H E A L T H W E A L T H C A R E E R

T H E S T R A T E G I CW O R K F O R C E P L A N N I N GJ O U R N E Y A T S T A N D A R DC H A R T E R E D B A N K

9 December 2015

Jane SineyStandard Chartered Bank

Julia HowesMercer

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T O D AY ’ S S P E A K E R S

Jane SineyHead of Strategic Workforce Planning, SCB

Julia HowesPrincipal, Mercer

Jane is responsible for the design and delivery of workforceplanning to deliver against the Bank’s strategic objectives.

Having joined Standard Chartered at the beginning of2009, Jane has held a number of roles within the HRfunction, her most recent being Regional Head of HumanResources, Wholesale Banking Middle East, North Africa &Pakistan.

Prior to joining Standard Chartered, Jane’s career spannedover 10 years and she has worked in a number of HR rolesin financial institutions in both Australia and the UnitedKingdom.

Julia has worked in professional services organisations forover 12 years, and specialises in strategic workforceplanning, workforce analytics and workforce metrics.

Julia has conducted workforce planning consultingengagements for client in a variety of industries includingtelecommunications, airservices, mining, manufacturing,banking and finance, health and IT, in a number ofcountries and regions including Australia, Asia, Europe, theAmericas and Africa.

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T O P I C S F O R D I S C U S S I O N

What do we mean by SWP and Why is it important for SCB

The beginning of the journey

Resourcing and pilot projects

Initial outcomes and impact

Lessons learned

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T O P I C S F O R D I S C U S S I O N

What do we mean by SWP and Why is it important for SCB

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ü

×

MAJOR WORKFORCE SHIFTS

1.Divers i tyis the norm

2.Disrupt ionthroughtechnology

3.Riseof b ig data

4.Employeest ress

5.Fragmentat ionof theworkforce

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I N F I N A N C I A L S E R V I C E S W O R K F O R C EI N F O R M A T I O N A N D I N S I G H T I S N E E D E D

• Changes in the financial services industry andregulatory environment and the rise of the middleoffice

• Changes in the skill set required e.g. moving fromcontent-led managers towards effective leaders

• Digital skills to support consumer platforms andclient analytics

• Increased competition for talent (e.g. challengerbanks)

• Understanding the banker of the future

• Banks needs to know which rolesand positions will:‒ Grow significantly‒ Stay the same‒ Decrease‒ Move location‒ Be uncertain

So that segmented talent strategiescan be created, tailored for thespecific requirements that Banks willhave for the role.

P r e s s u r e f o rM o r e

R e q u i r e s aS e g m e n t e d A p p r o a c h

P r e s s u r e f o rL e s s

• A relentless focus on cost management / costeffectiveness in employment spend

• Technology is improving automation and efficiencyin some areas, which will make some rolesobsolete

• Work being offshored/outsourced• Overall challenge to be more productive and do

more with less

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R O L EC H A N G E S

• Growth roles

• Stay the sameroles

• Decline roles

• Move roles

• Volatile roles

S K I L LC H A N G E S

• New roles

• Changes toexisting roles

W O R K E RP R E F E R E N C E S

• Retire early

• Retire late

• Experienceturnover

• Flexible working

B U I L D V E R S U SB U Y V E R S U S

B O R R O W

• Internaldevelopment

• External hires

• Contingent labour

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SWP is a systematic process for understanding the workforce needed to execute on the future businessstrategy, and identifying and addressing the gaps between the current and future workforce resourcesand needs.

RightLocationRight People

Right Time atthe RightCost

Right Shape

S T R A T E G I C W O R K F O R C E P L A N N I N G ( S W P )

7

It provides a rational basis to prioritise, develop, and fund the people practices that support the visionand business objectives.

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S T R A T E G I C W O R K F O R C E P L A N N I N G ( S W P )

OrganisationImperatives

TalentImplications

Talent Demand

Workforce Gaps &Risks

TalentSupply

Talent Development(build strategy)

Talent Acquisition(buy strategy)

Contingent Workforce(borrow strategy)

• Attraction

• Retention

• Engagement

• CareerDevelopment

• Performance

• Rewards

• Leadership

• Mobility

Quantity Quality Location

Gain strategicinsights1 Measure the

gap risks2 Model talentmanagement options3 Take action4

Demand Scenarios forCritical Segments Risk

AssessmentWorkforcePlan

Talent Solutions &Ownership Model

RiskAssessment

Workforce Plan Talent Solutions &Ownership Model

Talent Deployment(transform strategy)

Talent Retention(bind strategy)

Regroup(change business strategy)

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T O P I C S F O R D I S C U S S I O N

What do we mean by SWP and Why is it important for SCB

The beginning of the journey

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C R E A T I N G T H E U R G E N C Y

Ageing WorkforceHigh Turnover

Roles

Boom-and-bustcycle of theworkforce

New skills andcompetencies High Vacancies

Over-reliance onovertime and

contingent work

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C R E A T I N G T H E U R G E N C Y

Improved time to fill and reduction in the time during which key positions remain unfilled.

Difference between optimal staffing levels and actual staffing levels requiring overtime oroutsourced labour at a premium rate.

More opportunities to build the workforce required, rather than buy, which can avoid theexpense of having to hire experienced recruits and agency staff at a premium.

More opportunities to retain rather than recruit workers, where turnover is high in criticalareas.

Foresight reduces recruitment costs and agency fees, and increased the quality of hiredstaff.

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T O P I C S F O R D I S C U S S I O N

What do we mean by SWP and Why is it important for SCB

The beginning of the journey

Resourcing and pilot projects

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M A T U R I T Y O F W O R K F O R C E P L A N N I N G

13

B U D G E T D R I V E NH E A D C O U N T P L A N N I N G

LE

VE

L1

• Headcount dataand positions

• Retrospective,static reporting

W O R K F O R C ED A S H B O A R D S

LE

VE

L2• Internal/external labour analysis

• Benchmarking (e.g. attrition)

S T R AT E G I C W O R K F O R C EP L A N N I N G & A N A LY T I C S

LE

VE

L3

• Identify key segments

• Predictive modelsand scenarios

H U M A N C A P I T A LP L A N N I N G

LE

VE

L4

• Integrated in strategy process

• Company-wide governance

O P E R A T I O N A L�

S T R A T E G I C~

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R E S O U R C I N G

• Give strategic guidance andcontext

• Organisational scenarios andrelated workforce solutions

• Manage implementation &communication

Strategic guidance

BusinessLeaders

Process facilitation

• Facilitate workforce planningprocess with Councilmanagers

• Ensure results, validation &implementation

HRBP

Process & quality guidelines• Define workforce planning process, provide guidance & templates

• An objective, single source of data in workforce planning

• Ensure communication and training of all stakeholders (HR & line)

COE/Project Team

OVERVIEW

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T O P I C S F O R D I S C U S S I O N

What do we mean by SWP and Why is it important for SCB

The beginning of the journey

Resourcing and pilot projects

Initial outcomes and impact

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T H E A D V A N T A G E S O F A D D R E S S I N G T H E F U T U R EW O R K F O R C E G A P S E A R L Y

Purchase externaltalent throughincreasedrecruitment andfuture candidateengagement.

Buy

Develop talentfrom inside theorganisationthrough increasedtraining anddevelopmentactivities.

BuildBorrow or renttalent throughcontracting withagencies orconsulting firms.

Borrow

Retain existingtalent throughimprovements inthe employeevalue proposition.

Bind

Use technology, adifferent way toorganise work, andtraining/motivationto increase labourproductivity

Transform

Change BusinessStrategy due tounavailable labourresources orprohibitive costs toimplement

Regroup

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T O P I C S F O R D I S C U S S I O N

What do we mean by SWP and Why is it important for SCB

The beginning of the journey

Resourcing and pilot projects

Initial outcomes and impact

Lessons learned

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M E R C E R ’ S T O P T I P S

T H E W O R K F O R C E P L A N I S O W N E D B Y T H E O R G A N I S A T I O N , B U T T H EP R O C E S S I S D R I V E N B Y H RIt should be a collaborative process; accountability for implementing the plan rests with the organisation.

F O C U S O N Y O U R C R I T I C A L W O R K F O R C E S E G M E N T SWorkforce planning is the process of focusing on those few strategic positions that add significant value to the organisation.

P L A N F O R M O R E T H A N O N E O U T C O M EPlan for multiple future scenarios and create workforce plans that reflect those futures. Push the boundaries of traditional thinking!

F O R E C A S T. F O R E C A S T. F O R E C A S T.Forecast where current practices are leading the workforce and compare to organisation projections. Examine both internal andexternal supply of talent. Forecasting demand may be the most difficult step; be flexible.

R E LY O N F A C T S ; I T ’ S A D ATA - D R I V E N P R O C E S SLeverage the data you’ve already got. Analysis will reveal critical gaps and actions that will be most effective in filling them.

TOP 10 TIPS FOR STRATEGIC WORKFORCE PLANNING

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M E R C E R ’ S T O P T I P S

D O N ’ T C U T A N D P A S T EBenchmarks are the key to someone else’s success. Determine the best fit for your organisation based on your workforce facts.

F I N D T H E R I G H T P E O P L E ( A N D S K I L L S ) T O S U P P O R T T H E P R O C E S SConsider splitting the workforce planning roles. Keeping the process simple will help maintain continuity even when people movein and out of roles.

Y O U R W O R K F O R C E P L A N S H O U L D T E L L A S T O R YFocus on a particular organisation issue and solve it — don’t get lost in the data, and don’t inundate leaders with a workforceplan that fills a binder. Be concise and tell a compelling story. Keep it under 10 pages.

W O R K F O R C E P L A N N I N G I S N O T A N “ E V E N T ”It’s a collaborative process that should be synched with organisation planning. Think of it as an ongoing programme and adjustexpectations accordingly.

B E P AT I E N T: S T I C K W I T H I TDon’t try to do everything at once! Most successful programmes start with a pilot working with one department on a specificissue, and build credibility and scale from there.

TOP 10 TIPS FOR STRATEGIC WORKFORCE PLANNING

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Q U E S T I O N S

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