John Baldino, MSHRD SPHR President, Humareso

Workforce Planning Is it important?  The Conference Board  The Human Capital Institute  SHRM  Dozens of companies – certificates, training Who is using this? Campbell’s Company IBM Google Comcast Governmental agencies Major banking Major airlines

Workforce Planning Workforce Planning – where you are vs. where you’ll need to be Talent Supply and demand Competencies Mobility Ensuring that your company has the right people, in the right place, at the right time, at the right price

Workforce Planning Business Strategy Staffing Strategy Talent Management What we want to accomplish How we will get there How we will use what we have

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Workforce Planning Develop longer term staffing strategies that support business strategy Address staffing strategically Time Frame Scope Develop shorter term staffing plans FewMany Short Term Long Term Created by Thomas Bechet

Workforce Planning Engage with senior leaders Determine need Measure what is already there Measure the growth expected

Workforce Planning Take the supply you have now – Are you short today? LocationManagerSalesEstimatorSupport Philadelphia1321 Miami1311 Chicago1412 TOTAL31044 ACME Manufacturing Company - $110 million annual revenue

Workforce Planning Now, take the supply of talent today and run it through an attrition analysis – 6-month, 1 year? LocationManagerSalesEstimatorSupport Philadelphia1321 Miami1311 Chicago1412 TOTAL31044 Total after attrition2733

Workforce Planning What will supply numbers look like then? LocationManagerSalesEstimatorSupport Philadelphia1321 Miami1311 Chicago1412 TOTAL31044 Total after attrition2733 GAP ANALYSIS-3

Workforce Planning Those numbers take no growth into account – only replacement Let’s say that no further growth is to occur in the current locations An office in London is to be opened doing the same thing as the American offices – simplistic approach Consider the staffing needs in light of the forecasted needs

Workforce Planning LocationManagerSalesEstimatorSupport Philadelphia1321 Miami1311 Chicago1412 TOTAL31044 Total after attrition2733 GAP ANALYSIS - current-3 London1311 GAP ANALYSIS - forecasted-2-6-2

Workforce Planning Non-simplistic considerations Technological advancement Mergers or Acquisitions Market changes Competition increase/decrease Product/Service initiation/advancement/reduction Process improvement

Workforce Planning Shall we have some fun? Grab a pen or your tablet! Computer Shack is a nationwide computer & wireless retailer with 176 locations The company plans on adding 37 new locations within the next 12 months Each location has one manager and one assistant manager Total employees, including managers, is 529 More managers will be needed for this expansion and the decision has been made to keep the competencies for this role the same (no job description or requirement changes) 5 new Managers have already accepted an offer for a manager role – these candidates came from outside the company Computer Shack is planning on promoting 6% of the managers in the next 12 months Management turnover is 15% annually Management retirement is projected to be 2% in the next 12 months

Workforce Planning “Manager” Talent Computer Shack has now = 176 “Manager” Talent Computer Shack needs = 213 “Manager” Talent Computer Shack will have = 6% of 176 have been promised promotions = % of 176 will be voluntary turnover = -26 2% of 176 are projected to retire = -4 5 new “Managers” have been hired = +5 = 176 – 11 – 26 – = – 213 = -73  represents the gap in the “Manager” role

Workforce Planning Business Strategy Staffing Strategy Talent Management What we want to accomplish How we will get there How we will use what we have

Workforce Planning Where will the talent come from to close a gap? Grow DoubleStar, 2009

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Workforce Planning Where will the talent come from to close a gap? Grow Borrow DoubleStar, 2009

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Workforce Planning Where will the talent come from to close a gap? Grow Borrow Employ DoubleStar, 2009

Season 1 Season 19

Workforce Planning Where will the talent come from to close a gap? Grow Borrow Employ Partner DoubleStar, 2009

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Workforce Planning Where will the talent come from to close a gap? Grow Borrow Employ Partner Reduce DoubleStar, 2009

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Workforce Planning ROI factors – Measurements Business impact, business metrics (in-place) Increased production New markets Improved processes Retention Hiring and Recruitment Lost Productivity For example – 1 EE paid $60K annually Leaves – costs $4000 in full recruitment process Lost productivity – 3 wks. w/o person, 2 wks. ramp up for new - $5769 Almost $10K spent/lost Succession actuality – not planning only

John Baldino, MSHRD SPHR President, Humareso Blog: blogspot.humareso.com