Who should be on your Workforce Planning Team

Who should be on your Workforce Planning Team? Lois Melbourne, GPHR Co-founder, Aquire Solutions

The Right Plan • What are the corporate goals? • What is your current state? Do you have the right people and competencies to achieve these objectives? - What are your needs? - What is the gap? • How are you going to close this gap? - What is the workforce plan going to look like? • Did your action plan accomplish what the organization needed? - How effective are the outcomes?

The Right People • Who knows the corporate strategy? • Who understands the human impact on the strategy? • Who champions the human strategy?

The Right People • Who understands the dynamics of trends? • Who leads the communication? • Who has the specifics expertise needed to implement Workforce Planning? • Who has the ability to obtain the necessary resources and establish priorities?

Strategic Workforce Planning – HCI To be strategic, workforce planning efforts must: • Be aligned with the business strategy • Differentiate roles by their contribution to achievement of the business strategy • Focus first on the roles that impact the business strategy most significantly • Leverage both quantitative and qualitative measures of the workforce in both current state and future state perspectives

Strategic Workforce Planning – HCI To be strategic, workforce planning efforts must: • User futuring techniques to imagine a targeted future state • Results in action plans that are owned and monitored by the business • Become embedded into the broader enterprise-wide strategic planning process

Strategic Workforce Planning Model – HCI Business Strategy Monitor & Report Segment Roles Futuring Action Planning No Change Future State Gap Analysis Scenario Planning Targeted Future State Source: HCI © Aquire Inc. 2010 Environmental Scan Current State Analysis

The Right People • • • Data Analyst Historian Talent Management HRIS/Systems DBA (database administrator) Line Managers Executives HR Leaders Finance and Budget Analysts/Staff • • • Documenter Communication Project Manager Succession Planners Recruiters New Product Development Union Reps (if applicable) Marketing Professional Facilitator

Decision Making • The business needs to own the process • Strategy leaders need to share their vision • Analyst need to forecast the no-change future state • Business leaders need to decide which gaps need to be closed • HR Leadership needs to develop plan to close gaps and report on progress to business

Temporary or Occasional • All team members are not created equal • Set realistic timeframes for the time needed to participate • Only invite those needed to participate when you need them or they need you • Define roles and responsibilities

Engagement Tactical Strategic Constant Workforce Analyst Project Manager Communications HR Leaders Executive Occasional Finance Line Managers New Product Development Succession Planners DBA Documenter Historian Recruiters Union Representation

Vested Interest • Who won’t reach their goals if the workforce strategy isn’t accurate? • Who benefits from the accuracy and timeliness of workforce information? • Who has an answer for everything?

Communication is Critical • Who can communicate the needs of the organization? • Who can connect stakeholders to agree on plans of actions? • Who is going to communicate the team’s agenda and needs progress? • Who can tout the team’s success?

Future Thoughts • Possible Future – What could happen • Plausible Future – What could realistically happen • Probably Future – What is likely to happen • Preferred Future – What we want to happen Targeted Future

If These are Best Practices… • Process is iterative - New data and information - Activities need to be managed or it won’t happen • Best practices - Integrate workforce planning into business planning process - Strategy drives the process and alignment is the goal - Time horizon greater than 18 months - Focus on strategic roles first • Start with a pilot project – incrementally Source: HCI © Aquire Inc. 2010

You must build a team that can deliver! Business Strategy Monitor & Report Segment Roles Futuring Action Planning No Change Future State Gap Analysis Scenario Planning Targeted Future State Human Capital Institute Strategic Workforce Planning Model Source: HCI © Aquire Inc. 2010 Environmental Scan Current State Analysis

Thank You! Lois Melbourne, GPHR CEO and Co-founder loism@aquire. com + 1 214. 574. 5020 Aquire 400 East Las Colinas Blvd Suite 500 Irving, Texas USA 75039 www. aquire. com United Kingdom: 0845 371 7085 Outside the UK: + 44 1582 463489 Switzerland/Schweiz/Suisse: 044 5007159 Outside Switzerland: + 41 44 500 7195 Germany: 0221 92042 430 Outside Germany: + 49 221 92042 430