Apresentação de Peter Howes, vice-presidente SuccessFactors, sobre Workforce Planning. O Planejamento da Força de Trabalho é uma metodologia que permite à organização analisar seus objetivos de negócio para os anos futuros e, com isso, identificar os perfis e número total de talentos de que precisará para atingi-los.

1. Workforce Planning
Peter Howes
Vice President, SuccessFactors
phowes@successfactors.com
© Copyright 2011. All rights reserved. Sep 15, 2011

2. SuccessFactors
Workforce Planning
Principles
2

3. Workforce Planning
5-step model
3

4. SuccessFactors Workforce
Planning Framework
4

5. What is Demand Forecasting?
 Estimating the demand for the number and type of employees
for each scenario (how many and what sort of people will we
need?)
 Generally focuses on critical job roles for each of the agreed
scenarios
 Many different techniques
 Requires expert knowledge and experience
5

6. Workforce Numbers Forecasting:
Common Techniques
Qualitative
 Nominal Group Technique
 Delphi Technique
 Structured Interviews
 Focus Groups
Quantitative
 Regression Analysis
 Decision Analysis Forecasting (DAF)
 Staffing Ratios/ Productivity Measure
6

7. Timeframe of WFP Forecasting
 Forecasting is not an exact science.
 Forecasting is based on what we know from past experience and
what indicators we have as to the directions for the future.
100%
Degree of
Confidence in
Forecast
0 1 2
Timeframe (Years)
7

8. Supply Forecasting
Workforce analysis
 External supply analysis
 Current workforce profile analysis
Supply forecasting
 Forecast supply based on workforce age and turnover
 Incorporating transfers and promotions patterns
Advanced modeling
 Modeling internal movement and progression
8

9. Matching Supply & Demand
When supply forecasts are matched with estimated demand requirements, the
projections provide a simple indication of workforce number/skill surplus or deficit. The
Demand and Supply Summary Table below is a hypothetical example
Net Demand Net Supply Difference
Current
Occup.
W’Force 2 yrs 5 yrs 2 yrs 5 yrs
Group
(FTE) 1yr 1yr 2yr 5yr 1yr
S1 S2 S1 S2 S1 S2 S1 S2
Managers 19 19 19 22 15 17 18 16 11 -1 -3 -6 -4 -6
Engineers 123 123 120 150 105 115 102 77 9 -21 -43 -73 -96 -106
Scientists 117 120 120 120 115 115 95 72 12 -25 -48 -48 -103 -103
Para-prof. 294 290 280 312 260 280 266 241 191 -24 -39 -71 -69 -89
Admin/
56 55 50 40 40 25 54 52 46 -1 +2 +12 +6 +21
Clerical
Wages 193 190 135 160 60 80 189 184 173 -1 +49 +24 +113 +93
TOTAL 802 797 724 804 595 632 724 642 442 -73 -82 -162 -153 -190
9

10. Findings from recent
SuccessFactors
survey and Best
practices in Strategic
Workforce Planning
10

11. Finding 1
Implementing workforce planning leads to the improvement
of a number of human capital and financial metrics.
 Organisations are using a variety of methods to measure the
effectiveness of their workforce planning.
 Compared to Emerging or Lagging organisations, Leading
organisations tend to disproportionately focus on five outcomes:
– Accuracy of forecasting efforts – both demand and supply
– Reduction in termination and attrition rates
– Reduction in talent gap, especially for critical positions
– Reduction in time-to-fill, especially for critical positions.
 Key financial metrics that can be linked to workforce planning efforts,
such as revenue per FTE and profit per FTE.
11

12. Finding 2
Despite (or perhaps because of) difficult economic
conditions, investments in workforce planning are
expected to increase in the next 12 months.
 Investments in workforce planning are expected to increase in the next 12
months:
– 17% of organisations expect significant increases
– 31% expect marginal increases.
 100% of Leading organisations indicate workforce planning resourcing is
either expected to grow or remain the same.
 Do you have the necessary workforce planning expertise in your
organisation?
The risk implication of this finding is that there will be a shortage in people with
the experience, competencies and capabilities to conduct workforce planning.
12

13. Finding 3
Leading organisations are far more likely to adjust their
workforce plans in response to changing economic
conditions.
 74% of Leading organisations have revised their plans due to the
global economic crisis; 67% of Lagging organisations have not.
 Indicative that the workforce plan is a true working strategy rather
than just a report that sits on the shelf.
13

14. Finding 4
Leading organisations are far more strategic in their
approach to recruitment, retention, and other key talent
management initiatives
 Organisations that place a complete freeze on recruitment are
most likely to be Lagging organisations, with only 3% of Leading
organisations having done so.
 Leading organisations use workforce planning to be much more
strategic in their approach to recruitment, using challenging
economic circumstances and favourable labour markets as a way
to cost effectively fill key talent gaps.
14

15. Finding 5
Leading organisations primarily invest in workforce planning
as a tool to support specific business strategies – not as a
tool to address workforce related issues.
 Leading organisations were less motivated by HR related issues and
tended to cite reasons that were aligned with business issues and
overall business strategy.
 For Leading Edge organisations, the top 3 motivators were:
– Business Growth
– Change in Business Strategy
– Shortage of Critical Skills.
 For Leading Edge organisations, the bottom 3 motivators were:
– Downsizing
– Ageing Workforce
– High Labour Turnover.
15

16. Finding 6
Leading organisations are far more likely to implement
specific talent management initiatives as a result of their
workforce planning efforts.
 Leading organisations consistently report implementing a greater
number, and most likely a broader range, of people initiatives:
– 59% have implemented at least four strategies
– 31% having implemented at least three strategies.
 50% of Emerging organisations have not implemented any people
strategies at all.
 Top 5 people initiatives Leading organisations are implementing:
– Retention strategies (75%)
– Attracting talent (75%)
– Extending existing and developing new career paths (75%)
– Partnering with schools, universities etc (56%)
– Increasing range of supply sources (44%).
16

17. Finding 7
Leading organisations are far more likely to use advanced
technologies in support of their workforce planning efforts.
 Leading organisations are at least twice as likely to utilise a broader
range of tools as Lagging and Emerging organisations.
 Lagging organisations are five times more likely than Leading
respondents to utilise no technology to automate their workforce
planning processes.
Excel Spreadsheets 251
Workforce Planning Tools 142
Recruiting/Staffing Tools 125
Business Intelligence/Analytical Tools 120
Succession Planning Tools 97
Talent Management Tools 84
None 39
Other 28
0 50 100 150 200 250 300
17

18. Finding 8
Leading organisations prioritise a different, more business
relevant, set of competencies needed for those involved in
workforce planning.
 For Leading Edge organisations, the top 3 competencies needed
for workforce planners were:
– Knowledge of the business planning process
– Communication skills
– Analytical skills.
 For Leading Edge organisations, the bottom 3 competencies for
workforce planners were:
– Knowledge of demand and supply forecasting techniques
– Determining position competencies
– Business Acumen.
18

19. Finding 9
Leading organisations continually push to improve the
business relevance of workforce planning – even to the point
of managing the process outside of HR
 Overwhelmingly workforce planning is performed not for the sake
of HR, but for its value to the business.
 Leading organisations are more likely to structure themselves for
success, having a much higher proportion of functions outside of
HR running their workforce planning processes.
 Results show the least effective structure is the decentralised
process. This can translate to a lack of standards or cohesion of
the data and the process, and it appears to deliver the least
business value, the lowest reported level of competitive
advantage, and statistically, you are least likely to become a
Leading organisation.
19

20. Personal
observations
in Workforce
Planning
20

21. What workforce planning is not
• A commitment to future decisions
• Something that is done once and forgotten about – ―a box to tick‖
• A report to go on a shelf
• Something done just by HR
• The way to fill vacancies today – staffing or budgeting
• Analysis of every role and workforce issue across the organisation
• A perfect prediction of future workforce needs (especially numbers)
1 year 3 years 5+ years
Time
Staffing/Budgeting Workforce Planning
21

22. Evaluate the current workforce
to identify potential risks
 Segment-specific talent reviews form an important part of demand
forecasting—estimating the quantity and quality of the future
workforce.
 What job roles currently exist in your organisation?
 Of those job roles which:
– Conduct the core business of the organisation?
– May become part of the core business under either scenario?
– Have had a high number of vacancies over the last 12 months?
– Have been difficult to fill?
– Require a long training time in order to develop the skills for the role?
– Have the largest number of staff?
 Tip: Communicate how the risk of losing staff in your critical roles will
impact the business
22

23. With changes to the economy, it is
critical to create future scenarios
 Scenarios are a framework for managing change and risk.
 Develop alternative views of the future based on events outside of your
control:
– Issues for the whole workforce
– Issues for the Industry
– Issues for your Organisation.
 Develop strategies for changing those things you can control.
 Scenarios help us deal with the unknown.
 Scenarios let us rehearse how we might adapt to future events today
(what if?).
 They help us monitor the environment and look for weak signals.
23

24. Workforce Planning is a critical tool
in overall Talent Management
 Career Management - Sleeper in Workforce Planning:
– 50-70% of employees will never be promoted
– 80-85% of employees will have a maximum of one promotion in the rest
of their career.
 Less than 5% of the workforce (deep specialists) are in the same job
for more than 5 years.
 Career = Positions + Projects + Placements.
 New career paths build future competencies.
 Emerging goal for many companies: career paths with four transfers for
every promotion:
– Career Path Ratio = 0.25
24

25. Workforce planning is increasingly
about risk management
Where are the gaps
 In numbers between demand and supply?
 In skills between demand and supply?
 Between scenarios
Which are significant? What are the risks?
25

26. APQC
Strategic
Workforce
Planning
Research Findings
26

27. Research Findings
Finding #1
Workforce Planning is Best Managed Through a Centre of Excellence
Finding #2
Establishing a Workforce Planning Foundation Takes Time and Dedicated
Resources
Finding #3
The Focus of Workforce Planning
Finding #4
Establishing a Systematic Process
Finding #5
Building a Team with the Right People
27

28. Research Findings
Finding #6
The Focus of Workforce Planning
Finding #7
In Order for Workforce Planning to Be Successful, Organisations Need Active
Support from Senior Leaders
Finding #8
It’s About Organisational Success – Not Just People
Finding #9
Standards, Confidence, and Credibility Go Hand-in-hand With Successful
Workforce Planning
28

29. Research Findings
Finding #10
Leveraging Workforce Planning and Analytics Software Enables the Workforce
Planning Process
Finding #11
The Numbers Are a Critical Component of Successful Workforce Planning
Finding #12
Planning By Itself Isn’t Enough – Organisations Must Continually Measure the
Results of Their Actions
29

30. Questions
30

31. Workforce Planning
Peter Howes
Vice President, SuccessFactors
phowes@successfactors.com
© Copyright 2011. All rights reserved. 4/19/2011