Strategic Workforce Planning:
Adopting a Best Practice Approach in a Rapidly Changing Workplace Including Digital Disruption
A 1 Day Workshop
Tuesday, 20 March 2018
Hacklebrooke – 165 west street Sandton, parking is at 2 Sandown, valley crescent Sandton.
Please join SIOPSA Academy & SABPP for this unique session on:
Strategic Workforce Planning
Adopting a Best Practice Approach in a Rapidly Changing Workplace Including Digital Disruption
B.Eng, BA, MBA, Corporate Psychologist
Managing Director, Advanced Workforce Strategies based in Melbourne, Australia
Facilitated by Pumla Hako
International speaker and presenter at conferences and workshops on Strategic Workforce Planning including Australia, SE Asia, UK, South Africa, New Zealand
Global thought leader and consultant in Strategic Workforce Planning, Human Capital, and Digital Disruption and Workforce Transformation
Author of “Aligning Workforce and Business Strategies: Mobilising the 21st Century Workforce”, published 2013, as well as numerous white papers on Strategic Workforce Planning, Identifying Critical Roles and People Management Practices
Over 25 years of experience as a business focused corporate psychologist and management consultant across a wide variety of industries
Expert areas include: strategic workforce planning, human capital measurement and reporting, workforce segmentation, critical role identification, employment strategies, engagement, retention, career development, HR analytics, workforce risk management
Why You Should Not Miss this Event
Many organisations are experiencing disruptions to their world of work as a result of a tectonic shift that is just as dramatic as industrialisation and urbanisation. Technological advances are unprecedented in their velocity, scale and impact, transforming products, channels and operations leading to an extraordinary rate of innovation in products and services. More companies are going digital and business models are shifting with this digital transformation. It is mission-critical to anticipate how changing strategies and business models will alter an organisation’s workforce requirements.
This changing nature of business models combined with the changing nature of work, and the changing nature of the worker, is presenting new challenges for human resource management and global business strategy. There is a growing need for organisations to adopt a more strategic approach to managing their workforce. The business case for doing so, incorporating HR analytics for evidenced-based people decisions, would appear to be overwhelming.
The people factor is typically the highest cost item in the budget and the single largest driver of business outcomes. However, many organisations are struggling with meeting these emerging needs.
Key questions arise such as:
What are the key steps in digital workforce transformation?
What constitutes the essence of a workforce strategy?
How exactly are the workforce and business strategies aligned?
How should the workforce best be segmented and configured?
How can ‘make’, ‘buy’ and ‘critical’ roles be identified?
How can HR analytics deliver new workforce insights, identify risk and enhance people making decisions?
In this workshop, we will explore how companies can approach strategic workforce planning in a practical, effective way, based on latest research and thought leadership. Delegates will come away with a wealth of knowledge on how to better manage their most vital intangible asset – their people. They will emerge with new insights that will fundamentally change the way that they make decisions about their workforce.
Colin Beames is a global thought leader in strategic workforce planning. He designed and presented a SWP workshop that was oversubscribed and attracted a record attendance for our workshop events with approximately 170 participants registered.
The rich content presented in this workshop was significantly more advanced than typically what currently has existed on this subject – it is truly “cutting edge”. Colin has cleverly combined a number of research based human capital models into an integrated and holistic package that addresses the challenges of contemporary workforce strategy management and planning.
He has given the term “strategy” a deeper meaning by adding substance to the rhetoric of strategic workforce planning and aligning workforce and business strategies. Colin also has exposed the limitations of some traditional approaches and models in strategic workforce planning with the introduction of his AWS Skills-Based Workforce Segmentation Model and emphasis on understanding the characteristics of roles.
He was able to fully engage and stimulate his audience over the day by his presentation style, and use of case studies and activities that illustrated the application of his strategic workforce planning approach all of which consolidated the learnings. All of this resulted in one of our most successful events.
I would unreservedly recommend Colin Beames and the AWS strategic workforce planning approach to any HR senior professional seeking to become more strategic, more business focused, exert greater impact on their organisation, and to manage their workforce more effectively.
Mike Haffenden, Director, Corporate Research Forum
Colin Beames has developed some unique models for holistic approaches to Strategic Workforce Planning. These include the identification of those roles in an organisation that are strategically critical. He has developed presentation, analytical and interactive materials that form a sound and professional platform for engaging workshops and internal consultancy. Together with his excellent books he has established himself as a global expert in this field.
Andrew Mayo, Professor of Human Capital Management at Middlesex University, Executive Board Member HR Society, UK
I worked closely with Colin Beames (Advanced Workforce Strategies) when he was recently engaged by Celcom in Kuala Lumpur to advise the organisation on issues of strategic workforce planning, workforce segmentation and reconfiguration. Colin interviewed all of the senior executives and ran workshops for both the Managers and HR professionals as part of an education and training program for those groups.
After having searched the market to determine what other consultants offer, I found Advanced Workforce Strategies models and thought leadership to be truly “cutting edge”. Using the AWS Skills Segmentation Model, we were able to gain some very valuable workforce insights including developing strategies and interventions towards addressing some labour management issues. This resulted in some significant labour cost savings for the organisation, as well as paving way for out-of-the-box workforce solutions.
Iqbal Hassan – Head, HR Strategy & Analytics, Celcom Axiata Berhad
Colin Beames ran a workshop on Strategic Workforce Planning for approximately 15 of our senior HR professionals during his UK visit in 2015. This workshop was well received and stimulated lively interest and discussion amongst our group. In particular the skills’ based workforce segmentation model that Colin has developed offers some new insights and understandings on roles including the identification of Critical Roles. Combined with a number of other human capital models and their application, Colin has taken Strategic Workforce Planning to a heightened level of thought leadership and sophistication.
By using Colin’s methodology to sharpen our focus on Critical Roles and combining it with retention risk analytics, we were able to increase retention of this key population (VP and above) from 85% to 99% in one year. Using even the most conservative estimate of 100k per person cost of loss, that equates to GBP1.5m of savings in one year. A more realistic estimate to include cost of replacement, loss of productivity, loss of knowledge would put the saving closer to GBP10m.
Richard Cleverly, Global Head of Talent and Development at Thomson Reuters
IAG is undergoing digital workforce transformation. We searched the market and spoke to many SWP Consultants with one provider being a “stand out” – Advanced Workforce Strategies. We have now adopted their skills-based workforce segmentation model to better understand our workforce and the relative importance of roles to our business including “make”, “buy”, and critical roles.
Matthew Coleman, Senior Consultant, Enterprise P&C, Strategic Workforce Planning at IAG
The workshop objective is to:
Provide an integrated framework for linking your business strategy and workforce strategy, including developing a strategic workforce plan and associated HR people measures and analytics, to inform on the same.
This workshop provides concepts and value on an elevated plane, presenting new opportunities for Organisational Psychologists, Business Executives and HR Professionals. Participants will acquire new knowledge about:
Understanding the four key trends impacting the changing nature of work and workers;
Digital disruption, changing business models, digital workforce transformation and the implications for strategic workforce planning;
Understanding the business case for strategic workforce planning and HR analytics;
Adopting a model for building human capital, including its measurement, reporting and review;
Aligning workforce and business strategies by linking the importance of roles to the strengthening of critical organisational capabilities and core competencies;
Adopting best practice in segmenting and configuring your workforce, based on the most prominent conceptual model of HRM architecture;
Categorising roles (including the identification of critical roles, specialist roles, “make” versus “buy” roles, roles suitable for outsourcing, etc.);
Moving from a “one size fits all” approach to applying differentiated HR policies to the importance of various roles to business outcomes – the essence of a workforce strategy;
Maximising the ROI on your people;
Profiling the Employment Value Proposition (EVP) for various roles, based on a model of the psychological contract;
Providing the necessary workforce intelligence to understand, measure and monitor the effect of talent decisions on the business;
Using HR data to provide deeper workforce insights and make evidenced based decisions;
Understanding the process for developing a strategic workforce plan.
Workshop participants will come away with a wealth of knowledge on how to better manage their most vital intangible asset – their people. They will emerge with new insights that will fundamentally change the way that they make decisions about their workforce.
In addition, participants will have the opportunity to network and learn with other peers from diverse industries with keen insights and valuable experiences.
Workshop Design and Content
The design of this workshop incorporates the following models and concepts:
The 5 ways to build human capital;
The 3 types of capabilities/competencies from organisational through to individual;
Segmenting and categorising roles according to a skills’ based model (i.e., skills value and skills uniqueness) – the most prominent conceptual model in the theory of HRM architecture;
The psychological contract (or employer/employee relationship) and its relevance to profiling the Employment Value Proposition (EVP);
The people data cube for categorising, analysing and reporting the 3 types of human capital data (i.e. HR analytics).
The approach combines education and application, including an interactive format, exercises and activities
Module 1: Workforce trends including digital disruption
Analysing the 4 key trends shaping the future of work
Digitisation: What it is, what it means and its impact on organisations, jobs and people
Common misconceptions about innovation and technology
Developing a digital workplace strategy
Identifying the 8 key steps in digital workforce transformation
Exploring the extended role of the HR Director/Manager in the digital world
Exercise: Digitisation Impact in Your Organisation
Module 2: A “4M” approach to SWP – Mindsets, Models, Measures and Methodology – Building the right foundation to effectively manage your most valuable intangible asset (model 1)
Introductions, workforce management challenges/issues and needs
The business case for strategic workforce planning
A definition of strategic workforce planning
How strategic workforce planning differs from conventional workforce planning
The 12 deadly traps of strategic workforce planning
The 5 ways to build human capital – A dynamic model to enhance organisational performance and sustainability
Exercise: Determining the status or maturity of your workforce strategy.
Module 3: The new focus on strengthening organisational critical capabilities and core competencies (model 2)
A 3 layered model of capabilities and competencies that drive the business forward – (1) Critical or differentiating organisational capabilities, (2) core organisational competencies, and (3) individual job competencies
Understanding the 9 key drivers of these organisational capabilities and competencies
Linking these 9 key drivers to the importance of various roles
Exercise: Identifying the critical capability/capabilities and core competencies of your organisation
Module 4: Maximising the ROI from your Workforce using a Best Practice HRM Architecture, Workforce Segmentation and Role Analysis Model (model 3)
Why segmentation is fundamental to treating workforce assets as a portfolio that can be managed, including analyzing and reporting on those assets
Why traditional job evaluation methodologies and hierarchical workforce segmentation models have reached their “use by date”
Identifying Critical Roles including understanding how these roles create value in contributing to the business strategy and outcomes
The 4 universal role categories based on a skills workforce segmentation model grounded on 2 dimensions of skills: (1) valuable skills and (2) unique skills
Differentiating between “make” (develop people in-house) versus “buy”(acquire people ready-made or rent or outsource) roles
One size doesn’t fit all: How to maximize the ROI from your workforce by developing differentiated HR policies and practices for various workforce segments (includes performance management, rewards and remuneration, training and development, career advancement, and recruitment and selection)
Case Studies (includes Modules 2 & 3):
Major Telco in South East Asia: Workforce Reconfiguration and Labour Cost Reduction
Large global mining company, BHP: Critical Role Identification and Performance
Exercise: Analysing roles in your organisation.
Module 5: Employment Value Propositions (EVP) and the psychological contract – Linking recruitment to the workforce strategy (model 4)
Understanding the difference between the employment brand and the Employment Value Proposition (EVP)
The psychological contract and its relevance to the EVP or the “deal”
Profiling EVPs (including both the tangibles and intangibles) for various workforce segments and roles
Linking EVPs to engagement, retention and the business strategy
Linking EVPs to Realistic Job Previews (RJPs) – How to manage pre-employment expectations?
Exercise: Profiling the EVP for a role in your organisation.
Module 6: HR data analysis and reporting: The key to unlocking the true value of your data and assessing workforce risk (model 5)
Measuring what matters – categorising the 3 types of human capital data: (1) Demographic, (2) Organisational Process, and (3) Predictive data
How to configure and integrate the various types of HR data using the ‘People Data Cube’
3 types of data analysis using workforce analytics: Putting your workforce questions and problems through an analytical lens
HR analytics: How to develop deeper workforce insights and make evidence based people decisions from your existing HR data
Forecasting future recruitment needs;
Measuring and reporting on the effectiveness of your recruitment and selection processes
Fast Growing Government Organisation in Australia: HR Dash Board Reporting
Exercise: Assessing the state of HR analysis and reporting in your organisation.
Module 7: Developing a Strategic Workforce Plan
The 7 key steps involved in developing a Strategic Workforce Plan
Responsibilities of HR versus Executives and Line Management
Review and Wrap Up
Key learnings and take aways
Who Should Attend
This topic is of fundamental interest to those concerned with strategic workforce planning, recruitment, talent management and planning, workforce modeling, workforce reconfiguration and optimization (including business planning or contraction), skills development and shortages, aligning workforce with business strategies, and maximizing the ROI on their people.
This workshop is targeted but not necessarily limited to the folowing:
HR Directors and Executives
Senior HR Professionals
Talent Management Professionals
Workforce Planning Professionals
Business and strategic planners
from across all industries
The workshop program will broadly follow this structure and scheduling.
08:30 Registration and coffee
09:30 Module 1: Workforce trends including digital disruption
10:00 Module 2: A “4M” approach to SWP – Mindsets, Models, Measures and Methodology
10:45 Morning tea refreshments and networking break
11:00 Module 3: Strengthening organisational critical capabilities and core competencies
12:00 Module 4: HRM Architecture, workforce segmentation and role analysis
12:30 Networking Luncheon
13:00 Module 5: Employment Value Propositions (EVP) and the psychological contract
14:00 Module 6: HR data analysis and reporting
15:00 Afternoon refreshments and networking break
15:15 Module 7: Developing a Strategic Workforce Plan
16:00 Review and Wrap Up
16:30 Workshop concludes
To cover costs we need to charge a nominal fee
Late bookings – 10% late booking fee.
You do not need to be a member of SIOPSA to register for this workshop
Attend this workshop as a GUEST, or even better, why don’t you sign up for membership
Your invoice will be generated from the SIOPSA website, EFT and credit card payments facilities are available. Your registration will only be confirmed on proof of payment.
Please forward proof of payment to firstname.lastname@example.org.
Delegates that arrive on the evening without proof of payment or booking, will be expected to complete a registration form and sign the signature list.
*** No shows will not be refunded and please take note of our 72 hour cancellation policy***
We look forward to seeing you soon!