HR Analytics and Innovations in Workforce Planning

Tony Miller

• Publisher: Business Expert Press
• Year: 2016
• Print ISBN: 9781631576225
• eBook ISBN: 9781631576218
• Topic: Business
• Subtopic: Gestione delle risorse umane
• Index: Business

The very latest research shows that a process approach to interviewing provides greater structure and has the potential for significantly reducing bias. Learn how to deter and filter the poor performers and benefit from structured prewritten score able questions that will really make a difference to interviewing effectiveness and securing talented people. In a time when all organizations are striving to get the best talented people, it makes sense for organizations to upgrade and review their interviewing procedures and incorporate whatever techniques are available to reduce interviewing errors. The evidence shows that many HR functions have failed in the past to understand the long-term financial consequences of poor performance or to realize that talented people do so much more work than other employees. Financial examples are shown in this book using data from the 2015 work done survey. Successful talent recruitment is critical to any organization's long-term success. This book gives you a detailed guide to the entire nine-step process with worked examples.

CHAPTER 1

Manpower Planning vs Old Workforce Planning

1.1 What’s the Difference Between Manpower Planning and Old Workforce Planning?

These are exciting times for HR, but we need to understand the significant change that is taking place, as organizations need to see results.

Old Manpower planning was definitely focused on retrospective data. It was also a tactical rather than a strategic tool of the business. Its prime focus seems to have evolved into producing as much retrospective management information as possible and to be able to answer all management queries relating to past manpower events. There is little evidence to support that old Manpower planning was little more than a data producer. Almost 95% of its total activities were devoted to data farming and providing information on a monthly and quarterly basis.

Looking at just some of the reporting areas of the old-style manpower planning will be enough to depress anybody. Managers, believing they were getting useful information would get vast amounts of data-ladened reports; little if any of the information contained therein was of much practical use, particularly when looking at or developing future strategic plans.

Many of the formulas used by the old-style manpower planning were based on very old formulas, and as we know now, most of those have no practical business use. I have traced over 55 such formulas and less than 10 of them have any real business benefit in today’s fast-paced organizations. We must also remember that when many of these formulas were written, it was in a time before the computer revolution.

In concluding about the Old Manpower planning,

• it was tactical rather than strategic

• it used retrospective data and produced retrospective reports

• most of the formulas used were not suited for modern business

• Little evidence that specific dedicated computer programs were used.

1.2 Information Provided by Old-Style Manpower Planning. Driven by the Volume of Information Mostly Retrospective

Information on jobs.

Number of jobs.

Whether temporary/permanent/shift/day work/hour.

Department/section.

Occupation and level in organization.

Skills and education and knowledge required.

Information on people.

Number of employees.

Temporary/permanent/shift/day work/hour.

Skills and education level achieved.

Grade/salary.

Sex.

Age.

Date started (length of service).

Information on jobs.

Number of jobs.

Whether temporary/permanent/shift/day work/hour.

Department/section.

Occupation and level in organization.

Skills and education and knowledge required.

Information on people.

Number of employees.

Temporary/permanent/shift/day work/hour.

Skills and education level achieved.

Grade/salary.

Sex.

Age.

Date started (length of service).

Number of leavers.

Temporary/permanent/shift/day work/hours.

Date of leaving and length of service at leaving.

Reason for leaving.

Age on leaving.

Grade/salary.

Sex.

Education/skills.

Overtime and contractors and agency staff.

Overtime and contractors used.

Department.

Occupation.

Reason.

Number of vacancies—temporary/permanent.

Department.

Occupation and level.

Reason for vacancy—(leaver, unrequisitioned establishment, etc.).

Whether advertised or being advertised.

Whether filled by agency staff.

Length of time unfilled.

Information on recruits.

Number of recruits.

Temporary/permanent/shift/day work/hour.

Date of starting.

Age at recruitment.

Grade/salary.

Skill and education level.

Source and method of entry.

Sex.

Occupation and level in organization recruited to.

Number of promotions.

Temporary/permanent/shift/day work/hour.

Date of promotion.

Reason for promotion.

Grade/salary promoted from and to.

Skill/education level.

Sex.

Age.

Occupation and level in the organization promoted

from and to.

Length of service.

Number of employees absent.

Days lost.

Occupation and level in the organization.

Grade.

Age and Sex.

1.3 New Workforce Planning Now More Correctly Referred to as HR Analytics—Driven by Quality Information—Mainly Predictive

The future of New Workforce Planning transforms it into a specialist function. Statisticians, HR specialists, strategists, and creative types all have their place in this fast developing and most exciting function within HR. What’s different—everything!

New workforce planning uses retrospective data but presents it as predictive data always accompanied by an explanation and professional advice. Specialist software is needed as new workforce planning requires sophisticated tools enabled to predict, cost, and show workforce requirements and trends in the future. What’s needed for this new workforce planning?

• Strategic thinkers, not tactical personnel

• Greater use of creativity than ever before to provide innovative and competitive advantage

• Masters of predictive information with solutions

• Masters of measurement for the five indicators on the productivity dashboard

• Ability to produce information with financial implications/benefits.

• Creators of measurable added value

• 95% of the work carried out by new workforce planning is predictive

• ability to use a range of specialist software needed in new workforce planning

Critical information forecast:

Trends Age, Sickness, Organizational stability forecast

Predictions When to reorganize using the MILLER model, skill, and working pattern changes

Correlations Time off/smokers, Training/productivity, etc.

Costs Cost of recruitment, training, staff turnover, lost time, and reliability

Critical periods for Business process Re-engineering, Organizational structure Re-modeling

Strategic Planning—For short, medium, and long term. Developing plans for emergency, growth, and contraction.

Focus—using every opportunity to maximize the Human capital

New Workforce Planning requires new and innovative software, new models, and above all software that provides predictive information. It is no longer accep...

Table of contents

• Cover
• Half Title Page
• Title Page
• Copyright Page
• Dedication
• Contents
• Acknowledgments
• Introduction
• Chapter 1 Manpower Planning vs Old Workforce Planning
• Chapter 2 Strategy and New Workforce Planning Role on the Strategic Map
• Chapter 3 Organizational Design and Supervisory Ratios
• Chapter 4 Productivity
• Chapter 5 Trends and Correlations
• Chapter 6 Use of Predictive Techniques
• Chapter 7 Formulas and Unit Costs
• Chapter 8 The New Productivity Dashboard
• Chapter 9 Workflow Management/Business Process Re-engineering
• APPENDIX 1
• APPENDIX 2
• APPENDIX 3
• How to Rightsize any Organization—the Mathematics Involved
• Bibliography
• Index