GLOBAL TALENT MOBILITY: NEW MODELS FOR SUCCESS January 31, 2013 Brian J. Kelly Partner, Mercer Dianna L. Peterson Senior Director, The Boeing Company
Today’s Speakers Brian J. Kelly QUESTIONS? Partner, Global Practice Leader, Workforce Analytics & Planning Please type your questions in the Mercer Q&A section of the toolbar and we will do our best to answer it. brian.j.kelly@mercer.com +1 215 350 2641 While in full-screen mode, simply use the Q&A button on the bottom Dianna L. Peterson right-hand side of your screen. Senior Director, Strategic Workforce While in half-screen mode, use Planning the Q&A panel on the bottom The Boeing Company right-hand side of your screen. dianna.l.peterson@boeing.com +1 425 865 7596 Bruce Ballard Senior Manager, Workforce Intelligence The Boeing Company Tina Krieger Senior Workforce Strategist The Boeing Company 1 MERCER
Objectives for Today’s Presentation Welcome and Introductions Concept of Talent Mobility Case Study: The Boeing Company Q&A 2 2 MERCER
HR Is Asking New Questions What is the role of workforce analytics and planning within our organization? Analytics and HR evolution Planning Center of Expertise Human capital INSIGHTS EVIDENCE-BASED Data-driven stories transition Strategic people agenda PEOPLE Next Gen workforce STRATEGY analytics delivery model How do analytics and planning support our people and business strategy ? 3 MERCER WELCOME & INTRODUCTIONS
CONCEPT OF TALENT MOBILITY MERCER
Critical Issue Human Capital Risk, Employability and Mobility Was the Number One Critical Issue at the WEF Annual Meeting in Davos The world is moving from capitalism to talentism Klaus Schwab Founder & Executive Chairman of World Economic Forum 5 MERCER
Two Critical Challenges Unlocking “talentism” relies on solving two critical challenges Unlock Pools Pipelines 6 MERCER
Two Critical Challenges Unlocking “talentism” relies on solving two critical challenges; the first is pools… Pools Pipelines 7 MERCER
Four Trends Research identified four trends that suggest managing the pool will require new approaches Widespread unemployability Critical skills gap Information gaps Public and private constraints 8 MERCER
The Solution Understand the talent pool Traditional Labor Pools • Is the pool sufficient? • How can we increase the pool? • How well are we positioned in the pool? • How can we upgrade the pool? • What are the alternatives? 9 MERCER
Workforce Planning Quantifies the Risk Demand Supply Future workforce Expected number of needs based on critical roles based on multi-year strategic pipeline yield, time to business scenarios proficiency Value risks cost timing 10 MERCER
Two Critical Challenges Unlocking “talentism” relies on solving two critical challenges; the second is pipelines… Pools Pipelines 11 MERCER
Internal Pipelines Globally, companies are struggling to manage internal pipelines Inadequate velocity Chokepoints and blockers Lack of focus Inefficient/lack of investment 12 MERCER
Building Critical Roles Create a planned mix of experiences and pathways to destination roles Destination General Manager Learning & Development • Destination roles Roles • Pass-through roles • Plateau roles Organizational Management Experiences Experiences Significantly Improved Managed to a Bottom Line Led a Function Cross-LOB a Business Process Experiences Successfully Handled a Sold XYZ Managed People Cross-function Complex Assignment Products and Services Used Technology Innovated Analyzed Financials Effectively to Address Cross-geography a New Approach and Assessed Risk New Customer Need Incorporated Mastered Customer Feedback to Within Function Certain Skills Improve Process 13 MERCER
Forecasting the Pipeline 2 6 Yrs 5 3 10 5.5 Yrs 2.0 Yrs 3.5 Yrs 9 How many 3 1.6 Yrs 2.2 Yrs will we need How many 3 3 by year 2 4.0 Yrs will we need 1.33 Yrs 4.8 Yrs 6 to hire? 8 1.8 Yrs 1.25 Yrs 0 n/a Yrs What is the Yield Rate on our Pipeline? What is the target time to proficiency? 14 MERCER
Redesigning the Pipeline Change the Yield Rate Change the pathway 2 6 Yrs 5 3 10 5.5Yrs 2.0 Yrs 3.5 Yrs 9 3 1.6 Yrs 2.2 Yrs 3 3 2 4.0 Yrs Change number 1.33Yrs 4.8Yrs of inputs 8 6 0 1.25 Yrs 1.8Yrs n/a Yrs Bring them in at a Shorten the cycle different level time in roles 15 MERCER
CASE STUDY: THE BOEING COMPANY MERCER
You Will Learn How Boeing… Leads its workforce planning efforts Analyzes data and trends to identify workforce risks and opportunities Identifies critical skills Models internal flow of talent to project future skill supply and demand Influences external skill pipeline of the future 17 MERCER
What Is Workforce Planning? Defined Link to business Diagnosing gaps approach for strategies and and identifying targeted end plans solutions users Analysis using Defining long- Recommending sophisticated range people gap mitigation tools plans 18 MERCER
It’s All About… The dialog and Overlaying the asking the workforce to right the business questions Analyzing Keeping it useful data simple! 19 MERCER
Our Approach Critical Skills > 20 MERCER
Critical Skills Identification Top Level Process Strategic Workforce Outcome Strategic Business Planning Workforce • Identify skill gaps Units/ • Integrate Planning • Recommend Functions Enterprise critical solutions to • Provide WFP skills list • Identify critical mitigate gaps approach and • Provide visibility skills • Develop long tools • Develop top level range people plan pipeline/ workforce insights Strategic Workforce Planning drives Long Range People Plan 21 MERCER
Integrated Skills Management Functions/ Strategic Identify Businesses Provide Workforce critical skill critical skill Planning needs visibility Align to Other HR Develop plans K-12 dept to support Staffing, recruiting strategy staffing needs Critical Skills Critical Skills Gap resolution Gap resolution action plans and action plans and Align to Address strategies higher strategies diversity, Other HR education employee strategy HR, Diversity engagement, and organizational effectiveness Design learning, Ensure adequate, training and attractive development compensation plans Training Compensation and benefits Partnership with stakeholders 22 MERCER
Predictive Workforce Modeling at Boeing (1 of 2) Start with Program and Functional Organization staffing profiles Factor in the effects of: – Predicted Boeing business trends and associated workforce skills/levels needs – Workforce demographics (skill populations, job levels, age, retirement eligibility) – Predicted changes in the national economy – Workforce-related policies (staffing growth/reductions, promotions, retirement) – Workforce trends/rates (retirements, voluntary terminations, internal transfers, promos) Produce year-by-year forecasts of: – Key Workforce demographics – Personnel transactions required to achieve and maintain them – Potential skill gaps and surpluses not actual data 23 MERCER
Predictive Workforce Modeling at Boeing (2 of 2) Develop a holistic model of the population of interest and a go-forward action plan Forecast potential skill gaps due to Forecasted Attrition & Transfers Out – Resignations and retirements 4.0% 3.0% – Other attrition such as layoffs 2.0% 1.0% 0.0% – Employees transferring to new jobs 2013 2014 2015 2016 2017 2018 2019 2020 Resignations 3.1% 2.4% 2.6% 2.4% 2.4% 2.1% 2.9% 2.1% outside the population of interest Retirements 1.8% 1.8% 2.0% 1.5% 1.8% 2.2% 1.7% 1.3% Other Attrition 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Forecast skills management actions Transfers Out 2.0% 2.1% 2.3% 1.9% 2.0% 2.2% 2.0% 1.5% Total Attrition & needed to mitigate the forecasted skill 6.9% 6.2% 6.9% 5.8% 6.2% 6.5% 6.7% 4.9% Transfers Out gaps – Promotions of employees already in the Forecasted Skills M anagement population of interest 2013 2014 2015 2016 2017 2018 2019 2020 – Transfers of existing employees into the Promotions 188 187 213 164 174 180 155 132 49 51 56 46 50 55 50 38 Transfers Out population of interest Transfers In 18 23 28 24 28 29 15 15 – External hires that will be needed to fill Hires 19 23 13 8 19 15 16 12 the remaining skill gaps not actual data 24 MERCER
Predictive Workforce Modeling at Boeing Example from Aviation Week Survey Predictive modeling can be effectively applied to population subsets to forecast differences from the total aggregate population, such as: – Manufacturing may be on the rise but other skill groups may be flat – Civil (commercial) business may be on the rise but Defense in decline Boeing can also subset and forecast by major Business Unit Plan for 2013 Plan for 2020 and/or location(s), to better prepare action plans and align staffing resources ... Out-year forecasts are naturally less certain, but still help us identify trends, risks, and magnitudes of staffing demands 25 MERCER
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