It’s hard to identify strong employees without first being able to visualize your entire workforce. That’s why having an organizational structure is step one. Without visualizing the company holistically, it’s difficult for leadership to make quality decisions about roles and responsibilities. And having the right people in key roles is vital to a company’s success.
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Introduction
• More than 27 years of HR experience
• Listed NYSE: NSP
• Insperity business performance solutions
support more than 100,000 businesses with
more than 2 million employees
Mission Statement
The mission of Insperity is to help businesses
succeed so communities prosper.
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Why Organizational Planning?
Start with structure
• Identify strong
employees
• Define hierarchy so
employees know who
does what and who
reports to whom
• Better prepare
company to improve
operational efficiency
• Align business
for growth
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Growth Through Org Planning
Key functions
• Determining the right
size of the workforce
• Creating an ideal
organizational
structure
• Maximizing the
engagement of
employees
• Making sure the
infrastructure
supports these
processes
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Planning for Growth – “Right Size”
State of company based
on current workload?
• Total headcount
• Budgeted headcount
• Span of control for
department managers
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Planning for Growth – “Right Size”
Envision company’s
future configuration
• Adding headcount
• Shifting employees
between departments
• Recalculating
department budgets
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Workforce Attributes
Staffing mix
• Internal vs. external
resources
• On-site or off-site
• Full time vs. part time
• Contract labor
• Outsourced labor
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Performance Metrics
Key indicators
• Are they a key
employee?
• When was their last
promotion?
• What’s their location
within the salary
grade?
• What’s their
performance rating?
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Performance Metrics
Plan of action
• Is the employee a
flight risk?
• Do they need
coaching to improve?
• Are they eligible for a
promotion?
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Budgeting and Planning
If a department is consistently under or over
budget, it’s time to consider realigning your
organizational structure to more efficiently
appropriate these funds.
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Turnover and Retention
Direct costs of turnover
• Recruiting fees
• Separation pay
• Overtime pay for
workers who fill in
• Time spent
interviewing
• Onboarding and
training
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Turnover and Retention
Indirect costs of turnover
• Delays in customer service
• Lost business opportunities
• General business disruption
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Prevent Turnover at Different Levels
If a manager has a poor turnover ratio, it might be
time to give somebody else a shot.
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Diversity in the Company
Key compliance metrics
• Age
• Tenure
• Gender ratios
• Ethnicity
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Change Management
• Mergers and
acquisitions
• Product or market
consolidations
• Reductions in force
• Selling off business
units
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Harnessing Change
Now that you’ve pinpointed the cream of your
company crop, you can make well-informed
decisions regarding where they fit into the
organizational structure.
And when things inevitably get shaken
up, you’ll be better prepared to handle it.
It’s hard to identify strong employees without first being able to visualize your entire workforce. That’s why having an organizational structure is step one. Without visualizing the company holistically, it’s difficult for leadership to make quality decisions about roles and responsibilities. And having the right people in key roles is vital to a company’s success.
It offers companies a way to engage and align talent while providing an opportunity to maximize productivity and contributions from each individual. The goal is going to be efficiency.
First, companies need to realize there current capabilities as an organization. Where do they stand today? Some of the most common key metrics that every company should examine at minimum is current headcounts, budgeted headcounts and the span of control for all department managers.
These are some of the key elements that will determine operational efficiencies in an organization. Maybe your company has experienced significant growth recently or anticipates significant growth. A key way of keeping a handle on your company’s alignment is seeing where these key factors affect your organization and will allow you to be more agile in deciding where to maximize your talent. For me personally, I’m a visual learner. Sometimes complex situations are best expressed to me visually.
Now that you've determined the basics – what other elements can help in analyzing your workforce? Let’s dig deeper into workforce demographics. By identifying skill gaps and prioritizing them, the organization can proactively close those gaps through hiring, training or outsourcing.
Other areas to identify in your organization can include the skills mix of your employees. Some companies go as far as identifying employee shirt sizes or golf handicaps. That’s certainly up to the discretion of company.
High performing employees are committed to the success of the company and are more in line with it’s overall goals. According to the American Management Association, managers and executives most say that the four Cs — critical thinking, communication, collaboration, and creativity — have been articulated within their organizations as priorities for employee development, talent management, and succession planning.
Some employees maybe on a different sector of the spectrum. How will this play into our demo later? Remember CONDITIONAL FORMATTING.
We were able to identify and pinpoint characteristics of our employees, but what about our departments?It may be difficult to know what departments usually meet these criteria and may need to be considered for realignment. A troubled department might lead to high turnover. A great department might lead to retention.
Knowing more about departments and employees helps determine flight risks and termination risks.
Is there a way to identify these indicators …
Conversely, managers who consistently retain employees may deserve consideration for a promotion or additional headcount.
Making decisions based on solid facts and analytics is critical to your business’s overall competitive strategy. Business leaders and HR professionals need to be able to see any anomalies in their company when it comes to employees and compliance metrics.
Key employees exist at all levels of your organization. This means succession planning is a companywide endeavor, not something reserved only for executives. Don’t think of it as disaster recovery; succession planning should be a part of your business’s overall development strategy.
Companies buying or combining with other companies must consolidate their resources to maintain peak efficiency. This means identifying the elite employees within each organization and reducing redundant positions. Organization charts should be prepared, dated and distributed as soon as possible to all stakeholders. Initially, these charts don’t have to be complete in every detail. However, if the charts are not complete, be sure to address that fact and explain that more detail will be forthcoming.
Insperity™ OrgPlus™ RealTime is a cloud-based organizational management solution that empowers businesses to strategically plan, refine and analyze their entire workforce to make more informed decisions and better adapt to organizational change.