1. ACHIEVE TALENT
MANAGEMENT SUCCESS
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2. ACHIEVE TALENT
MANAGEMENT SUCCESS
Agenda
 Relationship between Talent Management & WFP
 What is WFP
 A recent study from Bersin/TNG
 Building a WFP model ground up
 WFP Capability & Ownership
 WFP Maturity model
 Technology Landscape
 Tips for Implementation
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3. ACHIEVE TALENT
MANAGEMENT SUCCESS
What is Driving The Need For Talent Management?
Agriculture Industrial Knowledge Talent
Age Age Age Age
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4. ACHIEVE TALENT
MANAGEMENT SUCCESS
Talent: a critical component of the Business Strategy
BUSINESS STRATEGY
Sales &
Talent Financial Operations
Marketing
Aligning Talent Management With Business Strategy Results from
Answering and Resolving Fundamental Questions:
1. How does our business strategy influence our current and future workforce?
2. What skills do we need to drive our strategy?
Right People at the Right Time in the Right Role
3. How do we transform our the Mostand what changes to HR delivery systems, policies and
At workforce Economical Cost
procedures need to occur?
4. How do we compete more effectively for external talent in the midst of a skills and labor
shortage?
5. How do we engage and develop our workforce in alignment with our business strategy?
6. Do we have effective system enablement and integration that allows us to quantify the
resulting impacts to our business strategy?
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5. ACHIEVE TALENT
MANAGEMENT SUCCESS
Components of Talent Management
INTEGRATED TALENT MANAGEMENT
Workforce Planning
Strategy
Organization Performance
Talent Acquisition
Design Management
Process
Compensation Learning &
Succession Planning Planning Development
Competency Management
DNA
System Enablement
Scalability
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6. ACHIEVE TALENT
MANAGEMENT SUCCESS
The Vision of integrated TM driven by WFP
 Talent Strategy and Planning as
derived from your WFP
 Silos execute processes in
accordance with strategy
 Coordination between functions,
inputs and outputs
 HR Systems must communicate
 Competency management is the
common language
 All HR functions operating in
alignment with the business
strategy
Bersin Associates, 2008 Talent Management Factbook
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7. ACHIEVE TALENT
MANAGEMENT SUCCESS
What is Workforce Planning?
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8. ACHIEVE TALENT
MANAGEMENT SUCCESS
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9. ACHIEVE TALENT
MANAGEMENT SUCCESS
Workforce Planning in Crisis Mode
67% of companies conduct workforce planning on an “as
needed” basis…
 Relocation
 Mergers and acquisitions
 Change in leadership
 Change in company strategy
 Global expansion
 Diversifying the workforce
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10. ACHIEVE TALENT
MANAGEMENT SUCCESS
Top Challenges in Workforce Planning
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11. ACHIEVE TALENT
MANAGEMENT SUCCESS
Key Findings in Workforce Planning
 The majority of organizations are ineffectual at predicting
future talent demands.
 Workforce planning fails when it is viewed as an HR issue
rather than a business issue.
 The industries most heavily impacted by aging talent are also
the same industries placing a heavy priority on strategic
workforce planning.
 Strategic workforce planning will not happen overnight
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12. ACHIEVE TALENT
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Key Findings in Workforce Planning
 Organizations need a more consistent approach to
workforce planning.
 Understanding talent gaps is imperative to the success of a
workforce planning process.
 Recruiting and staffing currently play a small role in
workforce planning.
 Technology can improve the workforce planning process for
any company at any level of maturity in workforce planning.
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13. ACHIEVE TALENT
MANAGEMENT SUCCESS
Identifying Talent Gaps
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14. ACHIEVE TALENT
MANAGEMENT SUCCESS
Why is it so hard to get WFP off the ground?
 Because it comes at you from the top down
 But you need to build from the ground up
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15. ACHIEVE TALENT
MANAGEMENT SUCCESS
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16. ACHIEVE TALENT
MANAGEMENT SUCCESS
Building the foundation ~ Data
 Requires you to build
processes that stabilize the
data
 Integrate & normalize data
from various platforms
 Ensure you are gathering
the right level of information
that will translate into
‘intelligence’
 Utilize any company/
industry benchmark data to
help you set KPI’s
Mining Internal & External Data
Basement Level
Internal data warehouses or systems Environmental Trends such as:
such as: HRMS, Financial Systems, ATS, Competition, Labor supply,
LMS, etc. demographics, etc.
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17. ACHIEVE TALENT
MANAGEMENT SUCCESS
Environmental Trending adds perspective
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18. ACHIEVE TALENT
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Ensuring a Consistent Process
Consistent Workforce Planning Methodology
Level 1
Forecast Evaluate Analyze Manage TM
WFP Objective
Demand Supply Gaps Gaps Strategy
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19. ACHIEVE TALENT
MANAGEMENT SUCCESS
Focusing on the most critical versus boiling the ocean
Target Critical Talent Sets
Upper Levels
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20. Workforce Planning Drives ACHIEVE TALENT
MANAGEMENT SUCCESS
Talent Management
Environmental
Influences
Business Strategy and
Business Operational
Strategy
Operating Model
Effectiveness
Operational & Strategy Drivers
Window Views
Age/ Retirement
Strategic Planning
Diversity Mergers & Knowledge
Analysis
Lens: 18+ months
Strategy Acquisitions Transfer
Restructure or
Operational Lens:
Capability Retention Headcount
Expansion
Typically annual
Management Management Forecasting
Target Critical Talent Sets
Upper Levels
Consistent Workforce Planning Methodology
Level 1
Forecast Evaluate Analyze Manage TM
WFP Objective
Demand Supply Gaps Gaps Strategy
Mining Internal & External Data
Basement Level
Internal data warehouses or systems Environmental Trends such as:
such as: HRMS, Financial Systems, ATS, Competition, Labor supply,
LMS, etc. and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
demographics, etc.
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21. ACHIEVE TALENT
MANAGEMENT SUCCESS
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22. ACHIEVE TALENT
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Does HR Have the Right Capabilities?
Source: Corporate Leadership Council 2009
“The biggest risk is that you get a model maker, rather than
someone who can genuinely add value to the business.”
--Recent quote from a senior business leader
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23. ACHIEVE TALENT
MANAGEMENT SUCCESS
You don’t have to make everyone in HR an expert at WFP
Workforce Planning COE
Shared Services
COE Framework
HR Business
Partners
Talent Management based on Applied Intelligence
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24. ACHIEVE TALENT
MANAGEMENT SUCCESS
Who Owns the Process?
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25. ACHIEVE TALENT
MANAGEMENT SUCCESS
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26. ACHIEVE TALENT
MANAGEMENT SUCCESS
Workforce Planning Maturity Model
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27. ACHIEVE TALENT
MANAGEMENT SUCCESS
Basic: Traditional WFP
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28. ACHIEVE TALENT
MANAGEMENT SUCCESS
Sample Headcount Report
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29. ACHIEVE TALENT
MANAGEMENT SUCCESS
Further analyze T/O by category (voluntary/grade)
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30. ACHIEVE TALENT
MANAGEMENT SUCCESS
Further analyze T/O by category (voluntary/grade)
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31. ACHIEVE TALENT
MANAGEMENT SUCCESS
Sample Action Plans
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32. ACHIEVE TALENT
MANAGEMENT SUCCESS
Basic: Situational WFP
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33. ACHIEVE TALENT
MANAGEMENT SUCCESS
Sample Prioritization Schedule
Client
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34. ACHIEVE TALENT
MANAGEMENT SUCCESS
Intermediate: Workforce Analytics
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35. ACHIEVE TALENT
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Ordinary Metrics & Measures with WFP Lens
 Turnover
– Typically we look at Voluntary vs. Involuntary
– Focus is on reducing voluntary
 Performance Ranking
– Typically 5 point rating scale
– Often a forced distribution
 By looking at turnover data by performance category, you can
create a Retention Index
– Comparing the average turnover rate to the rate of turnover
within a specific category
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36. ACHIEVE TALENT
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Retention Index
Formula: Ave Turnover % – Ave Turnover % in Demographic = Retention Index
Performance Category
Does
Performance Far Needs to not
Rank All Exceeds Exceeds Meets Improve meet
# Employees 6500 300 1300 3500 1000 400
Total Turnover 1625 75 450 600 200 300
Turnover % 25% 25% 35% 17% 20% 75%
Retention Index 0% -10% 8% 5% -50%
Talent Leak
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37. ACHIEVE TALENT
MANAGEMENT SUCCESS
Retention Index
Formula: Ave Turnover % – Ave Turnover % in Demographic = Retention Index
Employee Tenure
More 11-15 5-10 1-4 Less than 1
Tenure All than 15 years years years year
# Employees 6500 300 1300 3500 1000 400
Total Turnover 1625 25 200 700 550 150
Turnover % 25% 8% 15% 20% 55% 38%
Retention Index 17% 10% 5% -30% -13%
Talent Leak
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38. ACHIEVE TALENT
MANAGEMENT SUCCESS
Intermediate: Scenario Modeling
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39. ACHIEVE TALENT
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Scenario Modeling Example
Current
Workforce Plan
Industry Trends
Political Developments
Labor Changes
New Business Strategies
Future
Workforce Plan Impact
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40. ACHIEVE TALENT
MANAGEMENT SUCCESS
Example: Company Divestiture Scenario
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41. ACHIEVE TALENT
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Advanced: Strategic Workforce Planning
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42. ACHIEVE TALENT
MANAGEMENT SUCCESS
Sample Leader Insight Meeting Questionnaire
SPU Leader Insight Meeting
What are your greatest workforce risks/concerns?
What are your expectations from a workforce plan?
Individual action
How would you define the success of a workforce plan? plans for each SPU
to close the gap
Who are the key stakeholders in your area we need to speak with?
What talent information do you need to make strategic decisions?
Build
What financial information do you need to make strategic decisions? Development for internal talent
movement
Is the information you need readily available to you?
Buy
Validation of talent data
Acquire talent externally
What roles are essential to managing the contract spend for your area?
Borrow
What roles are essential to managing the contract spend for your area? Augment headcount with
contract or temporary labor
What is the average spend (by discipline) in your workforce?
Bounce
Do you feel the average spend by discipline is a strength/concern?
Planned attrition
Do you have the right talent mix? (FTE, Contract, ExPats, Nationals)?
Is this role difficult to source in the marketplace?
What are your training needs talent effectiveness? (internal, external)
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43. ACHIEVE TALENT
MANAGEMENT SUCCESS
Workforce Segmentation
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44. ACHIEVE TALENT
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Workforce Segmentation Example
Talent Segment and Value Potential Strategic
Action
Strategic
Critical to driving long-term competitive
advantage, with specialized skills or
Roles knowledge
that Core
affect the
The “Engine of the Enterprise,” unique to
strategy
the company and core to delivering on its
products and/or services
Requisite
Cannot do without, but whose value could be
delivered through alternative staffing
Roles strategies (e.g. off-shoring, outsourcing,
replace w/technology)
affected
Non-Core
by the
Talent whose skill sets no longer align with
strategy
the company’s strategic direction
Source: The Conference Board “Strategic Workforce Planning, Forecasting
Human Capital Needs to Execute Business Strategy”; via Corning Incorporated
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45. ACHIEVE TALENT
MANAGEMENT SUCCESS
Technology Solutions Landscape
Example Providers
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46. ACHIEVE TALENT
MANAGEMENT SUCCESS
Tips for implementation
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47. ACHIEVE TALENT
MANAGEMENT SUCCESS
General Q&A
Thank you for attending
If you have questions or would like further information,
Email: TheNewmanGroup@Futurestep.com
Visit us online at: www.tng.futurestep.com
Contact us at:
mitzi.adwell@futurestep.com
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