Strategic Workforce Management (if it was easy, everyone would do it)

Strategic Workforce Management:If It Was Easy, Everyone Would Do It

Mollie LombardiVP/Principal Analyst

Workforce ManagementBrandon Hall Group

@mollielombardi

Ted FrederickVice President

Workforce ManagementSumTotal

@SumTotalSystems

Learning & Development

Talent Management

Leadership Development

Talent Acquisition

HR/Workforce Management

RESEARCH PRACTICES

2©2014 Brandon Hall Group, Inc.@BrandonHallGrp

3©2014 Brandon Hall Group, Inc.

Agenda

• Welcome and Introductions

• The Evolution of Workforce Management

• Tools, data, and analytics

• Taking Action

• What’s Next

@BrandonHallGrp

THE EVOLUTION

@BrandonHallGrp 4©2014 Brandon Hall Group, Inc.

What is Workforce Management?


•

1992 - First SMS text message

1982 – IBM PC•

• 2001 – VCRs outsold DVD Players by 2.2M units

1975 – Microsoft•

•

2007 - First iPhone

•

2014 – SumTotalA Skillsoft Company

1975 1985 1995 2005 2015


Brief History of WFM<1980 – Payroll is a manual process. Punchcards, sliderules, ledgers and manual checks.1980s – Microprocessor controlled timeclocks tally gross hours1990s – Standalone and C/S applications automate pay calculations to deliver the promise of the perfect paycheck2000s – Web applications accelerate development in WFM in workflow, scheduling and reporting capabilities 2010s – WFM applications reach to the Cloud to drive efficiencies, speed implementation and maintainability 2015 – SumTotal/Skillsoft deliver the industry’s first platform for continuous Workforce improvement

Deploy and Measure


Workforce Management Priorities

Source: Brandon Hall Group, Workforce Management Study 2014

54%

39% 39%

0%

20%

40%

60%

Improving workforce analytics capabilities

Reducing manual transactions within HR

Building long-term workforce planning

capabilities

All Respondents


Current Workforce Planning Efforts


22%

30%27%

22%

No formal workforce planning in place

Near-term schedule planning based on operational needs

Planning for headcount

Planning based on skill and competency gap analysis


Reporting and Analytics


42%

63%

49%

58%65%

47%50%

39%

51% 49%

20% 22%15% 15%

22%26%

9%

27%

15%9%

0%

25%

50%

75%

Employee performance Time and attendance Scheduling Absence/leave management

Salary/labor costs

Can run reports on current data Can view historical data

Can use data for predictive analytics No reporting or analytics capabilities


It’s All Connected


Organizations with fully automated time and attendance solutions saw

67%greater year-over-year improvement in customer

satisfaction &

2½times greater year-over-year revenue growth

It’s a Business Thing


Ownership of Key Workforce Management Processes


59%

45%

12%

28%

28%

61%

6%

15%

3%

6%

11%

22%

1%

1%

2%

Leave management

Time and attendance

Scheduling

HR Line of business Finance Operations Center of excellence


FOR

ECA

ST

Predict:

SCH

EDU

LE

Plan and deploy:

REA

L W

OR

LD

Measure:

AN

ALY

TIC

S Visualize:

BU

SIN

ESS

DR

IVER

S

Foot Traffic

Call Volume

Orders

Patient Census

Production and Service Goals

Cost model

Variability

Skill & Labor needs

Connect Skills & Availability to Schedule Plan

Evaluate contingent labor

Staffing Levels

Volume

Yield & Quality

Worked Time

Absence Process

Payroll

Results & Costs Against Forecast

Skill and Resource Gaps and Overage

Overall Compliance

WFM Process


FOR

ECA

ST

Predict:

SCH

EDU

LE

Plan and deploy:

REA

L W

OR

LD

Measure Real Time:

AN

ALY

TIC

S Visualize:

BU

SIN

ESS

DR

IVER

S

WO

RK

FOR

CE

DEV

ELO

PM

ENT

SumTotal Learning & Talent Platform

• Contextual Learning and Development• Content delivered immediately where people work• Enable full visibility to bench strength and skill gaps • Eliminates unnecessary hiring • OT and contingent labor costs are controlled

Foot Traffic

Call Volume

Orders

Op

erat

ion

al T

rigg

ers

Ben

chSt

ren

gth

Patient Census

Qu

alif

ied

Res

ou

rces

Stra

tegi

c D

evel

op

men

t P

lan

JIT

Lear

nin

g

Skill

Dem

and

Compliance Engine

SumTotal WorkCreating an Agile Workforce


FOR

ECA

ST

Predict:

SCH

EDU

LE

Plan and deploy:

REA

L W

OR

LD

Measure Real Time:

AN

ALY

TIC

S Visualize:

BU

SIN

ESS

DR

IVER

S

Foot Traffic

Call Volume

Orders

Ben

chSt

ren

gth

Patient Census

Qu

alif

ied

Res

ou

rces

Stra

tegi

c D

evel

op

men

t P

lan

Skill

Dem

and


Core Skill DevelopmentStrategic Compliance


TOOLS, DATA, AND ANALYTICS


Common Elements of Workforce Management

• Time and attendance

• Scheduling

• Absence management

• Fatigue management

• Compliance

• Employee data management

• Payroll/payroll integration


The Technology Story

Strategy Process Automation Integration

Know your goals – from a business

perspective

Don’t automate bad process

Efficiency and effectiveness, as

well as engagement

Measure success and power analytics


Workforce Management Process Automation


18%

21%

22%

12%

36%

34%

42%

34%

35%

33%

22%

46%

6%

3%

3%

5%

4%

8%

11%

3%

Leave management

Absence management

Scheduling

Time and attendance

Manual/spreadsheet Partially automated Fully automated

Outsourced Not applicable


Technology Alone is Not Enough

Technology + Information=

Insight and Decisions


Impact of Scheduling Automation


Organizations with full automation of the scheduling process experienced

4x greater improvement in

customer satisfaction

2x the improvement in compliance

scores

75% greater increase in revenue


Data

Analytics Insight


Analytics Isn’t Data in Color

• Data just is – no context, no relative meaning

• Analytics requires combining data to find correlation

• Predictive analytics requires deep insight into causation it can be used to model likely futures


TAKING ACTION


Be Not Afraid!

+


Changing Expectations


Self-Service Nation

Organizations with automated scheduling are

48% more likely to offer browser-based self-service to

employees, and

66% more likely to offer mobile self-service functionality


Culture and Mindset


FOR

ECA

ST

Predict:

SCH

EDU

LE

Plan and deploy:

REA

L W

OR

LD

Measure Real Time:

AN

ALY

TIC

S Visualize:

BU

SIN

ESS

DR

IVER

S

Foot Traffic

Call Volume

Orders

Op

erat

ion

al T

rigg

ers

Patient Census

Qu

alif

ied

Res

ou

rces

JIT

Lear

nin

g

Compliance Engine


ContinuousImprovement

(Lean)


Employee Engagement Options

Universal Access

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=GQO6GJgicXJLSM&tbnid=J1Rr_EsIrtSodM:&ved=0CAgQjRwwAA&url=http://www.braembl.org.au/&ei=Tlg8Uuj7HKjl4AOL-YDABA&psig=AFQjCNHsst1i8EPkAec1xBpmS-V9tycm_w&ust=1379772878518721

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=GQO6GJgicXJLSM&tbnid=J1Rr_EsIrtSodM:&ved=0CAgQjRwwAA&url=http://www.braembl.org.au/&ei=Tlg8Uuj7HKjl4AOL-YDABA&psig=AFQjCNHsst1i8EPkAec1xBpmS-V9tycm_w&ust=1379772878518721

WHAT’S NEXT


65%Of organizations indicate their

workforce management solutions have been in place 3 years or

more


Prepare for a Modern World


Provider Selection Criteria


43%40%

34%

0%

25%

50%

Customer service/support

Ability to integrate with organization's existing

enterprise systems

Price/cost

Criteria ranked critically important


ConsumerizationMobility

EngagementIntegration


Questions?

Mollie LombardiVP/Principal Analyst Workforce

ManagementBrandon Hall Group

@[email protected]



@[email protected]

Thank You

Mollie LombardiVP/Principal Analyst Workforce

ManagementBrandon Hall Group

@[email protected]



@[email protected]

Recruiting & HR

Strategic Workforce Management (if it was easy, everyone would do it)