The 9 Key Steps in Digital Workforce Transformation

The 9 Key Steps in Digital
Workforce Transformation
Whitepaper
By Colin Beames
BA (Hons) Qld, BEng (Hons), MBA, MAPS
Corporate Psychologist
“ Colin Beames is a global thought leader
in SWP. His content is more advanced
than typically what has existed on this
subject.”
Mike Haffenden, CEO, Corporate Research Forum, UK

Executive Summary
Approaches to Digital
Transformation Lacking
Digital transformation is about the fusion
of two disparate domains – (1) Information
Technology and (2) the Business.
Rhetoric abounds about digitization and its
potential impact on business and business
models.
Changes to the business model means changes
to the shape of the workforce. It is mission-
critical to anticipate how changing strategies
and business models will alter an organisation’s
workforce requirements. Hence the imperative is
to adopt a more strategic approach to workforce
management.
How does an organisation go about
transforming itself to become a digitially
centered organisation – be it transforming:
• The products and services;
• The channels; and/or
• The operations?
There are a lot of moving parts incorporating
these four dimensions of digital transformation:
1. People, culture and structure
2. Business and digital strategy
3. Technology platforms and systems
4. Measurement and management information
systems
Transformation questions arise such as:
• Where to start?
• What governance and management
structures should be in place?
• What are the key tasks or stages and their
likely sequence?
• What are the responsibilities of the key
players (i.e., the CIO and HR Director/
Manager)?
• What are the implications for the workforce
and its’ configuration?
Despite the above digital rhetoric, there is
little by way of a methodology or approach in
digital transformation, including the key steps
involved. This white paper outlines or provides
a framework for those key steps. It is based on
extracts from the book titled Digital Workforce
Transformation. Refer to Appendix B for further
details.
The 9 Key Steps
The nine key steps involved in digital workforce
transformation are listed below.
1. Implement a governance and project
management structure
2. Develop the new business and digital
strategy, and associated business model
3. Define the New Processes and Design, Build
and Deploy the New Digital Platform and
Infrastructure
4. Develop a transition plan for the whole
organisation (or relevant business unit)
5. Identify the legacy workforce blue print
6. Design the new organisation structure, job
specifications and workforce blue print
7. Identify the actions required to establish the
new workforce configuration (i.e., from the
legacy to the new workforce blueprint)
8. Develop a digital culture, workforce and
workplace
9. Implement controls to monitor and optimize
business processes
Two New Extended Roles
Other issues addressed in this white paper
include the two key extended roles of the
CIO and the HR Director/Manager in digital
workforce transformation. These previous
backroom roles are now front and centre in a
digital transformation project and what may
follow on.
2

Table of Contents
2 Executive Summary
4 Key Steps in Digital Workforce Transformation
5 The Nine Key Steps in Digital Workforce Transformation
5 Step 1: Implement a Governance and Project Management Structure
6 Step 2: Develop the New Proposed Business and Digital Strategy and Associated Business Model
8 Step 3: Define the New Processes and Design, Build and Deploy the New Digital Platform and
Infrastructure
8 Step 4: Develop a Transition Plan
9 Step 5: Identify the Legacy Workforce Blueprint
10 Step 6: Design the New Organisational Structure
10 Step 7: Identify the Required Actions to Establish the New Workforce Configuration
12 Step 8: Develop a Digital Culture, Workforce and Workplace
12 Step 9: Implement Controls to Monitor and Optimise Business Processes
12 Two Extended Roles in Digital Workforce Transformation
15 References
16 Appendices
16 A: The Skills Segmentation Questionnaire (SSQ) and Plotting of Roles
19 B: New Book Release
20 About the Author
21 About Advanced Workforce Strategies
3

Key Steps in Digital Workforce Transformation
Digitisation Impacts all Business
Models
Digital is the new universe – it is the new
way of doing things. Digitisation impacts all
business models, sooner or later. The process
of becoming a truly digital enterprise extends
operationally, strategically and culturally across
every facet of the organisation. It demands the
transformation of operating models, workflows,
supply chains and service delivery. Investment
in technology and the development and/or
acquisition of digital skills is just the beginning
of an organisation’s transformation journey.
There are four key dimensions of digital
transformation involving:
1. People, culture and structure
2. Business and digital strategy
3. Technology platforms and systems
4. Measurement and management information
systems
This white paper is focused predominantly on (1)
people, culture and structure
Digital Transformation
CIO defines digital transformation as
“the acceleration of business activities,
processes, competencies, and models
to fully leverage the changes and
opportunities of digital technologies and
their impact in a strategic and prioritized
way.”
Digital transformation is about the fusion of two
disparate domains:
1. Information Technology (IT); and
2. The business.
It is the new strategic imperative. Many regard
digital transformation as essential to the survival
of many businesses today. That said, digital
transformation is still in its infancy and it carries
different connotations depending on the nature
of the business.
The 6 Challenges of Digital Transformation
Recent research highlighted in the Harvard
Business Review (2016) has reported that the
greatest challenges facing companies going
through digital transformation are:
1. Top down structures
2. An inability to experiment
3. Limited change management capabilities
4. Legacy systems
5. A risk averse culture
6. An inability to work across silos
Other barriers to digitisation include the costs
and shortage of skilled staff all of which will
restrict how prepared businesses are to manage
the technological changes that are emerging
and will emerge over the next decade.
The People Challenge
Preparing any organisation to capitalise on
digital opportunities is no small feat. Changes
to the business model means changes to the
shape of the workforce. It is mission-critical to
anticipate how changing strategies and business
models will alter an organisation’s workforce
requirements. Now more than ever before, the
corporate strategy for companies hinges on
the people strategy. Whatever technological
innovations are ahead, it’s people that will make
the difference, which is why organisations need
a people strategy.
Hence the imperative is to adopt a more
strategic approach to workforce management:
4

• Starting with an understanding of the legacy
(existing) workforce;
• Then identifying the new processes,
organizational structures, skills and
capability requirements; and
• Ultimately transitioning to the new workforce
configuration.
Essential to digital transformation is the
development of new competencies that revolve
around the capacities to be more agile, people-
oriented, innovative, customer-centric, aligned
and efficient with present and future shifts in
mind.
The Nine Key Steps in Digital
Note. The following nine key steps are an
abbreviation of, and an extract from, Chapter
6 of the book shortly to be published titled
Digital Workforce Transformation. Refer to
Appendix B for further details.
The following nine key steps have been set out
below for a major digital transformation project.
These steps are listed in a recommended
sequence (although some will be occurring
simultaneously), are not necessarily exhaustive,
and are provided as a guide only. They may
vary in their scale according to particular
organisational requirements and circumstances.
They may apply to the organisation as a whole
or part thereof (e.g., a Business Unit). They can
also apply, in part, in the case of redesigning the
IT operating model to support digital ambitions.
1. Implement a governance and project
management structure
2. Develop the new business and digital
strategy, and associated business model
3. Define the new business processes and
design, and commence to build the new
digital platform and infrastructure
4. Develop a transition plan for the whole
organisation (or relevant business unit)
5. Identify the legacy workforce blue print
6. Design the new organisation structure, job
specifications and workforce blue print
7. Identify the actions required to establish the
new workforce configuration (i.e., from the
legacy to the new workforce blueprint)
8. Develop a digital culture, workforce and
workplace
9. Implement controls to monitor and optimize
business processes
These key steps are broadly elaborated upon
below, more so for the purposes of providing an
outline or overview, rather than a more detailed
analysis and prescription. As referred to earlier,
the emphasis is on workforce related matters as
opposed to IT matters.
Step 1: Implement a Governance
and Project Management Structure
Clarity around governance and decision-making
is essential and to that end, the following
governance and decision making structure is
recommended.
The Steering Committee (SC)
The Steering Committee (SC) should have
a defined charter relating to its governance
role, with its composition representative of the
various core competencies and functions of the
organisation, and with senior level appointees.
Initial Business and Digital Strategy
Investigative Team
Refer to Step 2 regarding the scope and
formation of this Team. This Team would
be responsible to either the CEO or the SC,
depending upon whether the latter group had
been formed at that stage.
5

The Project Management Team (PMT)
The Project Management Team (PMT) should be
responsible for the overall management of the
business/digital transformation project. It should
have an operational focus and would most likely
include some members who have a full-time
involvement in the project. The PMT would be
responsible to the SC.
Other management/governance structures may
include the formation of an Architecture and
Infrastructure Review Board and various testing
groups and management bodies to sign off on
code.
Step 2: Develop the New Proposed
Business and Digital Strategy and
Associated Business Model
This task would be undertaken by a Business
and Digital Strategy Investigative Team. The key
person leading this task would typically be either
a Business Strategy Executive or the CIO. In the
case of the Business Strategy Executive, he/she
should work closely with the CIO (or equivalent)
and the HR Director (or equivalent). Other
Subject Matter Experts (both from inside and
outside of the organisation) may form part of an
initial Business and Digital Strategy Investigative
Team. This Team would investigate the feasibility
of various new business and digital strategies,
and associated new business model(s), and
report on the same in the form of an Enterprise
Level Digital Transformation Plan.
The digital strategy and execution must be clear
about what the desired outcome is and how
it will benefit customers. Part of this purpose
should be a clear vision of the organisation’s
values, ethics and responsibilities, viz:
• What does the organisation stand for?
• What do its customers expect?
• How will this be reflected in the firm’s
decisions and practices and its behaviours?
A Portfolio View
In developing a digital strategy, the first step
for a large organisation is to take a portfolio
view and consider how digital will disrupt, or is
already disrupting, the various Business Units.
By assessing each Business Unit individually
and then creating an aggregate view, the
organisation can assess the significance of
digital disruption across its activities and clearly
prioritise areas for consideration.
Such priorities should be determined either
because a Business Unit is under threat,
or because it is positioned to pursue new
opportunities. More importantly, consideration
can be given to those responses that need to
be made at a Business Unit level, and those that
will require enterprise wide action.
The Enterprise Level Digital Transformation
Plan
The Enterprise Level Digital Transformation
Plan should argue the business case for
transformation. Issues that typically may form
part of this business case, some of which may
be specific to various Business Units, include:
• Goals of the transformed business;
• Transition to the cloud provisioning of IT
systems;
• Design and development of the new digital
platform and associated architecture;
• Reconfiguration of business processes to
reduce costs in IT and HR operations;
• Estimate of increased direct sales/revenue
to customers, including an enhanced app for
smart phones and tablets;
• Estimate of the transformation costs and
investment;
• Estimate of the ongoing costs;
• Estimate of cost efficiencies/productivity
gains that can be achieved (e.g., resource
and time savings);
Key Steps in Digital Workforce Transformation6

• Approach to running a two speed or
ambidextrous organisation (in the short to
medium term) including the risk to Business
as Usual (BAU) operations;
• The new organisational structure and new
workforce requirements/configuration in
broad terms;
• An evaluation of the impact of changes on
assets employed and their fair value;
• Introduction of new services that leverage
customer location data;
• Divestment of legacy manufacturing
facilities;
• Amendment of risk policies to cater for the
digital environment;
• Other benefits that might be generated from
digitization, e.g:
–– Enhanced customer experience;
–– Reduced risk, downtime (manufacturing)
–– Creation of smart workplaces to boost
productivity, efficiency.
Some of the above issues are further discussed
in the following key transformational steps.
Scale of Digital Transformation Envisaged
Important choices need to be made about how
digital the organisation should become and
how quickly, taking into account the fitness or
readiness of the business to react quickly to the
future. These choices include consideration of:
• Identification of the status quo of the
current digital environment, including the
technologies that are currently being used;
• Identification of the legacy workforce and
systems;
• How much disruption is acceptable, and to
which parts of the business?
Note. Phases of digital transformation
may include: (1) products, (2) channels
and (3) operations, ranging in scale from
enhancement to transformation.
A compelling narrative should be developed
as part of the Enterprise Level Digital
Transformation Plan including:
• The need to change (i.e., business survival)
and the benefits that can expect to follow;
• The ways and extent to which digital
innovation may impact on the organisation,
including both threats and opportunities;
• How the business plans to respond, both
at a Business Unit level and at a wider
enterprise level.
This Plan should also include, amongst other
things, the following recommendations:
• A redefinition or confirmation of the vision,
mission, and values;
• A redefinition or confirmation of the
organisational critical capability(s) and core
competencies;
• The business case for digital transformation
as referred to the various items listed above;
• The new business model and digital strategy,
including the scale of digital disruption
envisaged and timing;
• The approach to digitisation (e.g.,
establishing a Centre of Excellence, Digital
Labs, establishing a separate organisation
running in parallel, rolling-in);
• Identification of key measures for success;
• A Transition Plan outline including associated
resourcing issues with indicative time lines;
• Creation of a digital culture, workplace and
workforce;
• Confirmation of governance and
management structures for the
transformation project;
• Next steps.

This Plan would then be considered and
endorsed (or otherwise) at Executive Level
and ultimately by the Board. Unless digital
transformation is driven from the top, it won’t
succeed. Effective leaders must communicate
a clear vision and commit wholeheartedly,
investing in resources, including time and funds.
Note. One of the main responsibilities of a
Board is to set and/or approve of the strategy
of the organisation.
Step 3: Define the New Processes
and Design, Build and Deploy
the New Digital Platform and
Infrastructure
This Step commences with an assessment of
the existing processes and systems. Then the
processes need to be defined that deliver the
desired value to the customer. These run:
• Horizontally across departments and
functions and should reflect the supply
chain; and
• Vertically to reflect limits of authority,
management control and governance.
The new organisation structure should be
designed to maximize collaboration and
integrate process activities across structure
boundaries. Particular attention should be paid
to process handoffs at internal company and
external structural boundaries.
The new digital platform and infrastructure then
needs to be designed, developed and then
deployed and tested. Architectural planning
is important to ensure the systems, offerings,
products, interactions and capabilities are
appropriate.
Step 4: Develop a Transition Plan
Then a detailed Transition Plan would need
to be developed for the project. This should
include key tasks, resources and timelines,
including a phasing out of the old and a phasing
in of the new. More specifically, this Plan, from
a workforce perspective, should address the
following:
• Integration and coordination complexity;
• The Change Strategy and Change Plan (refer
to Step 8);
• Ramping up the new in terms of workforce
capability, including redeployment, retraining,
and recruitment, and ramping down the old,
including any redundancies;
• Beta testing of new system deployment and
running parallel (workforce) systems (where
appropriate) or adopting a “Roll-in” approach
(a useful option for building scale);
Note. Legacy processes that become
redundant as a result of the new journey
should still be run in parallel until the new
journey is fully operational.
• Education and training of the workforce
generally including creating a digital culture
(refer Step 8);
• Communications to stakeholders including
employees in particular (ongoing);
• Appointment of change agents within the
business (some of whom will be part-time in
addition to their normal duties).
The skill set required for such a transformation
extends beyond being digitally savvy. The
key to overcoming internal resistance is
helping stakeholders understand how digital
transformation will work and how roles will
change for the better. Painful surgeries may
be needed for survival to ensure the long-term
sustainability of the organisation.

Step 5: Identify the Legacy
Workforce Blueprint
The first step to configuring and securing the
right workforce is to:
• Firstly understand the capabilities, traits,
drivers, experience and knowledge that
the organisation has now (i.e., the legacy
workforce); and
• Secondly what will be required in the future
(see Step 6).
Then the pipeline to the future workforce can be
developed.
Identifying the legacy workforce blueprint
provides a comprehensive picture of the current
workforce make-up including:
• Workforce (role) segmentation and sub-
segmentation;
• Demographics (including age, gender);
• Skills profiles;
• Job levels/grades/types;
• Tenure (experience), both with the
organisation and in the job;
• Engagement levels;
• Turnover;
• Compensation;
• Performance measures;
• List of current HR policies and practices;
• Status of HR data reporting and analytics.
Examining this legacy workforce will identify
issues such as:
• Classifying the critical roles and succession
planning status;
• Assessing workforce risks;
• Managing an aging workforce;
• Lowering disruptive turnover;
• Increasing gender diversity, etc.
In this examination, there is a need to adopt a
business-by-business or port folio approach
(i.e., need a more granular level detail), as
workforce behaviours and characteristics can
vary dramatically within an organisation.
Furthermore a workforce does not behave in a
linear fashion. It flows as people are promoted,
leave, transferred, retire, take sabbaticals,
etc. Hence it is important to understand the
“liquid workforce” - how the workforce is
continually changing. It will also show how the
workforce will evolve without any intervention so
organisations can build a clear picture of what
their workforce will look like at a specific date in
future including:
• How many skilled people they will have,
in what roles and at what level, and how
they will leave the workforce, either through
retirement or attrition;
• A more granular level of detail on important
demographics;
• Where the risks are of loosing people filling
critical roles;
• Uncovering opportunities to refocus their
people spend.
Note. The same legacy workforce approach
was adopted by Vie (2016) from AXXA
Insurance (120,000 employees and over 100
Business Units) in their major digital strategic
workforce transformation project.
The legacy workforce blue print can then be
mapped by workforce segment and sub-
segments. It sets the stage for calculating the
gap with the number and type of employees
required in the future. This mapping also forms
an essential part of the development of a
Strategic Workforce Plan (refer to Part 2 of the
book titled Digital Workforce Transformation:
Adopting a Contemporary Approach to Strategic
Workforce Planning).

Note. This mapping is where the AWS Skills-
Based Workforce Segmentation Model and
the SSQ (refer to Appendix A) becomes a vital
tool in determining:
• What are the Critical Roles?
• What roles are “Make” roles?
• What roles are “Buy” roles?
• What roles are Specialist” roles?
• What is the cost of turnover for these
various roles?
• What is the status of succession
planning for Critical Roles?
• Are current HR policies and practices
consistent with the segmentation of
roles?
• Is the level of investment in people/roles
consistent with the segmentation of
those roles?
Step 6: Design the New
Organisational Structure
Organisational Design Considerations
Organisational design considerations are dealt
with in detail in Chapter 4 of the book including
the trend to flatter and more matrixed structures,
and the challenges of “going flat”.
The new structure will need to reflect changes
to the operating model and processes and
optimize the organisation’s ability to execute its
strategy.
Note. For further information on organisational
design refer to Galbraith’s Star Model (2007)
and Mintzberg’s framework as cited in
Lunenburg (2012).
Future Workforce Considerations
With the development of the new organisation
design, new job roles and associated job
descriptions (including their skills, experience
and qualification requirements), and teams
with the right combination of complimentary
capabilities, can then be formulated. This
should occur through a series of business unit
workshops facilitated by HR.
These new roles should be linked to the
business strategy, which is where the AWS
Skills-Based workforce Segmentation Model
and the SSQ again becomes a vital tool in
determining:
• What are the new Critical Roles?
• What roles should remain in-house (i.e.,
“make” roles)?
• What roles are “buy” roles?
• What roles will need substantial investment
in training and development (e.g., Specialist
roles)?
• What roles should or could be potentially
outsourced?
For the new workforce configuration and
structure, there should be a reduction in
numbers of employees with a general shift
towards higher value and higher uniqueness
roles (refer Appendix A).
Skills are like currency, prone to obsolescence.
The ideal workforce model for the digital
economy is a fluid, blended, and agile portfolio
of skillsets. Primary digital skills must be
complemented with agile, business-savvy
employees with the acumen to drive change.
Step 7: Identify the Required
Actions to Establish the New
Workforce Configuration
Once the new workforce blue print is developed,
it can be overlaid on the legacy workforce
blueprint. This overlay would be compared on a
role-segment and sub-segment basis, including

numbers of roles and people in those roles. For
example the number of sales, administration,
and customer support roles (i.e., Doer
roles), and associated skills and experience
requirements for the legacy workforce could be
compared with the equivalent new workforce
roles. Obviously there are likely to be new roles
in the new workforce configuration that do not
exist in the legacy workforce.
Then gaps (including numbers, skills,
experience, etc.) and overlaps can be
determined and decisions made about the
transition to the new workforce configuration.
Workforce demand and supply can be
manipulated using the following workforce
leavers. An integrated strategy that focuses on
talent identification, recruitment, and retention,
as well as employee engagement, provides the
right foundation for transformation.
Workforce Business and HR Levers
Workforce demand can be reduced through
these levers:
• Outsourcing
• Automating work through technology
• Standardizing work to make it more efficient
• Cross skilling part of the workforce including
redeployment
• Managing performance more effectively
• Internal promotions
• Retention
• Shifting to a different business model
Workforce demand (if necessary) can be
increased by:
• Voluntary turnover
• Involuntary turnover
• Retirements
Workforce supply can be increased through HR
levers:
• Recruiting new skills
Finance Modelling
The host of HR issues to be considered, with
associated finance modelling and costings
include:
• Redeployment options;
• Training;
• Recruitment options;
• Redundancy options.
Short-term additional HR resources will most
likely be required with respect to developing
and implementing policies and practices relating
to the above, including change management
capability (see Step 8).
Workforce Configuration
The ultimate aim is the development and
configuration of a workforce that meets the
following five criteria:
1. Right shape – right workforce composition,
enabling vs. operational, in-sourcing vs.
outsourcing, staff vs. management, across
the organisation;
2. Right site – availability of capable staff at the
right locations;
3. Right skills – clarity regarding capabilities to
meet future goals and actual gaps;
4. Right size – required number of staff for the
jobs that are needed to achieve the strategic
goals efficiently and effectively;
5. Right spend – right cost/investment to the
business in achieving the above.

Step 8: Develop a Digital Culture,
Workforce and Workplace
People are at the heart of the digital economy
– their primacy remains with the human factors
arguably the most important element in making
a digital transformation useful, successful, and
valuable.
To that end, the following relevant people related
topics include the following: Culture, leadership,
learning including digital literacy and developing
digital intelligence, people management
practices (including performance management,
engagement, employee experience, borderless
working and flexible work practices, careers,
and the growth of the extended workforce and
talent management strategies.
Other trends impacting upon organisations and
workers, apart from technology, include the
ageing workforce, changing family structures
and a lower growth economy.
Note. Both these trends and the above
people related topics are dealt with in Chapter
4 of the book (refer Appendix B).
A key step in the development of a digital
culture, workforce and workplace is the
development and implementation of a Digital
Workplace Strategy. Chapter 8 of the book
provides a framework for developing such a
strategy.
Both this Step 8 and Step 7 involve significant
change. Chapter 6 of the book elaborates on
the topic of Change Management including
the five key stages.
Step 9: Implement Controls to
Monitor and Optimise Business
Processes
Controls need to be implemented with
appropriate reporting to monitor and optimize
business processes and business outcomes.
Performance should be compared against KPIs
and also against the key factors for success
identified in Step 2. Typically this would include,
amongst other things, measures around
customer experience and the financial impact of
the digital strategy and associated investments.
It is also vital for businesses to track and
benchmark their digital transformation to ensure
they remain competitive within their industry.
Two Extended Roles in Digital
Both the CIO and the HR Director/Manager
have key and extended roles to play in a digital
transformation project. These two roles sit in
“the eye of the storm” with the intersection of
these two disciplines (i.e., IT and HR). These
previous back-office operations now need
to take centre stage. It is essential that a
productive partnership be formed between the
two, with cross-functional collaboration required
to successfully navigate the transformation, and
to promote the development of digital skills and
culture. The two extended roles of the CIO and
the HR Director/Manager (or the equivalent of
these two roles) are elaborated upon below.
The Role of the CIO
CIOs will be at the vanguard of achieving
coalescence of the business and technology
strategies. Given the massive scope of change
that digitisation demands, the challenge is
fundamentally one of enterprise leadership.
CIOs need to wear two hats:
• An IT Leadership hat; and
• An Enterprise Leadership hat.
The above requires a change in focus for
the CIO, but also for other members of the
executive team who might not normally consider
strategic links with the CIO as essential. The

expanded and influential role of the CIO will also
be reflected in deeper external relationships and
cross-functional networks. Digital transformation
is a test of the IT department’s ability to
collaborate.
The Role of the HR Director/Manager
HR is undergoing rapid and profound change.
It is now being asked to help lead the digital
transformation in these three areas:
• Digital workforce: How can organizations
drive new management practices, a culture
of innovation and sharing, and a set of talent
practices that facilitate a new network-based
organization?  
• Digital workplace: How can organizations
design a working environment that enables
productivity, uses modern communication
tools and promotes engagement, wellness,
and a sense of purpose?  
• Digital HR: How can organizations change
the HR function itself to operate in a digital
way, use digital tools and apps to deliver
solutions, and continuously experiment and
innovate?  
HR’s role transformation is as inevitable as
the transformation happening in the business
world. HR is effectively now the business – not
a partner to the business. It is undergoing a
dramatic shift from transactional excellence to
becoming an architect of digital transformation.
More than ever before, the corporate strategy
for large companies hinges on their people
strategy. The future role for HR is a value
creating, integrated component of the business.
To embrace its new extended role, HR should
have know how in the following areas:
• A sound understanding of the business, the
business strategy and business acumen,
and strategic skills to align HR policies
and practices with the business strategy,
connecting workforce decisions to business
outcomes;
• Knowledge around how digital changes the
fabric of communication, including the whole
dynamic with customers;
• A deep knowledge about workforce and
workplace issues, including the various
areas of HR specialization (e.g., culture,
remuneration and benefits, engagement
and retention, recruitment and selection,
organizational design, organizational
development, change management, learning
and development, leadership development,
etc.);
• Information technology “smarts”, including
the development of a digital workforce
strategy and the know how to use digital
tools that pervade the employment
landscape;
• Marketing in promoting the employment
brand;
• HR analytics in the use of data to forecast
needs, and understanding the drivers,
systems and capabilities, and providing
executives with workforce insights and
helping them to act on the same.
Building on the above skill set, and more
specifically, HR’s extended role should also
include the following tasks:
• Developing management’s capacity to
address people management issues;
• Managing the HR capability and resources,
including how the mix of HR staff may
change from generalists to specialists (e.g.,
data scientists, statisticians);
Note. The HR operating model should be in
synch with the business model, including HR
resources and capabilities in a changing mix.

• Developing digital capabilities and selecting
mobile apps with a focus on productivity,
engagement, teamwork and career growth,
and on enablement to help people get work
done in more effective and productive ways;
Note. The new priorities for HR fitting
under the digital umbrella include: cloud
connectivity, real-time operations, design
thinking, simplicity, embedded analytics and
mobile first.
• Building an integrated employee experience
platform, including taking self-service to new
heights through online HR and knowledge
portals, help desk support, live chat, and
case management tools.
This multi-disciplinary skill set may require
a new breed of HR professionals. Today’s
business environment is more complex than
ever before, creating an unmatched opportunity
for HR to create value for the business.
14

References
Beatty, R. W., Becker, B. E., Huselid, M.
A. (2009). The differentiated workforce:
Transforming talent into strategic impact,
Boston, Massachusetts: Harvard Business
Press.
Galbraith, J. R. (2007). The star model. Retrieved
from http://www.jaygalbraith.com/images/pdfs/
StarModel.pdf
HBR, 2016, Accelerating the Pace and Impact
of Digital Transformation, Harvard Business
Review, Harvard Business Review Publishing,
June 2016. Retrieved from https://hbr.org/
sponsored/2016/11/accelerating-the-pace-and-
impact-of-digital-transformation
Lepak, D. P., Snell, S. A. (1999). The human
resource architecture: Toward a theory of human
capital allocation and development. Academy of
Management Review, 24(1): 31–48
Lunenburg, F. C. (2012). Organisational
structure: Mintzberg’s framework. International
Journal of Scholarly, Academic, Intellectual
Diversity, Volume 14, Number 1, 2012. Retrieved
from https://platform.europeanmoocs.eu/
users/8/Lunenburg-Fred-C.-Organizational-
Structure-Mintzberg-Framework-IJSAID-
V14-N1-2012.pdf
Vie, C. (2016). Global digital workforce
transformation through strategic workforce
planning. Retrieved from https://ieondemand.
com/presentations/global-digital-workforce-
transformation-through-strategic-workforce-
planning
15

Appendices
A: The Skills Segmentation
Questionnaire (SSQ) and Plotting
of Roles
Why is Workforce Segmentation Important?
Just as a marketer segments their products,
services and clients, the same segmentation
approach should be applied to managing
your workforce. Employees now come in all
shapes and sizes – one size doesn’t fit all!
Accordingly, this calls for a more sophisticated
and differentiated workforce configuration,
segmentation and management approach.
Segmentation is the key to treating an
organisation’s workforce assets as a portfolio
that can be analysed and managed.
“The conventional approach to job
evaluation is static, inflexible and primarily
focused on internal equity...There is a
need to move away from conventional
approaches to determining job importance
and job-worth to a model which focuses
on future value creation, strategic job
worth and competitive advantage.”
(Becker, Huselid Beatty, 2009)
What is the SSQ?
The SSQ is a 52 item questionnaire based
on a workforce segmentation model that
has been adapted from the work of Lepak
and Snell (1999, 2002). It takes into account
two dimensions of skills in analysing various
roles – both their value and uniqueness to the
organisation.
(e.g., train drivers, air traffic controllers, casino dealers... associated
with firm specific systems, procedures, equipment, or products)
(e.g., managers, designers... have tacit knowledge which may be path /
supply chain dependent)
(e.g., manual labour, admin) (e.g., nurses, CPA’s, project engineers... generic skills, influence costs,
efficiency, customer benefits and services, etc...)
SkillsUniqueness
Psychological Contract Investment
Skills Value
16

Appendices
Valuable skills: either create lower costs,
increased revenue, or innovation. They comprise
up to nine value drivers, and based on the SSQ,
jobs/roles can be analysed according to the
requirement and impact of these value drivers.
These drivers are: (1) revenue/sales, (2)
stakeholder relations, (3) cost and efficiency,
(4) quality, (5) innovation, (6) organisational
capability, (7) reputation/risk management, (8)
financial, and (9) processes/systems.
Unique skills: are organisational specific,
unlikely to be found in the open market, hard
to replace, and hard for competitors to imitate
or duplicate. These skills need to be nurtured
over time, given that they are not developed and
acquired overnight. Hence organisations are
more likely to invest in the education, training,
and development of these skills.
Various jobs within an organisation can be
analysed and plotted according to four possible
employment roles or quadrants:
1. Criticals;
2. Professionals, Skilled or Semi-Skilled;
3. Doers; and
4. Specialists
What Critical Workforce Questions do the
SSQ Outputs or Plots Answer?
The outputs from the SSQ (i.e., classification
of roles) provide answers to the following key
workforce or human capital strategy questions:
• What really are the critical roles in your
organisation?
• What roles should you “make” by developing
people from within? (Roles in quadrants 1
and 4.)
• What roles should you “buy” people ready-
made from the market? (Roles in quadrants
2 or 3.)
• What roles should you consider outsourcing?
(Potentially roles in quadrants 2 and 3.)
• How should psychological contracts and
attraction (including Employment Value
Propositions/”Deals”), engagement and
retention strategies, and levels of investment
in LD differ for the various types of roles/
quadrants?
• What is the cost of turnover of the various
types of roles?
• What is the state of succession planning for
Critical Roles and Ultra-Critical roles:
–– Number of roles where successors are
available now?
–– Number of roles where successors are
likely to be available within the next 1 to
3 years?
–– Number of roles where there are no
successors?
The focus of the SSQ role analysis is external,
as opposed to the internal relativity focus of
typical job evaluation models. It provides a basis
for:
• Understanding the deeper characteristics of
roles (including classification of role types);
• How and where roles create value; and
• Linking the importance of roles, and their
impact on the achievement of the business
strategy and the delivery of products and
services.
Thus the SSQ facilitates the development
of new workforce insights and understandings.
It is fundamental to strategic workforce planning
and forms the basis for reporting human capital
data for the organisation (i.e., reporting data by
the four quadrant model).
17

Appendices
An Example SSQ Plot Output
Do you know where various roles in your
organisation may fit according to this model?
The following is an example plot of various roles.
Please note that the final positioning of plots
for these roles will vary according to the
responsibilities of the roles and various
organisational circumstances.
There is also opportunity to weight the scoring
of these plots on the nine value drivers (which
contribute to valuable skills), according to the
business strategy.
Some of these value drivers will be more
important than others to the achievement of
the business strategy. Thus the SSQ facilitates
the further linking of roles more closely to the
business strategy.
Skills Workforce Segmentation Plots
SkillsUniqueness
Specialists
Ultra Criticals
Doers
Professionals
Ultra Professionals
Low Medium HigherSkills Value
Criticals
Driver
Technician
Journalist
HR Manager
Teacher
Biz Dev Manager
Supervisor (Construction)
Nurse
Sales Person
Factory Manager
CFO
18

Appendices
B: New Book Release
Digital Workforce Transformation
Part 1 of a two book series with Part 2 titled
“Adopting a Contemporary Approach to
Strategic Workforce Planning”
About this Book
Up until recently, Strategic Workforce Planning
(SWP) has been a latent need for most
organisations. The importance of strategically
managing an organisation’s most vital intangible
asset – its people - including the biggest item
in the cost budget (i.e., labour), and the largest
driver of business outcomes, has not been
entirely recognized or appreciated by Boards,
Executives and HR professionals alike.
Now all of this is changing or about to change,
with the key driver of this change emerging
from the advent of the 4th Industrial Revolution
(4IR), including developments in technology
and digital disruption, all of which are
affecting business models, work practices and
employees’ life styles.
Changes to the business model means changes
to the shape of the workforce. It is mission-
critical to anticipate how changing strategies
and business models will alter an organisation’s
workforce requirements. Hence the imperative is
to adopt a more strategic approach to workforce
management:
• Starting with an understanding of the legacy
(existing) workforce;
• Then identifying the new processes,
organizational structures, skills and
capability requirements; and
• Ultimately transitioning to the new workforce
configuration.
Apart from technological developments and
digital disruption, other drivers of the need for
SWP include:
• Borderless working and the rising demand
for flexible work arrangements;
• The changing nature of the worker,
becoming more age diverse, more ethnic
diverse, more mobile and more autonomous.
Thus the application of SWP to digital disruption
and workforce transformation is a key emerging
issue. However many organisations are or will
be entering unchartered waters, grappling
to understand and address the challenges
of workforce reconfiguration against the
background of these emerging changes.
Previously the back office functions of HR
and IT are now “front and centre” in the new
economy. Being in the “eye of the storm”, a
close collaboration between these two functions
is vital to successful transformation. More
specifically, HR has a key role to play – both as
a passenger and a driver – in building a digital
culture, workplace and workforce.
To that end, this two part book series provides
a roadmap for that journey designed to assist
executives and HR professionals accordingly.
It builds on a proven framework and provides a
solid foundation to approach this contemporary
challenge.
19

About the Author
Colin Beames
BA (Hons) Qld, BEng (Hons), MBA, MAPS
Managing Director,
Advanced
Workforce
Strategies
Colin Beames is an author and thought leader
in workplace trends and human capital, with
a deep and expansive knowledge of these
subjects. In his first career life, Colin worked
as an engineer in senior management and
consulting roles in the mining and resources
sectors. Then in the early 90’s, he made a mid-
life career change to organisational psychology.
The topic of Colin’s psychology honours thesis
was mid-life career change. His Master of
Business Administration included a dissertation
on psychological contracts in the workplace and
the development of the Workplace Relationship
Development Indicator (WRDI®) diagnostic
employee engagement and retention tool.
Colin’s organisational consultancy experience
includes assignments in Australia and overseas,
both in the private and public sectors, across
a wide variety of industries. More specifically,
these assignments have included: assessment
centres, career development, change
management, coaching, development and
commercialisation of diagnostic surveys
including administering and reporting on
the same, digital workforce transformation,
employee engagement and retention, high
performance teams in alliances and large
multi-disciplinary projects, HR, human capital
measurement, M/A, OHS, organisational
reviews and development, psychometric testing,
selection and recruitment, start-ups, strategic
workforce planning and business improvement,
talent identification and development, and TNAs.
Apart from developing and commercialising
the Workplace Relationship Development
Indicator (WRDI®) diagnostic survey tool,
Colin has also developed and commercialised
a number of other diagnostic survey tools (all
based on a model of the psychological contract
applied to different contexts), and other HR
tools, resources and IP. The latter includes
the development of the Skills Segmentation
Questionnaire (SSQ) and a Strategic Workforce
Planning Pack.
Colin has presented workshops on Strategic
Workforce Planning, both throughout Australia
and overseas, including such illustrious HR
bodies as:
• The Corporate Research Forum (CRF) and
the HR Society in the UK;
• SIOP and SABPP in South Africa;
• HRINZ In New Zealand;
• Keynote speaker at the Recruitment Asia
2016 Conference in Singapore;
• AICD, CEDA, AHRI and other forums in
Australia.
His latest book (which is shortly about to be
published – refer Appendix B) is presented as
a two part series entitled: Digital Workforce
Transformation (Part 1) and Adopting a
Contemporary Approach to Strategic Workforce
Planning (Part 2).
“ Colin Beames is a global thought leader in SWP. The content presented in the recent 1 day SWP
workshop, which was one of most successsful events being oversubscribed with 170 participants ranging
from HR Directors/Managers from national and global firms, was more advanced than typically what has
existed on this subject.”
— Mike Haffenden, CEO, Corporate Research Forum
20

About Advanced Workforce Strategies
Advanced Workforce Strategies (formerly known
as the WRDI Institute), is a boutique Australian
consultancy firm specialising in the development
and provision of a range of “cutting edge”
human capital consulting services, products,
tools, and resources.
We believe in the adage that if you can’t
measure it, then you can’t manage it! Our
work is holistic, rigorous and innovative,
combining latest empirical research and “best
practice” frameworks, models and architecture
underpinned with sound methodologies, applied
in the form of practical solutions that work.
We are committed to enhancing people
management and performance, and raising the
importance of the people factor in organisations
– arguably the biggest single driver of business
success. To that end, we assist organisations,
their executives and HR professionals to:
• Adopt better people measures and reporting;
• Align their business strategies with their
workforce strategies;
• Address the people challenges and
complexities of the 21st century workplace;
• Manage people risk, maximise the ROI in
people and make better people decisions;
and
• Improve performance and achieve enhanced
business outcomes.
Consulting Approach
Our consulting approach is highly collaborative,
resource rich, high yield and designed to
maximise the transfer of learning and
knowledge. We aim to build capability and self-
sufficiency in our clients, whilst minimising our
consultancy input.
Our client list includes global, national and SME
rms including NFPs, both in the private and
public sectors.
Recent Client List
Our client list includes major global, national and
SME firms including NFPs, both in the private
and public sectors.
International
• Bank of South Pacific (PNG)
• Celcom (Malaysia)
• Methanex (New Zealand and global)
• Telekom Malaysia (Malaysia)
• Thomson Reuters (London)
Australia
• Cabrini Health
• IAG Insurance
• Various Local Government Agencies in
Victoria
Workshops
We run public and in-house workshops on
strategic workforce planning, digital workforce
transformation, workforce segmentation and HR
analytics.
21

For further information
email Advanced Workforce Strategies at:
info@advancedworkforcestrategies.com
or go to www.advancedworkforcestrategies.com

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