More Related Content Similar to Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s Workforce (20) More from Human Capital Media (20) Build, Buy or Rent? Leveraging Talent Analytics to Plan for Tomorrow’s Workforce1. Build, Buy or Rent? Leveraging Talent
Analytics to Plan for Tomorrow’s Workforce
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2. Build, Buy or Rent? Leveraging Talent
Analytics to Plan for Tomorrow’s Workforce
Speaker: Stacia Sherman Garr
Senior Analyst, Talent Management
Bersin & Associates
Moderator: Daniel Margolis
Managing Editor
Talent Management magazine
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6. Build, Buy or Rent? Leveraging Talent
Analytics to Plan for Tomorrow’s Workforce
Daniel Margolis
Managing Editor
Talent Management magazine
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7. Build, Buy or Rent? Leveraging Talent Analytics to
Plan for Tomorrow’s Workforce
Stacia Sherman Garr
Senior Analyst, Talent Management
Bersin & Associates
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8. Build, Buy or Lease?
Leveraging Talent Analytics to Plan for
Tomorrow’s Workforce
Stacia Sherman Garr
Senior Analyst, Bersin & Associates
Copyright © 2012 Bersin & Associates. All rights reserved.
9. About Us
Who We Are
• Bersin & Associates empowers HR and
learning organizations to drive bottom line
impact through world class research and
consulting
Practices Human
Resources
• Enterprise Learning
• Human Resources
• Leadership Development Leadership
• Talent Acquisition Development
• Talent Management
- Career Management Learning &
- Performance Management Development
- Workforce Planning
Services Talent
• WhatWorks® Membership Acquisition
• Research-based consulting services
• IMPACT: The industry’s premiere Talent
conference on the Business of Talent Management
• Bersin Basics
Copyright © 2012 Bersin & Associates. All rights reserved. Page 8
10. Serving the World’s Most Successful Organizations
Copyright © 2012 Bersin & Associates. All rights reserved. Page 9
11. Agenda
Why Workforce Analytics?
Build, Buy or Lease?
• The Pros and Cons of Each Strategy
• Accessing Talent for Each Strategy
• Case in Points
Key Takeaways and Q&A
Copyright © 2012 Bersin & Associates. All rights reserved. Page 10
12. Why Analytics?
A Story of How Dow Chemical Adjusted to its Volatile Industry
Copyright © 2012 Bersin & Associates. All rights reserved. Page 11
13. Key Talent Challenges
Source: Q3 2012
TalentWatch
survey, n = 291
Copyright © 2012 Bersin & Associates. All rights reserved. Page 12
14. Top Talent Issues
The majority of critical issues are related to identifying talent
needs and filling them
Source: Q3 2012
TalentWatch
survey, n = 291
Copyright © 2012 Bersin & Associates. All rights reserved. Page 13
15. Poll: Which Talent Challenges are Most
Critical To Your Organization?
Filling critical skill gaps
Identifying talent gaps
Filling talent gaps quickly
Planning for future talent needs
Developing HR metrics
Copyright © 2012 Bersin & Associates. All rights reserved. Page 14
16. Bersin & Associates’ Workforce Planning
Maturity Model®
Level 4: Enterprise Workforce Planning
Strategic Workforce Planning on a Companywide Level
Level 3: Strategic Workforce Planning
Alignment with Business Strategy, Workforce Segmentation
Level 2: Workforce Analytics
Workforce Skill Gap Analysis, “What-If” Scenarios
Level 1: Headcount Planning
Headcount Data Collection, Headcount Analysis, Static Data Reporting
Copyright © 2012 Bersin & Associates. All rights reserved. Page 15
17. A Modern Approach to
Workforce Planning
Assess
organizational Collect data Analyze data
readiness
Develop action
Identify workforce plan
Determine talent
supply and
gaps (Build, Buy or
demand
Lease)
Evaluate the
process
Source: Bersin & Associates, “A Modern Approach to Workforce Planning,” 2009.
Copyright © 2012 Bersin & Associates. All rights reserved. Page 16
18. Data Can Come From a Variety of
Sources
Data from integrated
talent management
systems and / or
niche providers with
associated business
Enterprise Resource
intelligence tools
Data from
Planning (ERP) proprietary and
systems and third-party statistical
associated business analyses packages /
intelligence tools business forecasting
tools
Workforce
Planning
Analysis
Copyright © 2012 Bersin & Associates. All rights reserved. Page 17
19. Example Data Sources
Performance
Management
Talent Profiles Images courtesy of Taleo.
Copyright © 2012 Bersin & Associates. All rights reserved. Page 18
20. Types of Analyses
Images courtesy of Taleo.
Copyright © 2012 Bersin & Associates. All rights reserved. Page 19
21. Avoid This!
Cartoon Copyright of Dilbert, by Scott Adams.
Copyright © 2012 Bersin & Associates. All rights reserved. Page 20
22. Create Insight and Actionable
Recommendations
Identify critical
business outcomes
Leverage statistics
experts
Identify the factors that
predict those better
outcomes
Develop a clear,
prioritized action plan
Copyright © 2012 Bersin & Associates. All rights reserved. Page 21
23. Outputs of Analyses
Current Forecasted Prioritized List of
Talent Supply Talent Demands Talent Needs
& Its Relative
Importance
Copyright © 2012 Bersin & Associates. All rights reserved. Page 22
24. Case in Point: Large Communications
Company Learns to Find “Waldo”
Source: www.findwaldo.com website, 2012.
Copyright © 2012 Bersin & Associates. All rights reserved. Page 23
26. Critical Skills Considerations for Build,
Buy and Lease
Build Buy Lease
• Danger to the • Skills needed now • Skills for which
business if these for today’s growth there is
skills are not • Skills the uncertainty in
present organization demand
• Skills that cannot doesn’t know how • Skills for which
be purchased to grow there is uncertain
• Skills that are • Critical skills that budget
cheaper to build recently left the • Skills new to the
and no immediate organization organization (and
urgency hard to hire for)
• Skills needed • Skills required for
down the road only limited
projects
Copyright © 2012 Bersin & Associates. All rights reserved. Page 25
27. Risks for Build, Buy and Lease Strategies
Build
• Lengthy ramp-up time
• Change in priorities impacts funding
• Ineffectiveness at teaching new skills
• Insularism reduces fresh ideas and perspectives
Buy
• Too many new people change culture and perceived opportunities
• Increased risk from new hire failure
• Compensation budgets and morale affected by premiums paid to external
talent
Lease
• Poor estimation of work results in higher costs
• Project failure due to poor design
• Try before buy fails
Copyright © 2012 Bersin & Associates. All rights reserved. Page 26
28. Where Do You Find the Talent?
Copyright © 2012 Bersin & Associates. All rights reserved. Page 27
29. Source #1: Current Employees
Coaching
Development
Plans
Career
Management Learning
Copyright © 2012 Bersin & Associates. All rights reserved. Page 28
30. Case in Point: Savannah River Nuclear
Solutions
Evolving 50% of Using IDPs
SRNS’s SRNS’s to Help Keep
Purpose Employees Critical
Toward Eligible to Knowledge
Sustainable Retire Within Within SRNS
Energy 5 Years
Copyright © 2012 Bersin & Associates. All rights reserved. Page 29
31. Source #2: Outside the Organization
Ensure clarity on skills
necessary to hire
Leverage employee
referrals and other sources
to find the right people
Analyze which sources yield
the best candidates
Copyright © 2012 Bersin & Associates. All rights reserved. Page 30
32. Case in Point: Cargill Gives Access to
the Magic
• 6 reports accessible to business units and HR
• Tracked active requisitions, recruitment activity, source
effectiveness, time to fill, median days in process, and
applicant pool demographics
• HR provided reference guides to help business units
Copyright © 2012 Bersin & Associates. All rights reserved. Page 31
33. Source #3: Alumni
Already know your
organization and fit with your
culture
Likely could step back into a
role within your organization
easily
Continuing to serve as brand
ambassadors
Copyright © 2012 Bersin & Associates. All rights reserved. Page 32
34. Implementing an Alumni Program
Establish Purpose
~ Establish purpose of
Gather and Create Information
engaging alumni Engage and Expand
~ Set goals ~ Consolidate emails
~ Determine success ~ Create interesting static
content ~ Invite members through
metrics targeted communications
~ Develop platform for
dynamic content ~ Ensure content remains
sticky
~ Expand relationship
through branding,
recruiting and business
development
Copyright © 2012 Bersin & Associates. All rights reserved. Page 33
35. Case in Point: S&P
Source: S&P alumni website, 2012.
Copyright © 2012 Bersin & Associates. All rights reserved. Page 34
36. Source #4: Contingent Workers
Trend toward looking at contingent
workers like people – not pencils
Leading companies see the capability to
hire by ability as critical to their
company’s agility and competitive
stance.
When deciding who you need consider:
• Required timeframe
• Skills Needed
• Type of Worker
Copyright © 2012 Bersin & Associates. All rights reserved. Page 35
37. Case in Point: Ryder
Source: Ryder website, 2011.
Copyright © 2012 Bersin & Associates. All rights reserved. Page 36
38. Key Takeaways
Talent analytics has the potential to be an
extremely powerful tool
With talent analytics, don’t stop at insight –
recommend action
Develop a prioritized action plan
Leverage a variety of talent sources
• Current employees
• Outside hires
• Alumni
• Contingent Workers
Copyright © 2012 Bersin & Associates. All rights reserved. Page 37
39. Thank you, and please join us at Bersin IMPACT 2012
April 10-12, 2012
Copyright © 2012 Bersin & Associates. All rights reserved. Page 38
40. Questions?
Stacia Garr
Senior Analyst,
Talent Management
Questions or Follow Up:
Stacia.garr@bersin.com
http://blogs.bersin.com/stacia.garr
www.linkedin.com/in/staciashermangarr
Twitter: StaciaGarr
Copyright © 2012 Bersin & Associates. All rights reserved. Page 39
41. Join Our Next TM Webinar
How to Improve Candidate Quality With
Reference Checking
Tuesday, April 17, 2012
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