers

Sub-Objectives

Objectives

BehavioursPurpose

Goal

Values

Work

Options

Drivers – making outcomes explicit

Scale of measurement

Metrics of measure

Key Metrics

Driver of change to assets, systems, process or competencies

CONTRIBUTION 120

SUFFICIENCY CONFIDENCE 80%

ATTRIBUTION CONFIDENCE 70%

RESPONSIBLE Ed.

METER

Subscription revenue as % of total revenue

ACTUALS

INFORMATION

START FAIL ACCEPTABLE CURRENT TARGET

55 70 100 115 250

START FAIL CURRENT ACCEPTABLE TARGET

32

Link to measurement


Dashboard for tracking progress

33


Routes to value map


Summary - Routes to Value technique

Real-Time Feedback

Exposes Complexity

Connected

Inherent Change

Fully Consistent

Shared value at all levelsGetting the logic rightNetworkedAlignment and meaningIntegrated

React fast to changeExecution optionsStrategic evolutionEmbraces turbulenceAgile

Resource allocationCannot be ‘gamed’Links ‘top-down’ to ‘bottom-up’Consistent decisionsRobust

In an abstract formatIn a fully integrated formatWith audit trail

Confidence in the planConfidence in the networkValue creation NOT resource utilizationRisk indicators and awareness

CONNECT TO DECISION QUALITY?


Indicators


Workforce analytics maturity

Source: Bersin & Associates – Talent Analytics Maturity Model 2012

>60%

>20%

<10%

< 5% Level 4: Predictive Analytics

Development of predictive models, scenario planning, risk analysis and mitigation, integration with strategic planning

Level 3: Strategic AnalyticsSegmentation, Statistical analysis, development of people model,

Analysis of dimensions to understand cause and delivery of actionable solutions

Level 2: Proactive – Advanced ReportingOperational reporting for benchmarking and decision making,

Multi-dimensional analysis and dashboards

Level 1: Reactive – Operational ReportingOperational reporting for measurement of efficiency and compliance,

Data exploration and integration, Development of data dictionary


Confidence and competence analytics

LEADING INDICATORS SHAREHOLDERS – ANALYSTS - STAKEHOLDERS INSIGHT - FOCUS - DIRECTION

£


It takes evidence

of HR practitioners reported that their leaders continue to rely on

gut feelings to make talent decisions.

Source- The Human Capital Institute

80% 10%


Systems thinking


Operationalizing SWP next steps

TASTER SESSION SPECIAL INTEREST GROUP

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