Strategic Workforce Planning at Monsanto

Transcription

1 Strategic Workforce Planning at Monsanto Stu Larson Global Strategic Workforce Planning Lead January 12,

2 Outline Brief Company Overview A Metaphor for Strategic Workforce Planning SWP Defined What Makes SWP a Value to the Business How SWP Works at Monsanto What We ve Learned 2

3 Monsanto Company Agriculture is our only business Focused on the farmer We succeed when farmers succeed. -Hugh Grant, Monsanto CEO and the future of agriculture. Monsanto is 100% focused on agriculture. 3

4 Monsanto: Who We Are A leader in the field of plant breeding, agricultural biotechnology and genomics. We are committed to providing producers with agronomic tools that make them more efficient and maintain their profitability in their farming operation. By helping producers be more productive, with fewer resources and with less overall effect on the environment, we believe we are making the world a better place. Produce More, Conserve More, Improve the Lives of Farmers Headquartered in St. Louis, Missouri CEO Hugh Grant Approximately 21,000 employees More than 500 locations worldwide in five primary regions Europe/Africa, Asia Pacific, India, Latin America and North America $11.72 billion in annual sales NYSE Symbol: MON producemoreconservemore.com Forbes 2009 Company of the Year HBR Top 50 Performing CEOs Hugh Grant #10 4

5 A Metaphor 5

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9 The Wisdom of the River Guide Either You Take the River Or the River Will take You! 9

10 The Metaphor SWP is like running a river It s definitely a journey, not a destination SWP is about managing risks but it can never be free from risks but would you want it to be? The key is to anticipate what s coming early enough to adapt to changing circumstances before you lose the option to do so You have to know how to read the river and understand what it s telling you 10

11 What is Strategic Workforce Planning? The analytical, forecasting, and planning process that connects and directs talent management activities to ensure an organization has: the right people in the right places at the right time at the right price to execute its business strategy. From The Conference Board Research Working Group Report: Strategic Workforce Planning Forecasting Human Capital Needs to Execute Business Strategy

12 Said another way "Strategic workforce planning enables the organization to slice-and-dice its workforce data to discover critical issues, compare different groups, understand patterns and trends, hone in on critical segments of the workforce, and customize its approach to managing different segments of its workforce." From The Conference Board Research Working Group Report: Strategic Workforce Planning Forecasting Human Capital Needs to Execute Business Strategy

13 What Makes it Different than Traditional Headcount Planning? Strategic: Aligned with the Business Strategy Forward thinking Proactive not Reactive Analytical: Based on metrics and quantifiable measures beyond just headcount Focused on Change: Drives Talent Management, OD & HR Initiatives Identify and prioritize highest value changes 13

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16 History of SWP at Monsanto 2005: Began SWP as part of a larger People Strategy Initiative Interviewed Highest level leaders to identify greatest talent needs for the future Too High Level Not actionable. Developed several key tools including Interview Guide : Two pilot SWP programs Technology organization (R&D) Asia Pacific region Key Learnings: Get close to the business: Link to business planning cycle & metrics Should be on-going and sustainable, not a one-time event Be careful not to get lost in the analysis Be sure to go beyond the headcount forecasts to Talent Management strategies Due to other global initiatives, broad SWP was deferred to

17 History of SWP continued Beginning in 2008: New team created: Global Strategic Workforce Planning Part of Talent Management Team Initial training provided to HR Generalists globally between September 08 and January 09. Short Term Forecast requirement emerged in December 08 Based on need to more closely manage staffing growth First Long Term Strategic Workforce Plan turned in April 2009 Each Unit and World Area submitted projections Aggregated at corporate level to identify global needs and trends Significant Restructuring end of FY2009 SWP Cycle: 2 Begins January

18 How we are doing it Strategic Workforce Planning PHASE I: Analytics & Business Strategy Alignment People Vision PHASE II: Planning & Execution PHASE III: Follow-Up & Update Business Team Meetings People Vision Understand Future Business Strategy Define Talent Strategies Talent Retention Plans People Review & Succession Planning Meetings People Vision Annual LRP Process People Vision Business / Functional Leaders partnering with HR HR Generalists & Specialists 18

19 It s s OD - under a different name Understand the Business Strategy Identify the talent implications (limiting factors) Identify the key talent segments required Understand those key talent segments in detail Who are they? What are their demographics? How many do we have? Where are they? Are we losing them? Are we attracting them? Do we have enough? Do they have the right skills? Etc. etc. Define Talent Management Strategies to close the gaps Create Metrics to track progress Execute and Follow-Up 19

20 Challenges in the Strategic Workforce Planning Process (What We ve Learned) Helping HR develop stronger analytical skills Managing the Matrix Who s responsible for what? Tracking and Forecasting internal moves / transfers Forecasting and Managing Temporary Labor Linking with the Finance organization Linking with the Long Range Business Planning process Driving beyond Headcount forecasting to Strategic Talent Management (Requires strong OD skills not to mention time and resources) Crisis mindset can hinder good long term strategic thinking 20

21 Questions? 21

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