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www.babcockinternational.comMarine Land Aviation Nuclear
An Introduction to Strategic Workforce
Planning (SWP)The FIRM – 17th March 2021
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Marine Land Aviation Nuclear
What IS Strategic Workforce Planning (SWP)?
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• SWP is our approach to determining and securing the capabilities we need to deliver to our customer and build a
successful, sustainable business for the long-term.
• We use SWP to articulate and enable the “People Strategy” we need to adopt to deliver our business strategy. It provides
a coherent framework to maximise the benefits of our strategic people interventions.
• SWP is a collaborative process between HR, the Business and the customer supported by a robust review cycle that will
ensure continuing strategic alignment.
• The SWP Programme will evolve as the business evolves to stay relevant and to ensure we derive maximum value from
the investments we make in our people.
It is an evidence based workforce evolution strategy that enables an organisation to manage its workforce in such a way that
critical roles and skills are both aligned to the overall business strategy and protected for the long term.
Strategic Workforce Planning helps to ensure the LONG TERM SUSTAINABILITY OF THE ORGANISATION.
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Planning Horizons
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Placing of strategic workforce planning
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Our Strategic Workforce Planning
Approach5 Step Process
Step 1: Articulate the
Business Strategy
Step 2: Translate into Demand and
Supply
Step 3:
Analyse the Gap
Step 4: Interventions, and Scenario
Modelling
Step 5: Finalise and
launch People Strategy
SWP Stage Description
Step 1: Articulate the Business
Strategy
Working with our stakeholders in the business
we work to translate our strategy into “people
implications” in terms of skills and capabilities
over time
Step 2: Translate into Demand
and Supply
We translate the business requirements into a
clear detailed picture of future demand and
projected supply in terms of skills and
capabilities
Step 3:
Analyse the Gap
We analyse the gap between our demand and
supply based on our current supply strategies
Step 4: Interventions and
Scenario Modelling
In collaboration with the HR CoE’s, Business
Partners and technical SME we test scenarios
and formulate interventions to present options
for solutions to the business
Step 5: Finalise and launch
People Strategy
We compile a final agreed People Strategy.
SWP then provides the analysis to support the
review cycle and continuing Programme
Management to ensure we realise the benefits
and maintain a fit for purpose/fir for future
strategy
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Shared ownership defines Success
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Workforce Problem Statement
• Ageing workforce
• Average age of an engineer in UK is 56
• Shortfall in engineering talent (dependent
on source) of between 20,000 and 50,000
annually for the next 5 to 10 years
• Competition for engineering talent from industries who are possibly more
attractive and (may) pay better such as oil & gas, mining, construction,
renewables, bio-fuels, nuclear, financial services and consultancies.
• Our geographic locations make it difficult to hire skilled engineering talent “on our
door-step”
• And last, but definitely not least, the potential impact of Brexit
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ObservationsEstablishing a Devonport People Capability
Strategy
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• The resources needed to recruit are
scarce in the market and take time to
develop
• As a result there is a need to ‘grow our
own’ capability via apprenticeship,
graduate programmes, adult upskilling
programmes, cross-industry upskilling
to supplement recruitment
• A greater focus is required on retaining
existing and new employees by reviewing
our employment offering, providing clear
career development and progression and
retaining knowledgeable employees in
coaching roles.
Band reflects 5% - 7% attrition.
Gap of 3600 based on 7%
Gap of 2890 based on 5%
Band reflects potential growth
increase of 1900 to a 5500 gap
(conversion of agency to staff and
removal of overtime from utilisation
rates)
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• Recruitment via the
Manpower RPO will
continue
• Standard recruitment
volumes will reduce over
the 7 year period as we
focus on building our
own capability
• Apprenticeships will be diversified to ensure we are getting the
right levels of people to meet requirements
• Level 2 programmes will be introduced will lower entry
requirements to target those who may want to remain in
industrial roles
• Investment in the Babcock Academy will enable higher volumes
of apprentices
• Broaden our apprenticeship offering to cover areas such as
project controls and procurement & supply chain
• Introduction of ‘marinisation’ enables us to
recruit people with the right qualifications and
abilities from other industries and train them in
nuclear/ marine work
• Introduction of adult apprenticeships enables
us to recruit people with the experience
required to train and develop them into skilled
roles
• Bridge the demographic gap at mid career
level
• Agency levels are assumed to remain static (not
increase in line with growth)
• Agency support will need to be reviewed once a
Devonport outsourcing strategy is established
and IR35 legislation changes have been actioned
and the impact is understood
• Volumes of graduates will increase
• Programmes to be reviewed to ensure we
optimise the apprentice levy
• Programmes need to be reviewed to
ensure placements at the end of the
programme fulfil the business
requirements
Sourcing Strategy• Site wide Outsourcing strategy needs to
be considered and integrated
• This will have an impact on the sourcing
strategies going forward
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Buy (Long Term Hire) Hiring New (external) Permanent Talent from the market
Borrow (Short Term Hire) Hiring New (external) Contingent Talent from the market either as contract workers or sub contracted
Build (Recruit to Train) Developing capability for existing employees and through Graduate and Apprentice programmes, or
adult upskilling and re-skilling
Bump (Transfer/ Train)Promotions and succession (identification and development of talent) focusing on both technical and
leadership capability
Bind (Retrain/Retain)Retaining critical employees, retraining and upskilling our existing workforce and ensuring knowledge
transfer from those leaving
Bounce (Re-Locate) Either re-locating the work to where there is a large supply of skilled people or re-locating people from
those geographies
Bail (Remove) Removing unproductive workers as well as those whose skills are no longer needed (and can’t be
easily re-trained onto core skills)
Bots (Technology &
Innovation)
Realising the potential of new technology and innovation to deliver increased productivity and new
ways of working
Interventions & The “8B’s” of SWPOne common language when developing our People Strategy
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Delivering the 8 B’s Responsible areas and
Enabling Infrastructure8 B’s Area Responsible for Delivery Enabling Infrastructure
Buy HR CoE - Resourcing
• Resourcing Team
• Manpower RPO
• External Recruitment Branding
Borrow HR CoE - Resourcing • Manpower MSP
Build
HR CoE – Learning, Training and
Development
HR CoE – Talent & Early Careers
• “Babcock Academy”
• Partnering with educational / training organisations
• On the job training
• Internal mentor population
• Apprenticeship Levy
Bump
HR CoE – Talent
HR CoE – Learning, Training and
Development
• Fit for purpose performance management structure
• Progression through Career Paths & recognition of
technical mastery
Bind HR CoE – Reward
HR CoE - Talent
• FFP Reward framework
• FFP Employee Value Proposition
Bounce HR – Reward & Mobility • Technology (and willingness) to support remoter working
• Capable line management population
Bail HR - ER • FFP performance management framework
“Bots”Potential CTO
HR CoE – L&D• To be determined
All
interventions
are built in
consultation
with Senior
HR Business
Partners and
the respective
Capability
Leads for the
job family.
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Prioritising Roles for SWP
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Criticality• Roles are defined as Critical / Non-Critical based on business impact of the role – some roles we must have in the organisation
regardless of mode of engagement.
• How comfortable are we potentially outsourcing critical functions? What would be the customers view?
Time to
Competence• Roles with a long lead-time to competence potentially need to be prioritised first as we lack the time to develop the re internal capability
we need over the short term
Scarcity• Roles where there is “Absolute scarcity” – the skills we need (at any scale) are hard to find
• Roles where there is “Scarcity at scale” – the volume of skilled individuals we need is hard to find
• Roles where there is “geographic scarcity” – and how much of that is in our control
Internal Supply
• Can we transfer skills from elsewhere?
• Can we promote into these roles or by promotion and create opportunities for new entrants?
• Can we cross-skill, upskill or re-skill into these roles?
• Current levels of engagement / attrition / demographics
• What is the enterprise-wide picture for contingent demand for this role?
Sustainability
• Over what period do we require this skills?
• Is it emergent and will be replaced by permanent resource in time?
• Is it a skill/role that will change significantly due to other factors (i.e technology)?
• Is this a skill that over the medium/long-term we will no longer require?
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Marine Land Aviation Nuclear
External Analysis
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Job Catalogue
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Project Management Job Catalogue Example
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