Strategic Workforce Management. Hoe bedoelt U?

Transcription

1 Strategic Workforce Management Hoe bedoelt U?

2 Workforce Management The Flexible Workforce HR Business Partner Workforce Efficiency The Agile Workforce The War on Talent The Board Room buzz words The Human Age The Adaptable Workforce HR Transformation Workforce Planning

3 Today s Definition of Strategic Workforce Management Strategic Workforce management continuously analyzes the major initiatives taken by a company's top management on behalf of owners, involving resources and performance in external environments. It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs Also known as: The Adaptable or Flexible Workforce Workforce Management main key drivers 1 Capability of predicting future skill requirement 2 Effective identification of experts (critical skills) 3 Ability to collaborate across the organization, connecting individuals and groups as well as external organizations and partners

4 Temporary permanent Cost effective workforce reference model Quality program Strategic partnership program Strategic/ Tactic Business Partners Co-Sourcing Low cost hiring Commodity hiring Sourcing Strategy Skills

5 The Workforce Management Model Strategy Agresso Capacity Sourcing Plan Strategy Resource Project & Staff BCR/Utilisation Plan Business Manage ment ABD Resource dynamics Resource Plans Customer Inflow data Cluster plans Offshore growth details Onshore to offshore data Demand Data ABD Data Data Capacity Planning process Staff HR Data Supply Data Committed Resources Supply Data Uncommitted resources Assignment Data Bench Data Resource Mngt System Objectives Offshore Demand Plan SAP Executive Reports

6 From HR to Strategic Workforce Management If HR does not force its way into the heart of strategic planning in organizations, it will default to a technical and transactional dead end. Helen Drinan, former president and CEO, Society for Human Resources Management in 2006 only 34 percent of executives viewed the HR function as a strategic partner. survey by the Society for Human Resource Management (2005) 56 percent of HR professionals were aspired to become strategic partners, yet only 13 percent currently perform this role. Chartered Institute for Personnel Development in the UK (2005)

7 From HR to Strategic Workforce Management The financial crisis & economic downturn has changed the priorities of many if not all organizations. Priority of Reducing costs and sustainable increase of cost control is has increased from 56% in 2005 to 75% for Further 60% of the interviewed CEO s defined Strategic Workforce management as top priority to achieve their cost control objective Forrester Research and IBM CEO study (2008/2010) As a result organizations focused on three areas to improve their strategic HR capability: Enable HR professionals to apply human capital data and information with what the CFO would expect in Finance to drive business decisions Develop a talent model for HR that encompasses the need for new skills and capabilities and is built through improved selection, employee development and performance management Build a roadmap for HR transformation that builds momentum and embeds strategic changes into the DNA of the business.

8 HR Transformation The traditional HR was forced to transform into a different role to respond to the following typical specific C-suite questions as a result of the Workforce Management definition: How much is the external staff expenditure? What is the productivity of internal staff? Is our organization fit for the new business model we envisage? Do the skills of our staff match with the today s business requirements? Do the skills of our staff match with our future business requirements? Which staff are we going to redeploy and in which way? How can we create a flexible Workforce which adapts to business performance and market changes? How can we create a rolling resource capacity forecast? How can we stimulate or enforce resource sharing? Can we have a dashboard with the these critical parameters as per above?

9 HR Transformation Today In general it is now recognized that existing HR staff have not been able to transform into the so called HR Business Partner role because: The C-suite have not been able to take leadership in the articulating precisely Strategic Workforce Management/Efficiency. The HR department were not able to adapt themselves to the Workforce Efficiency model which requires total different skills and competencies. Lack of a Reference model and supporting tools

10 HR Tranformation change of paradigm MILWAUKEE, Aug /PRNewswire/ -- ManpowerGroup (NYSE: MAN), the world leader in innovative workforce solutions, reports that while the Human Age demands flexible workforce models and long-term HR planning to win today's wars for hard-to-find skilled talent, 78% of surveyed employers in a new ManpowerGroup global survey, conducted by the company's Strategic Workforce Consulting (SWC) business, either lack a workforce strategy or struggle to implement one. "All companies, large and small, need a workforce strategy to succeed in the Human Age," said Owen Sullivan, ManpowerGroupPresident of Specialty Brands. "Without a strategy for structuring flexible work models, it's impossible to adjust to fluctuating demand for products and services. Winning companies are able to identify and recruit the right mix of part-time, full-time and skilled talent to meet real-time and future needs." only 38% of the respondents regard HR as a full business partner. The new report's results also points to the fragility threatening small and medium enterprises (SMEs), which require the right framework and resources needed to grow. Facilitating the growth of SMEs, which play a critical role in sustaining economies, was one recommendation presented by the World Economic Forum Business 20 (B20) Task Force on Employment at the G20 Leaders' Summit.

11 HR Tranformation change of paradigm Today, It is now accepted that integrating WFM skills into standing HR is less efficient. Today s economic/financial crisis changes the strategy of many companies to adapt in order to implement Workforce Efficiency by creating Strategic Workforce Management. Market characteristics: USA & UK Rapid hiring of experienced WFM skills and capabilities. Rapid outsourcing of traditional HR skills. 60% of new HR staff hiring is WFM stamped. USA based consultancy firms are on top of this development to respond to WFM roadmap requirements. IT software system providers define HR/WFM market as their primary focus

12 Europe Europe (with the exception of UK) is still in the HR Transformation phase and gradually recognizing the problem. HR in general is holding on to their traditional role. This is forcing organizations to follow traditional restructuring to achieve cost efficiency. Europe has not (yet) developed SWFM expertise like USA and UK. Global Consultancy firms are preparing their European offices to respond when market is turning from internal to external. Niche companies with specific WFM consultancy expertise will take preference over Global Consultancy firms to support WFM roadmap requirements. Specialized social media Forums are developing C-suite awareness It is expected that European market will develop very rapidly over the next 2 years forced by changing business and/or organization models as a result of the economic and financial situation and increased understanding of SWFM benefits. European market will show same characteristics as USA and UK today as far as sourcing necessary high level SWFM skills and expertise.

13 Nederland Despite the present economic climate, the Netherlands has not adopted SWFM or is still unaware of the prerequisite of SFWM to survive or prepare for the future. Workforce Management in general is limited to Workforce planning of Callcenters which has nothing to do with WF. This is called Capacity Planning Opposed to other countries 95% of all HR vacancies are traditional and required SWFM skills and capabilities are not included in the function profile. HR departments in general are taking a very distant view in SWFM or are unaware of the SWFM outline and characteristics It is an illusion to assume that the HR department can adapt by themselves to the Workforce Efficiency Mngt model which requires total different skills and competencies. The C suite are unable to anticipate on the developments outside NL

14 Seizing the opportunities Many dutch companies are no longer capable to maintain their workforce in the present state. Laying off staff is NOT the solution. By starting now with SWFM we can offer clients a different and more intelligent way of cost savings. By starting now with SWFM we can offer the clients a flexible & adaptable Workforce which creates a competitive edge when economic crisis turns around. Our audience is the C-suite as the ultimate primary stakeholder cq problem owner. There is no doubt that they need support. There is no doubt that they will take support as long as we are able to articulate the SWFM significance and why.

15 Am I Right or am I Right? USA consultancy firms are moving in rapidly. Article in NRC January 22 nd analyses the success of Alvarez & Marsal in USA. A&M are expanding their Benelux office to respond to restructuring requests from not only financial institutes but also from many other companies who are presently re inventing themselves and creating new business models. (NS, Endemol) IBM EMEA confirms 500M investment in Human Capital consultancy.

16 Presumption Given the fact that: Standing HR organizations are not able to play a key role but are to be involved. An increasing demand for external SWFM expertise. There will be no doubt that the dutch SWFM market will develop rapidly over the next 2 years. Are you ready?