hr q professional development series—workforce planning panel
DESCRIPTION
hrQ Workforce Planning Panel, April 23, 2010TRANSCRIPT
hrQ Professional Development SeriesWorkforce Planning Panel
April 23, 2010
co-sponsors
GUIDING THE WAY TO BUSINESS SUCCESS
GLOBAL PEOPLE STRATEGY
SLT WORKING SESSION
Diverse Associate Population Demands Different Approaches to Workforce Planning
Lines of Business
Staples Advantage
Supply ChainEUR –
Field / Stores
International
18,000
Home Office
EUR - Printing Services
EUR –Catalogue
Emerging / Australia
US Retail
EUR – Staples Advantage
CanadaRetail
12,000
Home Office
36,000
CAN – Field / Stores
DCs
Field / Stores
CorporateFunctions
2,000
Finance
IS
Home Office
NAD
20,000
Home Office
Quill
SBD
Customer Service
Other
• 27 countries
• >2,400 locations
• 60% FT, 40% PT
• 63% Hourly, 37% Salary
• <5% in “Home Office”/ Corporate Functions
~88,000 associates
Workforce Planning Strategies
4
Contingent Workforces for Seasonal Hiring• Part-time Employees• Students• Third Party Couriers
Variable Schedules—MOT, VTO, MTO
Global Issues• Common ATS• Global Brand—Customer and Employee
Baby Boomers(1946-1961)
Generation X(1961-1981)
Generation Y(1981-1997)
Generation Z(post-1997)
2020E
Silent Generation (born pre-1946)
44%
21%
0%
2010E
0%
40%
17%
2%
Staples’ US
Workforce
0%
41%
40%
2%
81% of Staples’ US workforce is Gen X or Gen Y
Source: Census; ThinkEquity Partners
• Gen Y workforce expects to move companies and/or positions often
• To attract and retain top talent, need:
– Modern and attractive associate promise
– Sophisticated talent management machine
– Two way communications, leveraging technology
US Labor Force
Composition
66
Mountain
Lodging
Real Estate
Five world-class mountain resorts: Vail, Breckenridge, Keystone, Heavenly and Beaver Creek
5 of the top 10 most visited resorts in North America including the #1, #2 and #3 most visited in the U.S.
Ancillary businesses including ski school, dining (100+ restaurants), retail/rental (140+ locations), commercial leasing and private clubs
RockResorts: 9 hotels (5 owned, 4 managed), several more under construction
11 non-RockResorts hotels including those in Grand Teton Lodge Company, a summer destination resort
Approximately 3,800 owned and managed hotel/condominium rooms 6 golf courses in Colorado and Jackson Hole, Wyoming Colorado Mountain Express
Vertical real estate development at the base of our mountain resorts Select number of luxury and ultra-luxury projects
Who Is Vail Resorts?
77
Why do we engage in WFP?
1. We hire 23,000+ employees each year
2. 60% start within a two month span
3. Mix: Returners, International, Domestic, Year round, seasonal, FT, PT, College Program, Interns, professional and executive….oh, and the weather
4. Culture: “Experience of a Lifetime!”• Guest and Employee Experience
5. P&L.
88
What does WFP look like at Vail Resorts?
99
1010
1111
Contract Sourcing
Team
(Mix: Executive Recruiters, Coordinators, CP Grads
and Early Talent)
Contract Sourcing
Team
(Mix: Executive Recruiters, Coordinators, CP Grads
and Early Talent)
Talent Acquisition & WFP Structure
D S
12#
hrQ Panel Discussion
Dave Sutherland, Director of Workforce [email protected]
April 23, 2010
CH2M HILL Workforce Planning Overview
CH2M HILL Today
Approximately 23,500 employees 100 percent owned by its employees Broadly diversified across multiple business sectors US $6 billion+ in revenue Industry-leader in program management,
construction, design, and operations Headquartered in Denver, Colorado Operations on all continents (about 10,000 projects
globally)
– Proprietary and confidential
CH2M HILL faces significant workforce challenges to its 5 year strategic business
plan
Challenges
Competitive
recruiting marketpla
ce
Aggressive global growth
plan
Major
Change
Aging workforce(20%+ age
55+)
Global shortage
of key skillsHigh
turnover rate
– Proprietary and confidential
The journey to effective WFP at CH2M HILL is on-track
Workforce Planning Complexity/Sophistication
Val
ue/
Imp
a ct
to t
he
Bu
sin
ess
WFP Tools& Processes
Utilized by HR
WFP & Other Talent Mgmt
Processes are Fully Integrated
WFP Integrated into Business
& Financial Planning
WFP aligns theHR & Enterprise
Strategies
Use Current & Historical Trend Data to Forecast
Future (3-5 yr) Workforce
Workforce Scenario Models
Driven by Revenue Generating Models
ROI of TalentMgmt Programs
Adjust Assumptions to Simulate Impact
on Workforce
Generate Staffing Plan (1 yr)
Define Resource Needs & Options
Evaluate External & Internal Talent
Supply
Assess Critical Roles/Skills
Implement Strategies to Close Gaps and Mitigate
Risks
Demographic Trends
External Benchmarking
Setting Internal Targets
Fact-basedData Enabled
Decisions
Business Impacting Metrics
Data Integrity Established
Automated Governance
Solutions
Standards andPolicies Set
Global “Single Source of Truth”
Solution
Data Mgmt& Reporting
Metrics, Analytics,
& Intelligence
Gap &Risk Analysis
Simulation & Optimization
Integrated Talent Mgmt
– Proprietary and confidential
2009 Focus (Year 1)
= 2010 Goal
= 2010 Stretch Goal
2010 Focus (Year 2)
Talent Management Dashboard…over 24,000 hits since April ‘09 launchEnabling our leaders to make informed workforce decisions and monitor performance
Integrated into Enterprise Dashboard
Cut metrics by several different demographics using newly enhanced
filters; most basic workforce questions can now be answered in 1-2 minutes versus hours or
daysOne single global source of
truth for human capital metrics
Gauges provide overall “health” index for various
talent tabs to call attention to areas most in need of
attention
Links to results commentary &
other talent mgmt
applications provide
Leaders with “one-stop shopping” navigation
CH2M HILL – Proprietary and confidential
Users can generate scorecards/reports, access demographic snapshots & review talent metric trends over time
Retain Gauge – An indicator of overall retention performance/health for the talent population selected via demographic filters at the top of this tab. This gauge looks at annualized high performer retention (weighted 50%), the total annualized attrition (weighted 30%) & voluntary annualized attrition (weighted 20%). The gauge currently measures the trending of YTD results versus prior period results. Once targets are set, these gauges will assess actual results over time versus set targets. Ranges for this gauge are currently defined as: Green = Target Met (Variance % is +/- 0% - 10%); Yellow = Target at Risk (Variance % is +/- 10.1% - 25%); Red = Target Missed (Variance % is +/- 25.1%).
New reporting/scorecard capability allows for creation and automation
of frequently requested talent analytics and standard workforce
reports
– Proprietary and confidential
Track YTD results & annualized trends vs. prior
year results & WFP targets/assumptions
Users can drill through to see
lists of employees
(ensures data integrity &
enables action planning)
Retention/Engagement Programs Economy/Job Market/Competitio
n
Employee Decision Model(Stay/Leave)
Job Assignment Model(Match, Promote, Hire)
Current Year 1 Year 2 Year 1 Year 2
Job 1
Job 2
Job 3
Job Requirements
Deman
d
Scenari
o 1
Deman
d
Scenari
o 2
Deman
d
Scenari
o 3
DEMAN
D
Job 1
Job 2
Job 3
Job 4
Impact on Employee P(r)
Hiring Channels
SUPPLYCh
. 1Ch
. 2Ch
. 3
SU
PP
LY
Cu
rren
t W
ork
forc
e
Comp. Benefits TrainingReward
sFlexTim
e
COSTS• Recruitment• Retention• Compensation• Learning
© 2009 OptTek Systems– Proprietary and confidential
OptForce is different because it…
Is the only approach and tool that leverages the power of simulation and optimization (better answers than traditional approaches)
Empirically links the impact of “people actions” on business metrics
Is based on real data and facts from your organization, rather than just assumptions or benchmarks
Allows company to examine multiple scenarios and empirically account for uncertainty in outcomes – know when to take the risk
Continuously learns and refines its accuracy based on your data and experience– Proprietary and confidential © 2009 OptTek Systems
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