CORPORATE LEADERSHIP COUNCIL

AUGUST 2004
www.corporateleadershipcouncil.com

Fact Brief

Managing the Workforce Planning Process

Profiled Institution A B C D E Key Questions Industry Financial Services Financial Services Retail Hospitality Financial Services Employees 50,000 100,000 10,000 50,000 10,000 50,000 10,000 50,000 50,000 100,000 Revenues More than $10 billion More than $10 billion $2 billion $10 billion Less than $2 billion More than $10 billion Country Canada Canada Canada Canada Germany What tools does do companies use to identify workforce needs and understand capability gaps in the workforce? What changes will companies make to workforce planning processes in the future? What groups are involved in the workforce planning process, and what are their key roles and responsibilities?

Table of Contents Executive Summary Administering Workforce Planning Conducting Workforce Planning Monitoring and Revising Appendix A: Workforce Managements Workforce Planning Worksheet Research Methodology 2 3 8 15 19

Issue Overview: Impending Labor Challenges Require Robust Workforce Planning

Despite impending labor shortages Although workforce planning is simple in concept, the following factors will make it difficult and increasingly essential for companies to accomplish it effectively in order to strategically replace retiring and departing employees:
11 1,2,3,4,5,6,7,8,9,10

Growth in the 55 to 64 years age group will account for about 70 percent of the net increase in Canadas working-age population by 2010 and all of it by 2020. In Canada, 44 percent of businesses already report having difficulty finding qualified labor. By 2020, the worker shortfall in Canada could reach 1.7 million. In the UK, the number of people aged over 65 will exceed the number of people aged under 16. Rapidly changing market conditions and the complexities inherent in large and global organizations

21

Aging Workforces

11

Companies are experiencing high turnover companies lack effective workforce planning methods However, research cites that although labor is typically the largest line item in an operating budget, most companies lack effective workforce planning methods. Reasons include failure to define the needed "quality" (skill level) and quantity of the workforce, insufficient integration between business
0.9 0.1 -0.3 2.0 3.3 2.8

Annual Growth of Population (percent growth) US UK Canada Years 2000 - 10 2010 - 20 2020 - 30 Years 2000 - 10 2010 - 20 2020 - 30 1.0 0.3 0.2 1.3 3.1 2.7 Ages 15 to 64 0.5 0.0 -0.3 0.8 1.8 1.9

unit plans and overall workforce plans, and lack of quantifiable metrics. which solve these challenges.

12,13

Ages 65 and over

Workforce planning enables companies to manage these talent shortages as well as surpluses and act, instead of react, to business and market changes. It establishes an integrated process for identifying, securing, and developing the human capital required to support the organizational mission and for developing and implementing the strategies to meet these objectives. planning administration, facilitation, monitoring, and revision.
14,15

This research report

examines the workforce planning processes at five profiled organizations, examining workforce

Catalog No.: CLC127IQ1F

2004 Corporate Executive Board

This project was researched and written to fulfill the specific research request of a single member of the Corporate Leadership Council and as a result may not satisfy the information needs of other members. In its short-answer research, the Corporate Leadership Council refrains from endorsing or recommending a particular product, service or program in any respect. Sources are contacted at random within the parameters set by the requesting member, and the resulting sample is rarely of statistically significant size. That said, it is the goal of the Corporate Leadership Council to provide a balanced review of the study topic within the parameters of this project. The Corporate Leadership Council encourages members who have additional questions about this topic to assign short-answer research projects of their own design.

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EXECUTIVE SUMMARY
This research discusses the workforce planning processes at five profiled organizations, as summarized below.

I. ADMINISTERING WORKFORCE PLANNING

Establishing Approach and Ownership
Workforce Planning Approaches CentralizedTwo profiled companies take centralized approaches to planning but decentralized approaches to workforce planning implementation. DecentralizedTwo profiled companies conduct decentralized workforce planning at the business unit (BU) level. CombinedOne profiled company takes a centralized approach to workforce planning at the corporate level and a decentralized approach at the site level. Ownership of and Key Groups Involved in Workforce Planning Ownership At three of five profiled companies, HR maintains workforce planning ownership. Key Groups HR BU Leaders and General Managers Chief Controlling Officer Workforce Planning Analyst

II. CONDUCTING WORKFORCE PLANNING

Using Indicators, Tools, and Systems
Indicators to Identify Workforce Needs Current Workforce Needs Retirement (all profiled companies) Turnover (all profiled companies) Skill Gaps (four of five profiled companies) Future Workforce Needs Economic Predictions Unemployment Rate Workforce and Customer Demographics Tools to Understand Capability Gaps Current Capability Gaps Access and Excel Spreadsheets Performance Management Process Workforce Segmentation Future Capability Gaps Workforce Planning Modeling/Scenarios Performance Management and Consulting Employee Focus Groups and Interviews Tools to Support Managers in the Process At profiled companies, tools that support managers in the workforce planning process include guidelines and spreadsheets. One profiled company plans to provide managers with workforce planning modeling. HR Systems that Support the Process Although available, profiled companies do not use the workforce planning components of their systems. HR-related systems serve to support workforce planning processes.

III. MONITORING AND REVISING

Monitoring the Process
Workforce Planning Metrics and Benefits Metrics While two profiled companies do not use formal metrics, those that do track the following metrics: Cost-Per-Hire Current FTEs to Required FTEs Benefits Achieve Corporate Objectives Facilitate Strategic Staffing Improve Efficiency, Effectiveness, and Productivity Increase Customer and Employee Satisfaction

Identifying Key Success Factors and Changes

Key Success Factors Aligns to Business Requirements and Strategy Lowers Turnover by Recruiting Effectively Satisfies Employees and Customers Supports HR in Planning Process Planned Changes Develop Tools Educate and Involve Employees Improve Monitoring Systems Integrate with New Systems

Defining Employee Scope

Four of five profiled companies conduct workforce planning for certain employees because they experience the highest turnover and directly impact revenues, shareholder value, and customer service.

Frequency, Length, and Cost of Workforce Planning

Frequency and Length At four out of five profiled companies, formal workforce planning occurs annually for one to two months. Three of these companies also conduct workforce planning at additional times throughout the year. Cost Unable to provide cost figures, profiled companies indicate the following areas in which workforce planning costs incur: Recruiting Staff Conducting Workforce Planning Systems Training

Workforce Planning Steps

Research outlines the following steps, which are reflected in profiled companies workforce planning processes: 1. 2. 3. 4. 5. 6. 7. Understand corporate strategy goals Outline workgroups goals and the structure needed to achieve them Evaluate current talent Plan for succession Anticipate attrition Determine hiring specifications Develop candidate sourcing strategy

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Establishing Approach and Ownership

Research cites that the foundation of workforce planning consists of a workforce forecast used to coordinate the supply of talent to meet the demand. This forecast entails a view of the following indicators used to identify workforce needs:16
Estimated gap of need versus requirement Existing staff New hires Predicted turnover (voluntary and involuntary) Promotions or transfers in/out Retirements and extended absences Total need

"We believe these severe shortages will persist in this coming decade, and effective workforce planningtoday and in the futurewill be critical to our clients' success." Global Director, Watson Wyatt

Literature and human capital consulting firms, such as Watson Wyatt, continue to underscore the importance of workforce planning given the demographic trends, labor and skill shortages, and resulting attraction and retention issues that employers will soon face.17 While companies cannot predict future business demands with absolute certainty, they can anticipate and prepare for likely changes through workforce planning. Specific approaches to workforce planning vary according to the companys industry and business cycle (e.g., seasonal sales), as reflected at profiled companies.18

WORKFORCE PLANNING APPROACHES

19

COMBINED WORKFORCE PLANNING APPROACH AT WACHOVIA19

Wachovia Corporation Summary: Wachovia centralizes its staffing operation while also having recruiters in the field to work with individual BUs.

Profiled companies take centralized, decentralized, or combined approaches to workforce planning, which are as follows:
CentralizedDedicated workforce planning staff devise company-wide plans and communicate them to the business units/sites/subsidiaries for implementation DecentralizedIndividual business units/sites conduct and implement workforce planning CombinedCentralized workforce planning for certain employee populations and decentralized approaches for others

At Wachovia, the recruiting team plays an integral role in workforce planning implementation with a centralized and decentralized approach as detailed below: Centralized Approach Keeps the companys strategic hiring goals on track Runs operations and directs resources from single department Assigns employees to corporate projects Decentralized Approach Recruiters serve and work directly with individual BUs in proactively planning staffing to achieve business initiatives This approach enables Wachovia to learn firsthand about the requirements of the specific business and to better anticipate its recruiting and staffing needs.

Centralized approaches facilitate better monitoring and alignment of workforce planning with corporate strategy and budgeting while decentralized approaches accompany the following advantages, as Company C cites:
Addresses needs more quickly to changing markets and business volumes Corporate level workforce planning requires too much planning and resources Sites know their business and thus, know better how to plan

The following table details profiled companies approaches to workforce planning: Table 1: Workforce Planning Approach Co. Company Practice
A E B Decentralized C Companies plan centrally but take decentralized approaches to implementation. Although each business unit (BU) currently conducts workforce planning, Company B is moving in the direction of having a centralized portion of the process in order to gain visibility into talent pool for succession planning purposes. Since the companys businesses are so diverse (e.g., corporate and seasonal employees), workforce planning occurs at the functional business level as its preference. Company D takes a centralized approach to workforce planning for the top five senior-most leaders at each site. Each site is responsible for forecasting line level workforce needs each year based on turnover history and business projections.

Approach
Centralized

Combined

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Establishing Approach and Ownership (continued)

Research proposes that workplace planning processes prove effective when business unit (BU) managers, HR staff, and executives learn how to best work together. Moreover, literature highlights HR as a major agent in the development and implementation of workforce planning.20

OWNERSHIP OF AND KEY GROUPS INVOLVED IN WORKFORCE PLANNING

Ownership As confirmed in literature, HR serves as a major agent in workforce planning at three out of five profiled companies by maintaining ownership of the process, as detailed in the table below. However, at Company A, operations owns the workforce planning process and maintains employees dedicated to the process. At Company C, ownership resides with BU leaders and managers and forms part of their overall job responsibilities.
Key Finding: Involving HR At three of five profiled companies, HR maintains workforce planning ownership.

Table 2: Ownership of Workforce Planning Owner

Operations Corporate HR HR Directors BU Leaders and Managers
1 2

D
1 2

Corporate level workforce planning Line level workforce planning

Key Groups While profiled companies involve BU managers and executives in the workforce planning process, interviewed individuals emphasize HRs integral role in workforce planning. However, the functions key roles and responsibilities vary, as detailed in the table below. For example, since operations maintains ownership at Company A, HRs roles and responsibilities revolve around creating policies versus strategies. Whereas, at Company C, HR supports BU leaders and managers who own, conduct, and implement workforce planning by providing tools and education. Table 3: HRs Key Roles and Responsibilities in Workforce Planning Company
A B C D E

Key Roles and Responsibilities

Builds HR and workforce planning policy Examines BU business and workforce planning strategies Communicates BU needs to corporate and asks for resources to execute workforce planning Designs workforce planning tools Facilitates workforce planning to ensure process completion Educates, supports, and promotes importance of workforce planning Corporate HRReports expected leadership changes Line HR DirectorsDevises workforce planning strategies Creates workforce planning proposal Forecasts workforce changes and needs

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Establishing Approach and Ownership (continued)

OWNERSHIP OF AND KEY GROUPS INVOLVED IN WORKFORCE PLANNING (CONT.)
In addition to HR, other key groups/individuals involved in workforce planning at profiled companies include the following:
Workforce Planning AnalystHired specifically to perform the following duties for Company Bs largest BU: Analyze workforce data Provide input for workforce planning strategy BU Leaders and General ManagersPossess the following responsibilities at Company C and Company E: Conduct and implement workforce planning (Company C) Provide input on staff volumes and business investments to HR (Company E) Chief Controlling OfficerSets employees time schedules at Company E

At Company A , Operational Effectiveness Advisors serve as dedicated workforce planning personnel that partner with the branches to execute workforce planning. The Sales Effectiveness Group manages the workforce planning strategy, and the senior operations managers receive support from these two groups in workforce planning execution, as detailed in the following figure. FIGURE 1: WORKFORCE PLANNING TEAM AT COMPANY A Company A
Summary: Company As workforce planning team includes Operational Effectiveness Advisors dedicated to workforce planning, the Sales Effectiveness Group, and senior operations managers. Key Roles and Responsibilities Owns sales staff network Manages delivery of business and workforce planning strategy Consultant and mentor employees about workforce planning procedure Guide local branch officer to learn to be antonymous Serve as a resource to help identify gaps and how to close gaps Support managers based on corporate office tools and figures Report to boss in national office for consistency in workforce planning procedures and policies Run business as a geography Serve local team in workforce planning

Group Sales Effectiveness Group Operational Effectiveness Advisors

Senior Operations Managers

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Defining Employee Scope

Including Temporary Staff in 25 Workforce Planning Staffing trends indicate that companies will make greater use of temporary and project-based labor in 2004 as a means of adding much-needed staff while maintaining flexibility in adjusting staffing levels quickly. Therefore, research cites that workforce management professionals should manage temporary staffing as part of their larger system of workforce planning and management to ensure both permanent and contingent staffing align with company business goals.

The majority of retail or service-related companies profiled in published literature focus workforce planning efforts on sales or customer-facing employee segments rather than the entire employee population. Such companies include Wachovia, Office Depot, Galyans Trading Company, and Reno-Depot in Canada.21,22,23,24 25 All profiled companies, with the exception of Company E, conduct workforce planning for key employee segments, including sales employees who are customer-facing. Profiled companies select and focus workforce planning efforts on these segments because they possess the following characteristics:
Directly effect revenues or shareholder value Experience higher turnover Greatly impact customer service

Excluding Back-Office and Corporate Employees at Company A Company A does not conduct formal workforce planning for back-office* and corporate positions for the following reasons: Back-Office Employees Segment uses separate workforce planning systems, models, and tools in order to tailor to the business and not overspend on workforce planning technology Corporate Employees Segment uses separate workforce planning systems, models, and tools because it has proven correctly staffed Workforce planning conducted group-by-group on a business approval basis
* Work taken out of branches, such as processing, documentation, management of systems, mortgage processing, etc.)

The following table reveals the key segments of the employee population for which profiled companies conduct workforce planning and the reasons for doing so: Table 4: Workforce Planning Employees Scope Employee Population Co. Reasons
All E Gives indication of what the company expects in terms of staff and payroll Conducting workforce planning for all positions would overspend on technology Employee segment is the largest, dynamic, changing, and company lifeline, tied to operational risks, and serves customers to provide shareholders value Other BUs lend themselves to different workforce planning models and systems Employee segment experiences higher turnover and different demands depending on time of year Seasonal events characteristic of retail industry and market changes cause staffing levels/needs to fluctuate Company experiences the highest ROI from programs implemented for HIPOs Employee segment impacts revenue the most Employee segment experiences the highest turnover, requires more attention and resources for recruitment, and impacts customer service the most which directly effects revenue

A Sales

HIPOs Guest Services, Food and Beverage, and Front Office

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Frequency, Length, and Cost of Workforce Planning

As workforce planning increases in importance, companies should conduct the process more frequently than once a year whether a company is looking to merge, acquire, diversify, or downsize. The majority of profiled companies recognize that workforce planning should occur more frequently than annually, as detailed below.26

FREQUENCY AND LENGTH

All profiled companies, except Company B, conduct formal workforce planning annually, lasting one to two months. Company B experienced challenges with its HR systems in reporting workforce planning data, which prevented annual planning. Companies incorporate this formal process into the annual planning/budgeting session. In addition, as supported by literature, profiled companies also perform informal workforce planning throughout the year, as the table below reveals. Informal workforce planning entails monitoring and revising the original workforce plan with changes in business volumes, staffing needs, and strategy.
Key Finding: Annual and Continuous Planning Formal workforce planning occurs annually for one to months at four out of five profiled companies. Three of these companies also conduct workforce planning at times throughout the year.

Table 5: Frequency and Length of Workforce Planning Length Frequency

Monthly Quarterly Annually (Formal) Bi-Annually Continuous 2 months Several months 2 months 1 month 5 weeks

Interviewed individuals cite the following reasons for the frequency of workforce planning at their respective organizations:
Workforce planning forms part of the annual corporate planning/budgeting session (Company A, Company C, and Company E) Workforce planning presents an ongoing challenge to the business (Company D) Plan must be fluid due to constant recruitment and hiring and monthly changes in business volumes and staffing levels/needs (Company D)

COST
Estimating Workforce Planning 28 Costs A utility company profiled in a 2003 Council research cites a workforce planning cost estimate of $200,000 with labor and software fees contributing to total costs.

Council research indicates that companies should consider both direct and indirect workforce planning costs. Profiled companies did not provide exact workforce planning costs. Company C indicates that workforce planning involves no cost as it is part of personnels job responsibilities. Profiled companies cite incurring workforce planning costs in the following areas:27 28 Table 6: Areas of Workforce Planning Cost Area Items
Staff Conducting Workforce Planning Systems Recruiting Training Employee salaries Maintenance and implementation Advertising and college partnerships Employee salaries

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Using Indicators, Tools, and Systems

Workforce planning examines various external (e.g., availability of skills in the labor pool) and internal (e.g., turnover and age) indicators to identify workforce needs. These indicators help companies determine whether future staffing and skill needs will be met by recruiting, internal deployment, or outsourcing.29 Research cites that when conducting workforce planning, companies should define the length of short-, medium-, and long-term, or current and future planning. Current workforce planning may forecast from the present time up to two years whereas future planning forecasts and plans three to five years ahead.30

INDICATORS TO IDENTIFY WORKFORCE NEEDS

As more baby boomers reach retirement age in the US, UK, and Canada, companies will find themselves with ever-increasing skills gaps. Thus, companies use retirement predictions and skill gaps as indicators of workforce needs.31,32,33 Current Workforce Needs Consistent with findings in literature, all profiled companies use retirement as well as turnover to identify current workforce needs. Other common indicators include skill gaps (four of five profiled companies) and business strategy (three of five profiled companies). The table below highlights these and other indicators used by profiled companies to identify current workforce needs: Table 7: Indicators to Identify Current Workforce Needs Indicator
Turnover (e.g., Reveals greater need for workforce planning) Retirement Skills Gaps (e.g., Examine number of people with or completing required courses/certifications) Market Predictions (e.g., Age and wealth of population) Business Strategy (To continuously align with corporate objectives) Tenure (e.g., Indicates level of experience and how old skill set is in that area) FTEs Dedicated to Products (Examine sales volumes against staffing levels for products) Seasonal Staff Requirements Restructures/Downsizes/Budget Cuts Anticipated Business Volumes (Used to anticipate workforce needs) Terminations for Cause (Reveals performance issues with current workforce) Succession Management Moves/Promotions (Anticipates future job openings) 1 Employees with less than 10 years tenure

Key Finding: IndustrySpecific Indicators Given that retail Company C and hospitality Company D have distinct workforces from financial services companies, they use additional indicators to identify current workforce needs.

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Using Indicators, Tools, and Systems (continued)

INDICATORS TO IDENTIFY WORKFORCE NEEDS (CONTINUED)
Future Workforce Needs While all profiled companies identify current workforce needs, only Company B and Company C identify future (three to five years) workforce needs. Workforce planning at Company A, Company D, and Company E does not include the identification of future workforce needs for the following reasons:
Executives and finance indicate what the future of the business will be (Company A) Executives monitor HIPOs as a priority for the future of the workforce (Company D) Workforce changes too frequently (Company D) Workforce planning systems keep a pulse on workforce capacity/needs, verifying data monthly (Company A)

However, at Company C identification of future workforce needs occurs less frequently than for current needs due to the changing nature of the business and workforce. In addition, with the exception of economic predictions, Company B and Company C use different indicators to identify future workforce needs, as detailed in the table below. These indicators provide a big picture view of the future, such as of general customer and workforce demographics. Table 8: Indicators to Identify Future Workforce Needs Indicator
Unemployment Rate Retirement Laws (e.g., lifting mandatory retirement age) Economic Predictions Customer Demographics (e.g., gender distribution to reflect in workforce) Workforce DemographicsQuantity and Quality (e.g., competencies, number of MBA graduates) Turnover Retirement Skills Needed for the Future Against What the Company Currently Has (skill gap analysis)

Co.
B B B and C B B C C C

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Using Indicators, Tools, and Systems (continued)

Workforce planning also involves using tools to understand workforce capability gapsthe available quantity (amount) and quality (skills) of labor in the company compared to what is currently required and/or anticipated to successfully service customers. Profiled companies use workforce segmentation, spreadsheets, performance management processes, and workforce planning systems as tools to understand capability gaps in the workforce. In addition, profiled companies supply managers with tools to support them in the workforce planning process, including workforce planning systems, guidelines, spreadsheets, and HR information online. HR information systems (HRIS), such as PeopleSoft, support the overall workforce planning process at profiled companies, as further detailed in the following sections.

TOOLS TO UNDERSTAND CAPABILITY GAPS

Similar to identifying current and future workforce needs, companies examine current and future (three to five years) capability gaps in the workforce. Current Capability Gaps To understand current capability gaps in the workforce, profiled companies use the following tools: 34 RENO-DEPOTS WORKFORCE PLANNING SOLUTION34
RenoDepot Summary: Reno-Depot implemented workforce planning software to build optimal staffing schedules.

Tool

Table 9: Tools to Understand Current Capability Gaps Company Practice

At Company B, workforce segmentation involves the following steps: 1. BUs identify key positions to the businessmost critical staff who bring in revenue 2. Perform search on companys demographics of employees who hold key positions 3. Create profile of key positions 4. Examine employment offer preferences of these key employees Company C uses Access and Excel spreadsheets to predict the following factors that reveal current capability gaps: Turnover Retirement Staff needs based on season or organizational issues Sales Growth Company D uses performance evaluations to understand current capability gaps. In addition, the company is planning to establish certain competencies for certain positions to identify the following: Number and location of employees with competencies in talent bank Type and location of competency shortages among employees Skills/strengths are needed in the future Areas of growth in the workforce At Company E, the online performance management system features the following components that help the company understand current capability gaps: Business strategy and requirements Required skills sets Impact of performance on business and employees

Reno-Depot, a Quebec-based retailer with 20 stores and more than 6,000 employees, adopted a workforce planning system (Enterprise Workforce Management platform from Timera) that performs the following functions: Assigns employees to corporate projects Correctly suggests shifting more employees to certain shifts Creates an optimal schedule using information from historical sales data and collected through a POS interface Detects trends that a human cannot Schedules the right shifts for employees in order to maintain customer service while containing labor costs

Workforce Segmentation

Access and Excel Spreadsheet

Performance Management Process

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Using Indicators, Tools, and Systems (continued)

TOOLS TO UNDERSTAND CAPABILITY GAPS (CONTINUED)
Current Capability Gaps (continued) Company A designed and purchased specific workforce planning systems that help the company understand current capability gaps, as detailed below: FIGURE 2: COMPANY AS TOOLS TO UNDERSTAND CURRENT CAPABILITY GAPS Company A
1. Summary: Company A created its workforce planning Resource Optimization System in-house and acquired two systems from vendors to understand current capability gaps in the workforce.

2. 2. 3. 3.

Resource Optimization System Identifies current capability gapsChecks in 3 minute intervals whether capability is being met Measures time spent on hundreds of activities (soft and hard) typical for branch operations Global Tech Scheduling System Schedules all sales staff in branches Brickstream Monitoring Camera System Identifies high volume branches to adjust staff levels and scheduling Manages the results of workforce planning work Measures service time length Validates current staff scheduling practices

Future Capability Gaps With the exception of Company C and Company D that use the same tools as current capability gaps, profiled companies use different tools to understand future capability gaps in the next three to five years, which include the following:
Workforce Planning Modeling/Scenarios (e.g., If X number of employees retired, what would be the impact?) Performance Management and ConsultingIncludes employee development

TOOLS TO SUPPORT MANAGERS IN THE PROCESS

Profiled companies provide the following tools to support BU managers in the workforce planning process as they compile and report workforce planning data and assist in the development and implementation of workforce plans:
Standardized SpreadsheetsInclude the following succession planning information (Company D): HIPOs (250) that corporate office will move to senior role at another location Number of employees to be promoted Vacancies Annual Budget Guidelines (Company D) HR OnlineIncludes employee and functional data (Company E) Resource Optimization System (Company A) Workforce Planning Guidelines (Company D)

Company B and Company C are evaluating tools to offer all managers that would provide consistency and facilitate automation of workforce planning. Company C plans to provide managers with workforce modeling software as a tool to support managers in the workforce planning, as described below:
Workforce Planning ModelingIncludes scenarios and strategies to conduct workforce planning, providing a cost benefit analysis for building workforce strategies and assistance to answer the following questions: Do I need to recruit more employees at the front-end level? Do I have the right programs (e.g., mentoring) in place? Should I hire headhunters? 2004 Corporate Executive Board

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Using Indicators, Tools, and Systems (continued)

Published literature supports the investment in data warehousing and related analytics software to support workforce planning, citing the following benefits and reasons:35
Reduce time and effort needed to produce information that will identify trends before they become problems (e.g., how many of your senior engineers are likely to retire within the next two years) Extremely flexible in presentation and access of information by staff and the degree of detail versus summary information Several packages, such as PeopleSoft's, feature components specifically aimed at workforce planning

While profiled companies, except Company A, do not use workforce planning components of their systems, they do use data warehousing and other HR systems to support workforce planning, as the following section details.

HR SYSTEMS THAT SUPPORT WORKFORCE PLANNING

Among profiled companies, Company A is the only one that uses systems dedicated to workforce planning, as detailed on page 10. However, as encouraged in literature, all profiled companies use other HR systems to save time and effort in conducting workforce planning, as detailed below: Table 10: HR Systems that Support the Workforce Planning Process System Company Practice
Payroll Company A uses its payroll system to understand workforce planning in terms of expenses. Company A determines current staff amount and actual need by using its HRIS system, which includes the following employee information: Employee position code Number hours worked by employee Tenure Company Bs HRM includes workforce census data as well as the following employee information: Career history Demographics (e.g., race, age) Education Tenure With system-roll out in 2005 and implementation by 2006, Company D plans to provide all sites with the new HRMS, enabling them to track workforce planning data, such as turnover. Company E uses employee information from its PeopleSoft system to conduct workforce planning but does not use its workforce planning functions. At Company E, the HR intranet site supports managers in the workforce planning process; the performance management system helps the company to understand current capability gaps in the workforce, as detailed on page nine.

HRIS/HRMS

PeopleSoft HR Intranet Performance Management System

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Workforce Planning Steps

Research indicates that no standard format, formula, or one-size-fits-all model exists for workforce planning. Plans can contain many components or just a succession plan for senior managers. However, literature emphasizes that companies should select the easiest workforce planning model to understand and implement.36 For example, Workforce Management outlines the following seven steps of the workforce planning process:37
Step 1: Step 2: Step 3: Step 4: Step 5: Step 6: Step 7: Understand corporate strategy goals Outline workgroups goals and the structure needed to achieve them Evaluate current talent Plan for succession Anticipate attrition Determine hiring specifications Develop candidate sourcing strategy

Profiled companies workforce planning processes reflect these steps, such as with the alignment of workforce planning with corporate strategy. Company B and Company C follow a similar basic process rather than a formalized or standardized one, which includes the following high-level steps:
Step 1: Step 2: Step 3: Incorporating Corporate Objectives at Company E Similar to Company A, Company Es process seeks to incorporate corporate objectives into the workforce planning process, as detailed below: 1. Meeting between Controlling department and HR heads that represent businessesDiscuss structure and details of planning and scope (e.g., regions) and ensure integration of plan with corporate planning Establish agreement of goals, and targetsIncorporate this into overall forecast planning Business and HR heads discuss and formalize final agreementCreate revised agreement for businesses to follow ImplementBusinesses implement plan based on revised targets Align workforce planning with current and future business requirements Forecast staffing needs based on assumptions of retirements, transfers, etc. Determine how and where company will source staff with necessary skills

In contrast, since Company A and Company E have centralized workforce planning processes, these companies processes begin with meetings with leaders who review and revise plans based on corporate objectives. Highlighted below and to the left are Company A and Company Es workforce planning steps. FIGURE 3: WORKFORCE PLANNING CYCLICAL PROCESS AT COMPANY A Company A
Summary: The workforce planning process is cyclical to ensure the continuous alignment of processes with overall corporate objectives. The Resource Optimization Team takes the following steps to conduct workforce planning. Step 2Develop Staffing Plan and Schedule: Ensure that plan and schedule align with corporate policies, models, and systems reflect executive changes

2. 3.

Step 1Incorporate Corporate Objectives & Metrics: Meet with executives to incorporate corporate objectives and metrics, make workforce planning recommendations, and receive approval Step 4Fact-Based Monitoring: Monitor and analyze implementation effectiveness and efficiency and for problems in layout, tenure, and turnover 2004 Corporate Executive Board

4.

Step 3Implement Schedule across the Company: Ensure effective implementation and efficiency of models

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Workforce Planning Steps (continued)

With a centralized approach at the corporate level and decentralized approach at the site level, Company D maintains separate workforce planning processes/steps. Forecasting at the corporate level occurs at seven-year intervals, whereas sites determine staffing needs monthly. Both processes include the gathering and interpreting of workforce information to devise a workforce plan, as detailed in the figure below.
38

Gathering Data with 38 Workforce Planning Worksheets Similar to Company Ds forms, companies can use Workforce Managements workforce planning worksheets to facilitate workforce planning in the following ways: Guide business leaders through the seven steps of workplace planning, from understanding the company's goals to developing a sourcing strategy to meet them Gather data from leaders about the talent within specific workgroups Appendix A on page 13 features this workforce planning worksheet.

FIGURE 4: CORPORATE AND SITE LEVEL WORKFORCE PLANNING AT COMPANY D Company D

Summary: Company Ds workforce planning process occurs at the corporate and site level, reflecting its centralized and decentralized approaches to workforce planning. Site Level Site sends department forecasting form to managers Managers fill out forms with monthly staffing needs, including number of staff to recruit and when, based on the following: Business volumes Expected departures Expected promotions This information helps in planning sites recruitment strategy. Site adjusts budgets accordingly and executes plan

Corporate Level 1. General managers and regional VPs 1. communicate anticipated staffing needs of next seven years to the corporate office Corporate office amalgamates and 2. analyzes this information, putting together a story that includes the following information: Excess or surplus of talent Growth in turnover levels Quality of talent in positions

2.

3.

Corporate office determines workforce plan and communicate it back to general managers and i l VP

3.

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Monitoring the Process

According to published research, one of the common components of a workforce plan is identifying metrics to determine the effectiveness of workforce planning. A 2003 workforce planning study reveals that all profiled companies compare their forecasts with the actual number of staffing requisitions at the end of each forecasting period. These numbers allow staffing personnel to see if different business units attain their targets and then adjust either their respective forecasts or staffing strategies accordingly.39,40 However, each company establishes individual workforce planning goals that are influenced by many internal and external factors, reflected in the various workforce planning metrics used by profiled companies.41,42

WORKFORCE PLANNING METRICS AND BENEFITS

Key Finding: Monitoring Staffing Levels and Cost-per-hire Two profiled companies use the following metrics to monitor the workforce planning process: Current FTEs to Required FTEs Cost-Per-Hire

While Company B and Company D do not use formal metrics, both companies use employee evaluation/satisfaction surveys to determine the effectiveness of workforce planning processes (e.g., sufficient staffing levels). Company A, Company E, and Company C use formal metrics highlighted in the table below to monitor the workforce planning process. As noted in Council research, the diversity of workforce planning goals reflects the diverse metrics used by profiled companies.43 Table 11: Workforce Planning Metrics
Metric Customer Service Process Times Service Times (e.g., customer wait times, abandonment times) Current FTEs to Required FTEs Retention Rates Turnover Rates Succession Cost-Per-Hire FTE salaries and bonuses Education levels of employees Company A A A and E C C C C and E E E

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Monitoring the Process (continued)

WORKFORCE PLANNING METRICS AND BENEFITS (CONTINUED)
Research indicates that if effectively executed, workforce planning can increase productivity, reduce labor costs, and dramatically shorten time-to-market as the organization will have the precise number of employees with the appropriate skills in the right place at the right time. Profiled companies cite these and the following additional benefits of workforce planning:44 Table 12: Benefits of Workforce Planning Company Practice and Impact
Company A can manage its workforce by factual data rather than by anecdotes or perceptions. Workforce planning enables Company A to recognize emerging challenges and changes in the market, staffing, and business volumes and proactively respond. Company A and Company B improved efficiency and Key Finding: Link Between Staffing and Customer Service Workforce planning enables Company A to know that it has enough employees to serve customers. If the company is an employee short, it cannot meet service requirements. Improves Efficiency, Effectiveness, and Productivity employee effectiveness (Company A increased efficiency by 35 percent). Company B experiences a greater productivity ratio as employees in positions possess the right skills and fit jobs. Company A and Company D can identify where the company Facilitates Strategic Staffing needs employees in a timely manner in order to meet service requirements and customer needs. Workforce planning enables Company Es HR department to monitor attrition and aid businesses in staffing locations. At Company A, customer service improved by 30 to 50 percent. Increases Customer and Employee Satisfaction Company Ds workforce planning process ensures accurate and timely staffing levels, which results in the following: Prioritizes Resources and Time Satisfied employees who better serve and satisfy customers Healthy workforce with employees who are not overworked Workforce planning data helps Company B prioritize and continually focus financial resources and time on high-impact programs Company As corporate workforce planning system drills down Achieves Corporate Objectives corporate plans and metrics to its branches. Company C integrates workforce planning into the overall planning process, aligning it with strategic objectives Enhances Recruiting Monitors Costs Effective staffing, resulting in satisfied employees, enhances Company Ds image as a good company to work for. Company E can see the exact costs of hiring and firing employees.

Benefit
Facts Recognizes

Manages Based on

Emerging Challenges

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Identifying Key Success Factors and Changes

KEY SUCCESS FACTORS
According to HR.com and profiled companies, critical success factors to guide workforce planning include the following:45
Key Finding: Common Success Factors Research and profiled companies cite the following as key success factors to workforce planning: Aligning With Business Objectives Obtaining Buy-In From Employees Developing a Simple Workforce Planning Process

Table 13: Success Factors of Workforce Planning Success Factor Action

Align with Companys Mission Develop a Simple Model Integrate with HR Programs Involve Various Groups Maintain a Continuous Process Draw a direct link between the workforce plan and the companys strategic mission Avoid being overly prescriptive in the workforce plan Adopt simple, usable models Integrate the workforce plan with other HR programs (e.g., organizational development, succession planning, and career pathing) Involve a variety of key stakeholders (e.g., at minimum including HR, Strategic Planning, Finance, IT, line management, and unions) Conduct workforce planning as a continuous loop that includes ongoing evaluation of both the inputs and outputs of the process Obtain management buy-in through an executive-level Obtain Buy-in Offer Training Provide Tools champion Obtain the buy-in of businesses Provide training and ongoing support on the use of tools Offer tools that managers can adapt to their particular needs Support HR in the planning process through tools Adopt plans and models that lower turnover by recruiting Lower Costs and Turnover Satisfy Employees and Customers effectively Ensure that models are cost-effective and reduce overtime costs Seek to effectively and sufficiently staff in order to prevent employee burnout and poor customer service

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Identifying Key Success Factors and Changes

PLANNED CHANGES
Changes profiled companies plan to make to workforce planning in the future include the following highlighted in the table below: Table 14: Planned Changes in Workforce Planning
Change Company Plan Company A plans to better educate employees in workforce Educate and Involve Employees Educate and Involve Employees Developing Tools Integrating with Systems Improve Monitoring Systems planning and systems in order for them to better trust the system and understand what the team does. Company A hopes to involve sales teams in workforce planning and seek employee feedback to improve communication. Company A plans to improve its monitoring system to ensure consistency and manage workforce planning effectively. Company B plans to do the following in order to measure and provide indicators of how well BUs are being managed: Automate the collection of data (e.g., turnover) quarterly Launch a Web site by fourth quarter 2004 that will track and measure metrics Developing tools with the following features will enable Company Bs employees to report consistent data: Develop Tools Consistent formulas and definitions Questions to identify workforce needs

Key Finding: Planning for Success Changes that profiled companies plan to make that research cites as key success factors include the following:

Company C and Company E plan to develop tools for managers with the following objectives: Formalize and standardize workforce planning across Company C Provide scenarios to analyze staff and cost impact (e.g., how will staff and cost be impacted if the labor market or attrition rates improve?) Company Cs changes include integration of workforce planning processes with the new PeopleSoft system. At Company D, the new HRMS system will change how the Integrate with Systems company conducts workforce planning in the future; the system will tie into the following areas/systems: Compensation Performance management Recruitment Succession management

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APPENDIX A: WORKFORCE MANAGEMENTS WORKFORCE PLANNING WORKSHEET

Company: Manager: Step 1: Understand the goals of your corporate strategy. ACTION: Identify the main goals of your corporate strategy: Department:

Goal ID

Corporate Goal Description

Step 2: Describe your workgroups goals and the structure you will need to achieve them. ACTIONS: (A) List the goals of your workgroup in the column entitled "Workgroup Goal Description." (B) List your plan to achieve each goal in the column entitled "Plan to Achieve." (C) Insert or attach a copy of the proposed organization chart that you will use to achieve your goals. (D) List the roles (Example: Project Manager) you will need in the column entitled "Identified Workgroup Roles," and identify whether you (1) already have them, (2) plan to grow them, or (3) buy them in the appropriate columns.

A. Workgroup Goal Description

B. Plan to Achieve

C. Organization: (Insert organization chart here) D. Identified Workgroup Roles Step 3: Evaluate your current talent. A. Evaluate employee contribution to goal attainment. Employee Name Describe Contribution to Mission Describe Uniqueness of Skills Quadrant Have Grow Outsource Buy (Hire)

(Insert name here)

Super Star, Heavy Hitter, Specialist, or Worker Bee

B. Consider employee growth potential. Employee Name Current Quadrant Potential to Move To Actions Needed

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APPENDIX A: WORKFORCE MANAGEMENTS WORKFORCE PLANNING WORKSHEET (CONTINUED)

Step 4: Plan for succession. A. Identify key vacancies in your workgroup/department/division/organization, by listing job titles in the appropriate blanks.

Workgroup Openings

Department Openings

Division Openings

Organization Openings

B. Map current employees into potential openings. Job Title Location Candidate Projected to Fill By

C. Identify vacancies created by employee promotions. Job Title Location Projected Date of Vacancy

D. Identify gaps (vacancies) to be sourced from outside of company. Job Title Step 5: Anticipate attrition. ACTION: Identify the employees that you feel may be considering leaving the company, indicating the value of their contribution (by quadrant) and anticipated attrition date. Employee Role Quadrant Vulnerability Indicator Projected Attrition Date Number of Vacancies Location Date

Step 6: Determine hiring specifications. ACTION: Prioritize the vacancies you would like to have filled by quarter.

Job Title

Number of Vacancies

Quarter to Fill

Step 7: Develop candidate sourcing strategy. A. Bring forward culture description from, and identify your value proposition. Culture Description Value Proposition

B. Identify any other constraints that will affect your ability to source. C. Based on your culture, value proposition, and other constraints, what will be your strategy for sourcing candidates?

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THE RESEARCH PROCESS IN BRIEF

Research Methodology
The Corporate Leadership Council conducted a comprehensive search of published materials regarding managing the workforce planning process, drawn from previous Corporate Executive Board research, trade press journals, other research organizations, and the Internet. Council staff then interviewed human resources professionals at five corporations. These individuals discussed the workforce planning process at their respective organizations. This report presents the findings from these secondary and primary sources. Administering Workforce Planning 1. Does the company take a centralized or decentralized approach to the workforce planning process? 2. Who has ownership of the workforce planning process? 3. What other groups are involved in the process (e.g., HR, managers), and what are their key roles and responsibilities? 4. Does the company conduct workforce planning all positions or for key segments/employees? Why? 5. How often does the company conduct formal workforce planning and why? 6. How long does it take to complete the process? 7. What costs are associated with maintaining workforce planning processes? Conducting Workforce Planning 8. What criteria/indicators (e.g., turnover, retirement, skills gaps, market predictions, business strategy) does the company use to identify current workforce needs? a. What criteria/indicators does the company use to identify future (3 to 5 years) workforce needs? 9. What frameworks/tools does the company use to understand current capability gaps in the workforce? a. What frameworks/tools does the company use to understand capability gaps in the workforce in the next three to five years? 10. What tools does the company provide to support managers in this process? 11. How HR information systems are used to support workforce planning processes? 12. Does the company conduct workforce planning all positions or for key segments/employees? Why? 13. What are the different steps of the companys workforce planning process and what does each step consist of? Monitoring and Revising 14. How has the companys workforce planning benefited the organization? 15. What are some key success factors in conducting workforce planning? 16. What changes will companies make to workforce planning processes in the near future?

Project Aims

Guide to Tables and Figures

Table 1: Workforce Planning Approach Table 2: Ownership of Workforce Planning Table 3: HRs Roles and Responsibilities in Workforce Planning Table 4: Workforce Planning Employee Scope Table 5: Frequency and Length of Workforce Planning Table 6: Areas of Workforce Planning Cost Table 7: Indicators to Identify Current Workforce Needs Table 8: Indicators to Identify Future Workforce Needs Table 9: Tools to Understand Current Capability Gaps Table 10: HR Systems that Support the Workforce Planning Process Table 11: Workforce Planning Metrics Table 12: Benefits of Workforce Planning Table 13: Success Factors of Workforce Planning Table 12: Planned Changes in Workforce Planning Figure 1: Figure 2: Figure 3: Figure 4: Workforce Planning Team at Company A Company As Tools to Understand Current Capability Gaps Workforce Planning Cyclical Process at Company A Corporate and Site Level Workforce Planning at Company D

Page 3 Page 4 Page 4 Page 6 Page 7 Page 7 Page 8 Page 9 Page 10 Page 12 Page 15 Page 16 Page 17 Page 18 Page 5 Page 11 Page 13 Page 14

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WAS THIS BRIEF USEFUL?

The Corporate Leadership Council welcomes feedback as a vital part of our continuous improvement. If you would like to comment on the quality of this briefin general, or specifically regarding usefulnessplease e-mail CLCshortanswer@executiveboard.com.

Professional Services Note

The Corporate Leadership Council has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and the Council cannot guarantee the accuracy of the information or its analysis in all cases. Further, the Council is not engaged in rendering legal, accounting or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither Corporate Executive Board nor its programs is responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by Corporate Executive Board or its sources.

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Alexandra M Harrington, "Building the Optimal Schedule at Reno-Depot," Stores (September 2003). (Obtained through ProQuest). 25 Marc Pramuk, "Recruiting and Staffing Trends to Watch for in 2004," Workforce Management (December 2003). (Obtained through http://www.workforce.com/archive/article/23/57/08.php). [Accessed 28 July 2004]. 26 Marcia Barkley, "Dear Workforce: What Can Analytics Software Do for HR?" Workforce Management (17 June 2003). (Obtained through http://www.workforce.com/archive/article/23/72/90_printer.php). [Accessed 28 July 2004]. 27 Corporate Leadership Council, Workforce Planning Processes, Washington: Corporate Executive Board (June 2003). 28 Corporate Leadership Council, Workforce Planning Processes. 29 Yves Lermusiaux, "From Workforce Planning to Workforce Logistics. 30 Eva Ryten, "A Physician Workforce Planning Model for the Specialty of Anesthesia Theoretical and Practical Considerations," The Association of Canadian University Departments of Anesthesia (2004). (Obtained through http://www.anesthesia.org/acuda/en/ryten/ryten_part_5.html). [Accessed 23 June 2004]. 31 Adnane Beloutt, Shimon Dolan, and Tania Saba, "Trends and Emerging Practices in Human Resource Management: The Canadian Scene," International Journal of Manpower (2001). (Obtained through ProQuest). 32 Graham Lowe, "Retiring Baby Boomers Open to Options," Canadian HR Reporter (10 March 2003). (Obtained through ProQuest). 33 Paul Moist, "Inter-Governmental Conference on Compensation Classification and Collective Bargaining "Recruitment and Retention in Times of Fiscal Restraint," CUPE Local 500 (21 September 2001). (Obtained through http://www.cupe500.mb.ca/publications/current/recruitment.htm). [Accessed 27 July 2004]. 34 Alexandra M Harrington, "Building the Optimal Schedule at Reno-Depot. 35 Marcia Barkley, "Dear Workforce: What Can Analytics Software Do for HR?" Workforce Management (17 June 2003). (Obtained through http://www.workforce.com/archive/article/23/72/90_printer.php). [Accessed 28 July 2004]. 36 John Sullivan, "Why You Need Workforce Planning," Workforce Management (November 2002). (Obtained through http://www.workforce.com/archive/feature/23/35/44/index.php). [Accessed 28 July 2004]. 37 Jeremy Eskenazi, "Workforce Planning Worksheet," Workforce Managment (November 2003). (Obtained through http://www.workforce.com/archive/article/23/54/41.php). [Accessed 28 July 2004]. 38 Jeremy Eskenazi, "Workforce Planning Worksheet. 39 John Sullivan, "Workforce Planning: Why Start Now, Workforce Management (November 2002). (Obtained through http://www.findarticles.com/p/articles/mi_m0FXS/is_11_81/ai_94638434). 40 Corporate Leadership Council, Workforce Planning Processes, Washington: Corporate Executive Board (June 2003). 41 John Sullivan, "Workforce Planning: Why Start Now. 42 Corporate Leadership Council, Workforce Planning Processes. 43 Corporate Leadership Council, Workforce Planning Processes. 44 John Sullivan, Workforce Planning: Why Start Now. 45 Christina Morfeld, "Workforce Planning: The Strategy Behind Strategic Staffing," HR.com (20 September 2002). (Obtained through http://www.hr.com/hrcom/index.cfm/123/2511A941-91B8-481B-AD068AE04D872381). [Accessed 29 July 2004].

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