Strategic Workforce Planning & HR Analytics Seminar A qualified and dedicated thinking for tomorrow

Transcription

1 Strategic Workforce Planning & HR Analytics Seminar A qualified and dedicated thinking for tomorrow Christian Werner, Member of the Board - The Demographic Network (ddn) Brussels May 16th, 2014

2 Can you imagine this in two decades time from now?

3 May I can help with figures! World Retirement Boom Globally, the retirement population explodes in the next decades The Number of 60+ is expected to triple to 2 Trillion by 2050 Source: United Nations Population Aging and Development 2009

4 1 2 3 A miracle? SWP Roadmap SWP as a strategic partner

5 1 2 3 A miracle? SWP Roadmap SWP as a strategic partner

6 How about SWP? As SWP gains credibility and matures, it can become an input to business strategy, rather than simply translating business strategy into HR strategy. The Conference Board Take control of your organization s success with Strategic Workforce Planning Human Capital Institute Creating a business-driven workforce Workforce Planning is one of the most important services an HR organization can provide to the business Deloitte

7 Do you know what Strategic Workforce Planning is?

8 Workforce Planning is the business process for ensuring that an organization has suitable access to talent ( ) to ensure future business success. Strategic Workforce Planning (Wikipedia) is a management process that is being increasingly used to plan for future labor needs, changes and challenges. It examines the current workforce and takes a strategic look at what the future workforce demands will be to develop a human resources plan of action aligned with future business needs. (County of Fairfax, Virginia)

9 1 2 3 A miracle? SWP Roadmap SWP as a strategic partner

10 4 yrs. SWP Roadmap 5+ Transferring SWP to HR Sustainability Year 4 Work on challenges to find solutions Check HR Strategy Enhance skill group perspective Deepen best practice sharing Translate results into solutions e.g. Life Long Learinng activities, Leading Generations@Work Year 3 Upgrade to full SWP functionalities Integration of e.g. performance management view to support the whole (HR) value chain Initial SWP into strategic dialogue Year 1 Basic functionalities SWP Research findings Initial Heat map Application selection Definition & taxonomy incl. critical areas Pilot Year 2 Build up SWP functionalities Scrutinize entire workforce + critical Job Roles Tackle complexity with scenario simulation or linear projection Start Expert community

11 Upgrade SWP functionalities: impact on HR Value Chain Challenges Aging Workforce Talent Retention Shortage of Key Talent Strategic Diversity Mobility Capability Building Adaptable Workforce Internal Changes External Changes Regulatory Changes Mergers & Acquisitions Technology Analytical Outputs e. g. HR Value Chain Best practice solutions Recruiting Company 1 contract for engaged apprentices Company 2 avoid severance payments Career Management P-Tool3 Capability Building SWP Results of the quantitative analysis and predictive modeling Workforce Roadmap Performance Management > 100 SWP Provider Leavers Management Company 3 cost/budget developments Company 4 Flexible program: men and women manage work and family needs Company 5 Gender Diversity approach

12 Work on challenges: Potential SWP roadmap HR Strategy Solution 5: Solution 4: Solution 3: Solution 2: Solution 1: guide loss of expertise and skills facilitate proactive recruitment support exchange between generations meet external demands and employee expectations regarding a modern employer of choice bring working life phase concept into living A SWP roadmap combines operational challenges with a long term plan for solutions

13 1 2 3 A miracle? SWP Roadmap SWP as a strategic partner

14 Optimizing workforce management and managing people risks How can you define a SWFP approach? SWP delivers Better transparency of our workforce and cost Avoid surprises by external challenges (aging, changing loyalty patterns, regulatory, ) Support the successful implementation of business strategies (scenario modeling) Strategic approach to staffing and capability building plans Forecasting and matching future supply and demand of people and skills SWP is not talent management/ succession planning on an individual basis Business Objectives Connects strategy and operational tasks Transparent visualization outlines capacity surpluses and shortages Business scenarios become clear and precise Risk Management Employees Structured analysis of future challenges and opportunities leads to better decisions Faster deduction of concrete measures and simulation of its effects

15 What does it mean For human beings Life expectancy is rising. Retirement could last 20 years or longer. For job seekers and for a Company The workplace will become seller s market. This will? aincreasingly determine HR strategies which need to attract, engage, retain and manage all generations. Be faster! Turn off existing roads! There s not always a motorway in place! Make it different! For HR Behaviours of different generations have to be managed. Solutions for an integrated approach are on demand.

16 We need to ask the right questions on time Salary and productivity Commitment of employee Expertise Early retirement effects Knowledge transfer Age mix Generations Customer focus groups Skill enhancement Companies must target their value propositions to influence, attract and retain the best talents

17 Do you do Strategic Workforce Planning? Critical issues in your workforce in 5/10 years? Strategic demand changes? Where? What skills? Countermeasures? 17

18 Exchange of best practices through external collaboration with partners 11 national working groups Health Work organization and structure Qualification, further training, learning Management and corporate culture Personnel and recruiting policy Communities and business for generations Regionalization Pay-scale structure Strategic HR planning Securing the future and retirement provision Innovation and demographic change 400+ Members e.g. 185 companies 105 public sector legal entities 2 federal ministries The Demographic Network Support of renowned personalities in Scientific & Business Advisory Board 2.5 million employees represented in Germany and Switzerland 20+ regional networks throughout Germany

19 What does the ddn e. V. wants? demographic change as priority turn our power into motion first platform of German companies who don't just want to talk but also make demography easier to address and measure (e.g.): How can companies make ideal preparations for aging workforces while remaining creative and competitive? How do other companies deal with this and how much progress has my company made in comparison? Which new challenges does the economically significant target group of older customers pose for products and services? Past greatness doesn t guarantee future success!

20 ddn Management Board Represented Companies, Institutions at the Board: Audi Inc. BAuA (Federal Agency for Industrial Health and Safety) BMAS (Federal Ministry of Labour and Social Affairs) ING DiBa Inc. INQA ( New Quality of Work initiative) Perbit Ltd. Randstad Germany Ltd. SAP Inc. SRH University Berlin SICK Inc. University St. Gallen The Management Board

21 Outside-in perspective: What can we learn from others? (1) company for senior experts repositioning of senior experts into a mentoring role close to retirement phase with this new role knowledge retention and knowledge transfer is made possible life stage oriented staffing policy career planning along individual life / work phases proactive engagement creates competitive advantage repositioning is seen as career step even at the end of the working life phase Mechanical Engineering Logistic & Transport employer individualization integrate all generations and appreciate their strengths and weaknesses House of and for generations to emphasize the individual recognition of employees and customers in their individual life stages Retail Consumer

22 Outside-in perspective: What can we learn from others? (2) I II

23 Generational Diversity a vital issue for SWP in practice This situation should be avoided: Christian Werner Member of the Board ddn e.v. Germany Mail: cw.le@t-online.de Phone: Web: Be part of our network and help to assure translating figures and facts into HR practice!