Transcript Slide 1

Workforce Planning
Mastering the Art of the 4 B’s
Build, Buy, Borrow and Boost
Alan Lee
Director of Executive Search
Talent Connections, LLC
Ranked #86 on the 2007 Inc. 500 Magazine list of the
Fastest Growing Private Companies
Making the Connections to Recruit Top Talent
The Critical Lingo for Recruiting – the 4 B’s of
Workforce Planning
Build
How well do you draft, sign and develop talent?
The Atlanta Braves, 14 consecutive division titles 1991-2005
Buy
How strong are you in the free agent market?
The New York Yankees, 4 World Championships in last 10 years
Borrow
How quickly and effectively do you supplement your team?
The Chicago Bulls 1991-93, the 1st “three-peat” in 27 yrs
Boost
How aware and humble are you - knowing you need outside help?
Tiger Woods, now 31 years of age and with the early guidance of Butch Harmon, has
had an unprecedented career since becoming a professional golfer in the late
summer of 1996. He has won 81 tournaments, 61 of those on the PGA TOUR,
including the 1997, 2001, 2002 and 2005 Masters Tournaments, 1999, 2000, 2006
and 2007 PGA Championships, 2000 and 2002 U.S. Open Championships, and
2000, 2005 and 2006 British Open Championships. With his second Masters victory
in 2001, Tiger became the first ever to hold all four professional major
championships at the same time. He is the career victories leader among active
players on the PGA TOUR, and is the career money list leader.
The Critical Lingo for Recruiting – the 4
B’s of Workforce Planning
Build
 Core positions that drive your company to success
now and in coming years
 Typically these hires lead to Leadership and
Executive roles
 Ideally, these roles are filled by corporate recruiting
with a keen eye on internal sourcing
 These roles lend themselves to dedicated internships
and a comprehensive college/campus program
 These roles permit premium spend on sourcing,
recruiting, training, compensation and leadership
development
 HR and Management collaboration is critical
 High retention levels are imperative for these roles
The Critical Lingo for Recruiting – the 4
B’s of Workforce Planning
Buy
 These are critical execution roles this year that are
NOT in the core
 These positions may be priced at premium, but likely
at market or discount if you can get it
 Accept a 2-3 year commitment with
replacement….mercenaries OK!
 Be careful in over-dedicating internal recruiting
resources for these roles
 Avoid investing in Training and Development here
 High retention is less critical
 Identifying and fostering relationships with capable
search partners (contingency, contained, retained) is
critical to quickly supplement recruiting team
The Critical Lingo for Recruiting – the 4
B’s of Workforce Planning
Borrow
 These are temps, contractors, contract-perm
placements for ST impact and, possibly, permanent
(LT) “buy” impact
 If feasible, use full hiring process (assessments,
background checks, drug test, etc.) to mitigate risks
 These are NOT on the core and need to be priced
efficiently and accurately – drive for a discount if you
can get it
 Only in special conditions, do these roles need to be
filled with internal recruiting resources
 Identifying and fostering relationships with capable
staffing partners is critical to quickly supplement
recruiting team
The Critical Lingo for Recruiting – the 4
B’s of Workforce Planning
Boost Options:
 Recruiting Process Outsourcing (RPO) due to need for
immediate, ST, or project impact
 Recruiting Consulting – ATS selection, process mapping,
recruiter training, policy development, interviewer training,
etc.
 Recruiting Audit – an expert partner to benchmark your people,
process, policies and technology
 Talent Assessment Tools – vendors deliver you the
development, implementation, user training and testing
(predictive validity and adverse impact)
 Critical and strategic competency needed and NOT delivered by
HR leadership (i.e. workforce planning, succession planning,
leadership inventory, leadership acceleration/development
Workforce Planning - The 4 B’s to Build The Optimal Organization
Build, Buy, Borrow &
Boost Talent Strategy
Executive
•Strategic
•Efficient
Leadership
•Aligned
Buy
BUILD
Boost
•Tactical
Your “SEAT” at the
table comes by
adding value to the
PEOPLE event in
your business both
strategically and
tactically
Managers/Specialists
Buy
BUILD
Borrow
Boost
Entry Level Roles
BUY
BUILD
BORROW
BOOST
If you are NOT relevant and willing, you will NOT be at the table….you will be asked to “go
execute tactics”
Workforce Planning – The Typical, Non-Optimal Org.
“Butts in seats”
mentality
Executive
•Reactive vs. Proactive
•Driven by Hiring Mgrs.
orders for talent fast
Leadership
•Not aligned to a
business strategy
Buy
BUY/ build
Boost
Your impact is centered
on your ability to react
and execute on client
requests for
talent…you never have
the data to jump ahead
of the curve and BE
STRATGEIC
Managers/Specialists
Buy
BUY/build
Borrow
Boost
Entry Level Roles
BUY
BORROW/ build
BOOST
Again, if you are NOT relevant and competent, you will NOT be at the table….you will be
asked to “shut up and go color”
The TRUE ROI of Recruiting work
100%
100%
Talent Acquisition Capacity %
75%
50%
25%
Workforce Planning Expertise
HR/Talent Acquisition Work
WPE x S/SE = Talent Acquisition Capacity %
Workforce Planning Imperatives
...Plan right to execute right
Questions to ask Executives and other Hiring Leaders:
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Are you ready to align our People Strategy with our Business Strategy?
Let’s start at the goal line and drive back – define success then work back to it – “what will
it take to achieve X?”
What talent makes the most impact, least impact now, next year, etc.?
What talent is permanent vs. ST?
What do you see as our core career path? Why?
What talent is at the core for building the future leadership?
What talent is off of core, but necessary for execution now, next year, etc.?
What will talent cost? What are premium, par, discount segments and where do we spend
our limited funds?
Are our resources aligned to deliver on the most critical hires, do we even have a priority
hierarchy for sourcing and staffing? If not, let’s do it…I’ll help.
Outputs:
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Deliver a comprehensive Workforce Plan –current year, next year
Align HR resources (specifically recruiting resources) to highest priority associate segments
Get everyone on the same page and keep them there – document the plan!
Measure ALL results against the plan….regularly and spontaneously
OK, but my company is different, you don’t understand?
Advance this capability and set the stage
to WIN the War for Talent
Planning Modes:
Advanced Company:
• Business Planning is connected to Human Capital
Planning (same Business Leaders engaged)
• EVP HR, Recruiting Leader and other HR leaders
facilitate routine and drive results
• Executive Planning –Leadership Talent Development
Committee’s exist (TDC’s)
• LOB Planning – Functional TDC’s aligned with Line
TDC’s
• HR with CEO drives accountability to ensure
progress/success in concert with Business Planning
• Success depends on talent acquisition, retention and
management expertise
Where is your company today and where do you want to be SOON?
Intermediate Company:
• Strategic relationship with Executives exists,
but has not been leveraged
• Need for methodology infusion including
data, process, tools, etc. for HR Exec or
Recruiting Leader
• Engagement exists in the need to improve,
but willingness/investment in following
quality process is inconsistent
• Success today depends on Employment Brand
and/or Executive expertise, but it is NOT
scalable or predictable
Where is your company today and where do you want to be SOON?
Beginner Company:
• Need to partner and bring strategic process to Executives, but
they are too busy or apathetic
• 100% reactive recruiting with moderate to poor results, but it
could be so much better
• Retention issues and Quality hiring inadequacies prevail, yet the
company has great potential
• Conviction from HR leaders that People Strategy is “off mark”
from Business Strategy, but the conversation is not
happening….either a leadership issue or not high on the priority
list of critical opportunities
• Immediate opportunity to infuse 4 B’s into talent discussion to
change talent paradigm….act now or pay later!
• Success depends on talent acquisition, retention and
management expertise
• Underestimated savvy and competence of the desired candidate
exists and must be fixed ASAP
• There exists a multitude of “low hanging fruit” for an
immediate BOOST
• Everyone knows talent is the key to the future, but it is not
talked about strategically and tactically
Where is your company today and where do you want to be SOON?
OK, let’s share a REAL example
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Need to retain talent
Minimal HR dollars to invest on highest leverage gains
Major need to identify leaders
Enormous task to accurately develop and retain leaders
Compensation strategy needs to match talent acquisition and
development strategy
Must sustain performance standards
Must maintain cultural drivers
Crisis is….get efficient (CPH, Days to Fill) ASAP
Sober realization that it’s all about TALENT
Hard core “cost vs. value” discussions with every Executive
leader working with current budget
So, you are in charge of “talent”….what do you do?
Workforce Planning - The 4 B’s to Build The Optimal Organization
Build, Buy, Borrow &
Boost Talent Strategy
Executive
•Strategic
•Efficient
Leadership
•Aligned
Buy
•Tactical
BUILD
Boost
Your “SEAT” at the
table comes by
adding value to the
PEOPLE event in
your business both
strategically and
tactically
Managers/Specialists
Buy
BUILD
Borrow
Boost
Entry Level Roles
BUY
BUILD
BORROW
BOOST
Consulting Guide for Recruiting Managers
BASIC Workforce Planning- shift to Build
Initial Forecast from the Green/Red Analysis
Department
Headcount
Buy/borrow
Green Jobs
BUILD
Projected
Attrition %
2006 College
or Entry
Slots
Red Jobs
Sales
350
120
230
23%
53
Operations
80
30
50
25%
13
Marketing
71
21
50
20%
10
Finance &
Legal
61
25
36
15%
5
IT
45
35
10
39%
4
HR
15
3
12
15%
2
TOTAL
622
234
388
24%
87
+++This model is also effective in downsizing situations
Outcomes in a Robust Build Strategy
The Value Proposition
 Improved ROI from “Draft and Free Agent mix” vs. “Free
Agent only” mix with focused investment in training and
development
 Further leverage Training/Development core competency
 The Employment Brand is naturally positioned to integrate
high quality college graduates and entry level talent in all
markets Focused compensation spend for the highest LT ROI
 Increased internal promotions, morale and retention
 Improved Associate Satisfaction, retention and productivity
 Highly motivated and engaged recruiting team operating
with a clear focus and increased credibility with clients
 Increased career progression within functions and across all
departments towards leadership bench/depth
So, how does the recruiting work change?
Recruiting Before
Typical, “Free Agent” Recruiting
External
Experienced Hire
Manager
Vice President
Manager
Manager
A
A
A
A
A
A
A
A
A
A
A
= 10% - 20% Increased fixed costs
= Flat to negative Associate engagement/response
= No Succession Event
= No Promotions
Recruiting After Robust Build Strategy executed fully
Vice President
Exiting Position
Manager
Manager
Manager
A
A
A
A
A
A
A
A
A
A
A
= 3 Promotions
= Flat to increased Associate satisfaction in all department roles
= Succession event occurs
= Decreased fixed costs
External
College Hire
Workforce Planning
Mastering the Art of the 4 B’s
• Discussion
• Q&A
• Presentation via email
Alan Lee
Director, Executive Search
Talent Connections, LLC
[email protected]
www.talentconnections.net
175 Inverness Approach
Roswell, GA 30075
T 770-552-1550 EXT. 213
F 770-992-3521
Making the Connections to Recruit Top Talent
www.ForContractRecruiters.com
Copyright 2007 Talent Connections, LLC All Rights Reserved