how intuit hr is turning strategic workforce planning on its head using software product design...

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


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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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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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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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


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


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


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:


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


Customer Driven Innovation

Design for DelightCustomer Driven Innovation

Intuit Design Methods

Who’s Your Customer?

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+


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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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


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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


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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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


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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Q&A

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