Strategic workforce planning talent attraction 14 march 2014

BEST PRACTICE STRATEGIC
WORKFORCE PLANNING (SWP) AND
TALENT ATTRACTION
CHARLES COTTER
14 MARCH 2014
PALAZZO HOTEL, MONTECASINO

Planning
 Attracting
 Retaining
Motivating
Evaluating
Developing
SCOPE OF PRESENTATION – HRM
VALUE CHAIN

DEFINING STRATEGIC WORKFORCE
PLANNING

 Aligned with organization’s strategic plans
 Future-focused, adopting a strategic, medium to long-
term approach
 Pro-active, sensitive and responsive to (internal and
external) environmental change and trends
 Organized, well coordinated and systematic approach
 Collaborative and partnering effort (HRM has co-opted
business partners to the process)
DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR EFFECTIVE SWP

 Integrated (bundled) with other HR processes e.g. Succession
Planning and Recruitment
 Generates meaningful business intelligence which informs
business planning and supports strategic decision-making
 Integrated both scientific (HRM metrics and analytics) and
artistic (planning) principles
 Continuously monitored, reviewed, evaluated and adapted
 Yields a positive ROI, with tangible/demonstrable outcomes and
impact – creates sustainable HCM competitive advantages
DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR EFFECTIVE SWP

 Although 92% of companies have some level of workforce
planning, only 21% take a strategic, long-term approach to
addressing the talent demand, talent supply and the actions
necessary to close the gap between the two.
 Although best-practice companies align workforce planning as
an integral part of their business and financial planning, 67% of
companies at every level still conduct workforce planning on an
“as-needed” basis.
 Only 25% of workforce plans are effective at helping business
leaders forecast revenue and operating budgets.
 Only 27% of workforce planning processes are conducted by
recruiting and staffing departments . The majority of workforce
planning processes are owned by individual business leaders –
so they are disjointed from recruiting and even HR.
RESEARCH-BASED (BERSIN) REALITY
CHECK

 According to Bersin & Associates:
 Only 11% of organizations have currently
reached Level 3 of Maturity.
 Only 10% have reached Level 4.
LEVELS OF SWP MATURITY -
RESEARCH

 “Strategic workforce planning helps organizations understand the talent
required to deliver their strategy – without it, the costs are significant.” (Hay
Group UK)
 “A talented and aligned workforce is crucial for bringing strategy to life and
ensuring an organization delivers on its objectives” (Hay Group UK)
 “Bringing together the right information with the right people will
dramatically improve a company’s ability to develop and act on strategic
business opportunities” (Bill Gates)
 “CEO’s expect the Human Resources function to play a much more active role
in enabling business strategies.” (Deloitte, 2013)
 “A company’s employees are its greatest asset and your people are your
product .” (Richard Branson)
THE STRATEGIC IMPERATIVE OF
WORKFORCE PLANNING

 SCANNING
 P ROFILING
 ANALYZING
 DEVELOPING
 I MPLEMENTING
 CONTROLLING
SWP: S-P-A-D-I-C PROCESS/CYCLE

 Reviewing current HRM and organizational
strategies (Strategic Intent)
 Conducting an environmental scan
 Identifying workforce trends and challenges
 Benchmarking
 Preferred Scanning tools – SWOT and PESTEL
Analyses
STEP 1: SCANNING – STRATEGIC
ANALYSIS

 Forecasting HR Demand (Futuring)
 Measuring Current Supply
STEP 2: PROFILING

 "Futuring is the field of using a systematic process for thinking
about, picturing possible outcomes, and planning for the future.
Futurists are people who actively view the present world as a
window on possible future outcomes. They watch trends and
try to envision what might happen.“ (Kirkwood, 2011)
 Futuring is a broader concept than the forecasting traditionally
done in Workforce Planning and enables organizations to look at
the future in four different ways (Cillie-Schmidt, 2013):
 The possible future - what could happen
 The plausible future - what could realistically happen
 The probable future - what is likely to happen
 The preferred future - what we want to happen
FUTURING

 Forecasting should consider the past and the present
requirements as well as future organizational directions
Number of employees
Type of employees
Skills requirements of these employees
Consider and assess the challenges and constraints
FORECASTING HR DEMAND

 Assess the current HR capacity of the organization by means of
the Skill inventories method
The knowledge, skills and abilities of your current staff need to be
identified
Employee experience, education and special skills
Certificates or additional training should also be included
 A forecast of the supply of employees projected to join the
organization from outside sources
 HRM indicators, metrics and indices e.g. turnover rates
MEASURING CURRENT SUPPLY

STEP 3: ANALYZING –
RECONCILING/GAP ANALYSIS

STEP 4: DEVELOPING – STRATEGIC
HR ACTION PLANS

 Develop and initiate a Resourcing Strategy
 Action plan-based implementation methodology
 Matching strategy (intervention) with scenario
(surplus or deficit)
STEP 5: IMPLEMENTING -
INTERVENTIONS

 Tracking implementation progress – monitoring,
measuring and evaluating
STEP 6: CONTROLLING

 Objective: Magnetically attracting the “Cream of the
Crop”
 Objective: Facilitating an optimal Person-
Environment (P-E) fit
 Strategy: Developing, articulating and advocating of
a compelling Employee Value Proposition (EVP)
 Strategy: Employer Branding – (re) positioning as an
“Employer of Choice”
STRATEGIC TALENT ATTRACTING

 A resourcing strategy is concerned with shaping what an organization has
to offer to people to join and stay in the organization. (Armstrong, 2011)
 EVP is a statement of what an organization will provide for people that
they will value - why the total work experience at their organization is
superior to that at other organizations.
 The EVP is an employee-centered approach that is aligned to existing,
integrated workforce planning strategies because it has been informed by
existing employees and the external target audience.
 Key Selling Points (KSP): Host of financial and non-financial benefits
 Non-financial benefits:
 The attractiveness of the organization
 Responsibility – corporate conduct, ethics and CSR/CSI
 Respect – diversity and inclusiveness
 Work-life balance
 Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION
(EVP)

 “At Campbell Arnott’s, we are committed to attracting a diverse group
of talented employees and providing all our team members with
development opportunities and a culture in which they can flourish.”
CONTEMPORARY EXAMPLE:
CAMPBELL ARNOTT’S

 Unique Selling Points (USP) - Employer brand that is
unique and special
 Creation of a Brand image of the organization for
prospective employees
 Influenced by the reputation of the organization
 Creating an Employer Branding strategy
EMPLOYER BRANDING

 Analyze what ideal (preferred) applicants need and want
 Establish how far core values of the organization support the
creation of an attractive brand and ensure these are inculcated
into organizational value system
 Define the features of the employer brand on the basis of
examination and review of each of the areas that affect the
perception of people e.g. quality of management
 Benchmark the approaches of top performing companies as a
means of improvement
 Pragmatic approach: be honest and realistic
CREATING AN EMPLOYER BRANDING
STRATEGY

THE LINK BETWEEN TALENT ATTRACTION
AND EMPLOYEE ENGAGEMENT

 Key points
 Questions
 Conclusion
 Contact details:
 Charles Cotter
 084 562 9446
 charlescot@polka.co.za
 Linked In
 Twitter: @Charles_Cotter
SUMMARY

Strategic workforce planning talent attraction 14 march 2014

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Strategic workforce planning talent attraction 14 march 2014