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Building a People Analytics

Strategy
Sam Hill
Workforce Dimensions
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Building a People Analytics Strategy
 Sam Hill
Founder
Workforce Dimensions
sam.hill@workforcedimensions.co.uk

@sam_hill_wfd

https://uk.linkedin.com/in/samuelhill68

+44 (0) 7540 783 211

Sam Hill
Section 1

CONTEXT
Defining People Analytics | Maturity Levels | Adding Value | Barriers to Success |
Broad Capabilities
 Definition
Our definition for People Analytics:

Utilising investigative techniques to understand the contribution that people make to

business performance.

To inform and enable data-driven decisions intended to maximise this contribution.

 Stages of Maturity
5 Prescriptive

4 Predictive People Analytics > Adding Value through Insight

3 Diagnostic

2 Descriptive

Workforce Reporting > Providing Information

1 Operational
 Stages of Maturity
5 Prescriptive

4 Predictive People Analytics > Adding Value through Insight

Project Focus
3 Diagnostic

2 Descriptive

Workforce Reporting > Providing Information

1 Operational
Process Focus
 Scope of People Analytics
Limitless
Scope

Community Analytics

Organisational Analytics

HR Analytics

Limited
Scope
 Value Add People Analytics
• Telling your audience something
Insightful they didn’t already know

Relevant • About something that matters

• Which will realistically trigger a

Actionable meaningful intervention
 Value Add People Analytics
Or may not attach
• Telling your audience something significance to – we
Insightful they didn’t already know need to be prepared for
the ‘so what’ response

‘Quantity’ is not our

Relevant • About something that matters success measure

Can they (we) mitigate

• Which will realistically trigger a
Actionable meaningful intervention
the risk or maximise
the opportunity?
 Stages of Maturity
5 Prescriptive

4 Predictive

What are the barriers to moving

3 Diagnostic beyond Descriptive Reporting (Level
2?)

2 Descriptive

1 Operational
Commonly Articulated Barriers
To Execute Reporting To Execute Analytics
Data Quality Reporting Foundations

Metrics Executive Support

Technology Technology

Capability Capability

Capacity Capacity
 Ability to Execute
Focus on Reporting

On a scale between 0-5 (0 being low, 5 being high) how would you rate the
following in your organisation?

Data Quality Do we have the breadth, depth, confidence in and accessibility to the data we need to
support our workforce reporting?
Do we have access to a comprehensive catalogue of well defined people metrics?
Metrics

Technology Can we stage data sets from multiple sources, and provide a good standard of ‘canned’
reporting to our audience(s)?

Reporting Capability Do the skills exist to maximise the value from this enablement technology?

Capacity Are we adequately resourced to meet customer demand?

v

Source: Workforce Dimensions Limited

 Sample Output

Assessment of broad ability to execute Workforce Reporting

Data

Data 1.5 1.5

Capacity Technology
Metrics 3.0
3 3.0

Technology 3
Capability 4 3.0 4.0
Capability to
Metrics
Report
Capacity 3
Source: Workforce Dimensions Limited
 Data: Failure Points
Perfection
100%

Subjectivity

Timing

Data Accuracy
Data
Capture
Reporting
Accuracy

Diminishing Data Integrity

 Data: Failure Points
Perfection
As People Analysts:
100%

Subjectivity
We should recognise
Timing these realities

Data Accuracy
Data We must influence this
Capture
Reporting
We are responsible for
Accuracy
this

Diminishing Data Integrity

 Ability to Execute
Focus on Analytics

On a scale between 0-5 (0 being low, 5 being high) how would you rate the
following in your organisation?

Reporting Foundations
Executive Support
A robust reporting foundation creates the opportunity to analyse – are confident we have
this?
Do senior management understand the value People Analytics can provide? Will they
support us to engage with their business?

Focus Do we have a clear idea where to focus our scarce resource? Have we isolated the value
add investigations that are relevant to this organisation?
Analytical Capability To what extent are our analysts able to execute value add analysis?

Capacity Are we adequately resourced to meet customer demand?

v
 Sample Output

Broad assessment of ability to execute People Analytics

Ability to Execute
Reporting

Reporting Foundations 2.9 2.9

Executive Support 4 Capability

4.0 Support
1.0
Focus 1
1.0
Analytical Capability 1 3.0

Focus Capacity
Capacity 3
 Capability
• High performing companies
80% have an urgent People
Analytics need

• Reported little or no
85% Analytical Capability in HR

Source: IBM Survey

 Context
Harvard Business Review July - August 2015:

 CEOs know that they depend on their company’s human resources to achieve success.

 Businesses don’t create value; people do.

 But if you peel back the layers at the vast majority of companies, you find CEOs who are
distanced from and often dissatisfied with their chief human resources officers (CHROs) and
the HR function in general.

 Research by McKinsey and the Conference Board consistently finds that CEOs worldwide
see human capital as a top challenge, and they rank HR as only the eighth or ninth most
important function in a company. That has to change.
 Capabilities
The discipline and knowledge that enables An adeptness at articulating the
focus on relevant investigations. significance of insight and the ability to
craft – and make a case for – a workable
The ability to craft simple, concise, but intervention strategy
actionable conclusions
The gravitas to build relationships and to
A curiosity and a passion for problem communicate findings and
solving recommendations to clients
Top Level
Characteristics

Providing Data Foundations

The skill to stage data and design systems with workforce reporting and
analytics in mind - and a passion for data quality

An ability to act as the interface between HR and IT on major projects and

implementations
 Capabilities
The Mindset for successful People Analytics

The discipline and knowledge that enables An adeptness at articulating the

focus on relevant investigations. significance of insight and the ability to
craft – and make a case for – a workable
The ability to craft simple, concise, but intervention strategy
actionable conclusions
The gravitas to build relationships and to
A curiosity and a passion for problem communicate findings and
solving recommendations to clients
Top Level
Characteristics

Providing Data Foundations

The skill to stage data and design systems with workforce reporting and
analytics in mind - and a passion for data quality

An ability to act as the interface between HR and IT on major projects and

implementations
 Investment in Human Capital
Country US UK China France

Human Assets 244 27 110 24

Physical Assets 62 6 49 8

Investments in Physical v Human Assets (In $ Trillions)

Source: Korn Ferry
Country India Brazil South Africa Australia

Human Assets 80 32 7 12

Physical Assets 48 13 4 5
Section 2

WHERE TO FOCUS
Mind map for a People Analytics Strategy | Applying Further Focus
Key Employee Segments and Roles | Audience Differentiation
People Analytics: Starting Point
Business Strategy

Workforce People Analytics HR Process &

Issues Function
Strategy
 People Analytics: Mind Map
 Stated Aims

Business Strategy
Strategic
Programmes + Workforce Plan
Initiatives
People Plan
 Graduate Scheme
 Agile Working

 Attraction  Staffing
 Diversity Workforce People Analytics HR Process &  L&D
 Staff Turnover Issues Function  Performance
Strategy Management + Reward
(Resignations)
 Management  Employee Benefits

Challenging
Assumptions

 Workforce Stability v Profit

 Commute Distance v
Sample Only | Will differ by organisation Retention
 Applying Further Focus
Three Considerations

 Will an investigation in this area potentially deliver value?

Insightful > Relevant > Actionable

 Are we prioritising our efforts on critical Employee Segments?

 Our we differentiating our proposition by Audience Segment?

 Key Employee Segments
High

Idiosyncratic Mission Critical

Unique but not Unique and critical to

generally critical to the the business
business
Uniqueness
Business
General
Specific

Common and fairly Critical to the business,

replaceable but fairly common

Low High

Business Impact ‘Mapping Human Capital Architecture’

Types of Human Capital
Source | Scott Snell
 Key Employee Segments
High

Idiosyncratic Mission Critical

Example: Example:
Legacy IT System 30 goal a season
Expertise footballer
Uniqueness
Business
General
Specific

Example: Example:
Administrative Staff Airline Pilots

Low High

Business Impact ‘Mapping Human Capital Architecture’

Types of Human Capital
Source | Scott Snell
 Key Employee Segments
How do job roles map
High
in your organisation?

Uniqueness

Low High

Business Impact
 Job Roles
Key Points:

 A Job Role indicates explicitly what a person does

 It is the language that the business uses – not ‘grade’, not ‘salary band’

 Job Role is an important dimension for People Analytics – and vital for Strategic Workforce
Planning

 Identifying Critical Job Roles brings additional focus and value

 Audience Segments
Who are our audience segments? What do they need?
 Audience Segments
Audience Segment We Want They Need Example

HR Executive To gain support and credibility; to ensure Meaningful, trusted information and Within 5 years 40% of workers with a
People Analytics is a key input into HR insight critical skill set will be eligible to retire
decision making

HR Business Partners Them to act as a two-way conduit Enablement and empowerment to On-demand dashboards showcasing
between the Centre of Expertise and the deliver meaning information and key people measures with support on
Business insight to their customers interpretation

Line Managers To facilitate Self Service Relevant, clearly defined and Trended absence rates against target
understood measures

Senior Management Their approval for a particular intervention The projected return on investment A proposal to introduce a development
strategy (ROI) programme that will up-skill staff to use
new technology

Shareholders Continued or new investment Evidence the business is investing in [see above]
the workforce, and this investment is
aligned with corporate strategy

Sample Only | Will differ by organisation

Section 3

BUSINESS STRATEGY
Strategic Aims | A Focus on Retention
 Strategic Aim
IT Services and Consulting Firm

• Key Strategy to grow I.P.

• Critical Job Role(s): Developers (Existing Cohort of 950)

 Retention is a Risk
IT Services and Consulting Firm

• Key Strategy to grow I.P.

• Critical Job Role(s): Developers (Existing Cohort is 950)

• Resignation Rate for Developers had increased from 6% to 11% in the

last six months
 Strategic Imperatives: in your
Organisation
Strategic Imperative Workforce Implications and / or Risk Workforce Intervention
 Retention Basics
Why is Retention Who do we want Retention
Important? to Retain? Strategy Options
 Retention Basics
Why is Retention Who do we want Retention
Important? to Retain? Strategy Options
Differentiated Reward
Good Performers
Strategies
Stability
High Potential
Better Onboarding
Hold Knowledge
Critical Skills
Development Pathways
Keep Expertise
Scarce Skills
Predict ‘Flight Risk’

Find a Focus Area Devise a Plan Execute and Measure the Plan
Segment the Workforce
Entire Cohort
950 Headcount

Very Good and Average and Poor

Good Performers Performers
640 310
Segment the Workforce
Entire Cohort
950 Headcount

Very Good and Average and Poor

Good Performers Performers
640 310

New Wave Skill

Legacy Skill Set
Set
425
215
 Segment the Workforce
11%
Entire Cohort

Resignation Rate

13% 7%
Very Good and Average and Poor
Good Performers Performers
640 310

14% 12%
New Wave Skill
Legacy Skill Set
Set
425
215
 Craft a Plan
Entire Cohort
950 Headcount

Very Good and Average and Poor

Good Performers Performers
640 310

Reward and Training and

Flexibility Development
Strategy New Wave Skill Strategy
Legacy Skill Set
Set
425
215
Execute and Measure Success
10%
Entire Cohort
Resignation Rate

7% 20%
Very Good Average and
and Good Poor
Performers Performers

8% 6%

New Wave Legacy Skill

Skill Set Set
Section 4

WORKFORCE ISSUES
Attraction | Diversity | Staff Turnover (Resignations) | Manager Dissatisfaction
 A typical Workforce Issue
Metrics
Sickness Absence The rate of sick absence has
increased from a typical 4.5% of
ABC Corporation: days lost to 6.2% in the last 3
months
Contact Centre (Kent)
Concerns
Are we incurring direct costs in
the form of overtime to cover for
increased absence levels?
Will customer service be
compromised? Will this impact
future revenues?
Potential Cause
Uncertainty after recent
announcement of a merger may
have impacted employee
engagement
In your organisation?
Metrics Concerns Potential Cause
 Attraction Funnel
Volume of Applicants
Is the
problem
Worthy of Interview here?

Typically measured Required Standard Do we

using internal HR narrow the
efficiency measures diversity of
Employment Offers our talent
And it’s OK to pool?
measure process
success IF the Acceptances
business gets the
recruits it wants… Starts But what if it
doesn’t?
 Diversity
A Definition

Diversity is differences in racial and ethnic, socioeconomic,

geographic, and academic/professional backgrounds.

People with different opinions, backgrounds (degrees and social

experience), religious beliefs, political beliefs, sexual
orientations, heritage, and life experience.

Image Source | Noun Project

 Staff Turnover: How People Exit
Employee Action
 Resignation

Employer Action
 Dismissal (Performance or Conduct)
 Redundancy
 Divestment or TUPE Deal

Other
 Retirement
 Ill Health
 End of Fixed Term Contract
 Why do people resign?
Internal Factors External Factors Other
 Typical Resignation Reasons
Internal Factors External Factors Other

Pay Personal
Circumstances
Career
Prospects
Job Market
Development
Opportunities
Quality of Work
Conditions
Change of
Location
Quality of
Co-workers
 Some Other Reasons
Internal Factors External Factors Other

Qualification
Job Market
Experience

Share Price

Manager
Dissatisfaction
 Focus on Manager Dissatisfaction
“The single biggest decision you make…..is who you name manager. When you name
the wrong manager, nothing fixes that bad decision. Not compensation, not benefits,
nothing....” Gallup 2016

A growing number of workers are leaving their employers because of poor people
management (37 per cent) and cite it as a major shortcoming in the organisation
according to CEB (Gartner)

Poor People Management costs UK PLCs £84bn a year according to Investors in

People
 Cause of Manager Dissatisfaction?
Personal Characteristics Actions / Non-Actions Other
 Cost of Turnover
After Resignation – Before Exit After Exit – While the Position is In the weeks after a
Vacant Replacement starts
Consider:

Direct Costs

Indirect Costs
Section 5

HR PROCESSES & FUNCTIONS

Staffing | Employee Benefits | L&D | Performance Management & Reward
 HR Processes
“... HR perfect processes are the enemy of what is good
for the business.”

― Alec Levenson, University of Southern California

“... your job is not to get the business to do HR; HR’s

job is to assist the business to do their job.”

― Dave Ulrich, University of Michigan

 The Staffing Process

The Scenario

The Staffing Function has been tasked to make interventions that will shorten the
period it takes to fill vacancies

Metric: Average Time to Fill

 Efficiency v Effectiveness

Staffing Illustration: Consider Results before interventions

Time to Fill (‘The KPI’)

Engagement Average Performance

New Hire Failure Rate

 Efficiency v Effectiveness

Staffing Illustration: Consider Results after interventions

Time to Fill (‘The KPI’)

Scenario 1

Related Measures
stay the same or
improve

Engagement Average Performance

New Hire Failure Rate

 Efficiency v Effectiveness

Staffing Illustration: Consider Results after interventions

Time to Fill (‘The KPI’)

Scenario 2 
Related Measures
deteriorate

Engagement Average Performance

New Hire Failure Rate

 Employee Benefits

• Aviva, is to give its16,000 workers in the UK the same

entitlement to carers' leave as for parental leave

• Four unpaid weeks a year

• The insurer will also offer 35 hours' paid leave a year for
planned events such as hospital visits and a further 35 hours
for emergencies

Source | The Sunday Times, October 2017

 Benefits in your Organisation?
Financial Time Off Development Perks Other
 Typical Benefits by Type

Financial Time Off Development Perks Other

Pension Annual Leave Professional Gym

Contribution Qualification Membership
Sabbaticals
Support
Stock Options /
Car Allowance
Share Incentives
Volunteer Leave Apprentice /
Graduate Season Ticket
Performance
Bonus Sick Pay Schemes Loan

Family Leave Discounts

Insurances
 Benefits: Assumption v Reality
Note: for illustrative purposes only
More
Important

 Bonus
 Work Challenge  Stock
Importance Options
Overestimated
 Flexibility
by Executives
 Pension  Base Salary
Contribution
 Child
 Manager
Care
Quality
 Season Ticket Loan

Less More
Important Important
Actual Importance to Employees
 Kirkpatrick Philips Model

Image Source: Equiteq Edge

 Kirkpatrick Philips Model

Image Source: Equiteq Edge

 ROI of L&D
Scenario:
A mobile phone retailer with over 200 stores is preparing for the launch of the latest handset
from one of the world’s best known technology companies.

The same handset, which deliver attractive profit margins, will also be stocked and retailed by
multiple competitors.

The vast majority of sales are made in the two weeks immediately after release. It is recognised
that the customer has a choice of retailers.

It is felt that expert knowledge of the handset, in its many versions, is a key differentiator in
terms of customer service – and the ability to recognise the opportunity, and then to upsell
associated products, is key to maximising revenues.
 ROI of L&D
Scenario:
The last time a handset was released, the organisation sent 100 customer service staff on a
half-day offsite workshop to learn about the product and its accessories in advance of launch.

Anecdotally the senior management team considered the scheme to be a great success and is
strongly considering a repeat of the programme.

However, opinion amongst local (store) management is divided, with many commenting that
‘the money could’ve been better spent elsewhere’

As a member of the People Analytics team, you see this as an opportunity to investigate further.
 ROI of L&D In the two weeks following the
launch of the new handset
Working with the Business you learn that last time:
• The average profit margin delivered by those attending the course was £810 greater than
those not attending the course
• Cost were incurred (predominately) in four ways The maximum number of
attendees that is operationally
viable

£810 100 £81,000 Total Benefit

Course Design £5,000

Course Delivery £34,000

Course Hosting £20,000

Opportunity Cost £20,000

£79,000 Total Cost

Calculation:
£2,000 (Benefit – Cost) / Cost *100

2.5% ROI
 ROI of L&D
Segmenting Benefit by Performance:

Average Margin Increase Attendees Total

High Performers £600 50 £30,000

Lower Performers appear
to gain more from the Mid-Level Performers £900 30 £27,000
course
Low Performers £1,200 20 £24,000

£810 100 £81,000 Total Benefit

Course Design

Course Delivery £34,000

Course Hosting £20,000

Opportunity Cost £20,000

£74,000 Total Cost

Increases once sunk cost of
£7,000 course design is removed

9.5% ROI
 Maximising ROI?
If we were to favour low performers:
Delegate Mix Reversed
Average Margin Increase Attendees Total

High Performers £600 20 £12,000

Mid-Level Performers £900 30 £27,000

Low Performers £1,200 50 £60,000 Predicting increased

benefits
£990 100 £99,000 Total Benefit

Course Design

Course Delivery £34,000

Course Hosting £20,000

Opportunity Cost £20,000

£74,000 Total Cost

And therefore a significantly
£25,000
better ROI
33.8% ROI
 Maximising ROI?
And if low performers were our only attendees:
Only Low Performers
Average Margin Increase Attendees Total

High Performers £600 0 £0

Mid-Level Performers £900 0 £0

Low Performers £1,200 100 £120,000 Predicting increased

benefits
£1,200 100 £120,000 Total Benefit

Course Design

Course Delivery £34,000

Course Hosting £20,000

Opportunity Cost £20,000

£74,000 Total Cost

And therefore a significantly

£46,000
better ROI
62.2% ROI
 In Summary
Only Low
In Summary: ROI Performers as
Delegates
62.2%

Favour Low
Performers as
Delegates
33.8%
Excluding
Course
Design Costs
Original
Programme 9.5%
2.5%

So what is our advice to the business?

Section 6

CHALLENGING ASSUMPTIONS
Workforce instability negatively impacts profitability | Our new estate strategy will not impact
employee retention
 Example Assumption
‘Workforce instability negatively impacts profitability’

Based on this assumption the organisation pays a loyalty bonus

The Analytical Mindset

• Treat the statement as a hypothesis

• Test the hypothesis
• Understand that there is value in proving the hypothesis true; and value in
proving it false
• Provide advice based on your investigation
 Subject: Retail Stores
Hig
h
Staff Turnover Rate
2012/13
Lo
w

Low Staff Turnover Rate 2013/14 High

 Subject: Retail Stores
Hig Profit per FTE
h Lower Quartile
Upper Quartile
Staff Turnover Rate
2012/13

Scenario 1:
The pattern does not suggest a
correlation between lower staff turnover
and higher profit.

Curtail the investigation

Provide Advice
Lo
w

Low Staff Turnover Rate 2013/14 High

 Subject: Retail Stores
Hig Profit per FTE
h Lower Quartile
Upper Quartile
Staff Turnover Rate
2012/13

Scenario 2:
The pattern does suggest a correlation
between lower staff turnover and
higher profit.

Provide Advice

But investigate further

Lo
w

Low Staff Turnover Rate 2013/14 High

 Example Assumption
The Scenario

An organisation are not renewing their leases on central London offices. On expiry
of each lease, staff will be moved to purpose built offices along the M25 corridor.

Employees will be relocated to the nearest office to their home postcode.

The average distance for employees from home to office will be reduced

‘Our new estate strategy will positively impact employee retention’

Section 7

PROGRAMMES + INITIATIVES
Graduates | Agile Working
 Graduate Programme
Scenario:
• Cohort of 20 Graduates
• Salary Cost £30k per Person
• Programme lasts 24 Months

Plus:
• Attraction Costs
• Onboarding Costs
• Costs of Running Programme (Direct and Indirect)
 Graduate Programme
Investment Timeline

Total Costs (£k per Month)

160
140
Onboarding
120
Costs
100 Salary Costs + Programme Costs Salary Costs
Attraction
80
Costs
60
40
End of
20 Programme
0

-6 Months Start Date 24 M 36 Months

 Graduate Programme
Projected benefit to be delivered by the cohort to the business
Total Costs v Payback (£k per Month) Costs Recovered
Excluding
160 Attraction and
140 Onboarding

120
100
80
60
40
20 Payback Starts Payback Positive

Start Date 21 M 36 Months

 Graduate Programme
But in reality there is a drop out rate of 35%
Total Costs v Payback (£k per Month)
160 Costs Not Yet
Recovered
140
- 2 Months
120 - 90k
100
-3 Graduates -4 Graduates
80 Resign Not Retained
60
40
20
Payback Positive

Start Date 3M 12 M 21 M 36 Months

 What’s the Problem?
Hypothesis 1: It’s one of the graduate managers….?

Manager Starting Exits within 3 months Exit at 1 year

Numbers
A 4 1
B 5 1 1
C 5 1 1
D 6 1 1

20 3 7

False
 What’s the Problem?
Hypothesis 2: It’s the source of the recruits….?

University Starting Exits within 3 Exit at 1 year Remaining

Numbers months Numbers
Russell Group 8 3 2 3
Traditional University 6 2 4
(non Russell Group)

Other 6 6

20 3 4 13

Investigate Further
 What’s the Problem?
Additional Questions

University Share of Attraction Costs Reaching Senior Positions within 5

Years

Russell Group Above Average

Traditional University (non Russell Average Similar Career Paths

Group)

Other Below Average

And so on….
 Agile Working
Scenario: An organisation is considering offering the option to some or all of its staff to work
from home.

What are the potential benefits or risks that this policy may bring to:

a) the organisation
b) the workforce?

How would this differ for various staff types?

 Homeworking

Organisation

Workforce
(The Employee)

Potential Benefit Potential Risk

Section 8

STRATEGIC WORKFORCE
PLANNING
 Defining Workforce Planning
Aim: reduce business strategy execution risks associated with the workforce

An Ongoing Process to:

 identify the workforce needs of the future
 quantify and qualify the gap between this demand and workforce supply
 inform a strategic and long term people plan
Desired
Outcome

Correct Appropriate
Right Place Right Time Best Cost
Volume Skills
Probability of job losses within the
next two decades
High Probability
- Retail Sales
- Tax Accountants
Low Probability
- Dentists
- The Clergy

Source: “The Future of Employment: How Susceptible are

Jobs to Computerisation” by C. Frey and M. Osbourne
(2013) and The Economist January 18th, 2014
 Operational v Strategic Planning
1 year 3 years 5+ years

Forecast
Horizon

Short Term Tactical Long Term Strategic

Reactively Filling Vacancies Consideration of Future Workforce Composition

Coverage of Entire Workforce Focus on Key Roles

Training for the Jobs of Today Development for the Roles of Tomorrow

Insular -– Bottom Up Holistic – Top Down

 Transition is typically at circa 18 months

 However they are not mutually exclusive exercises

 Ideally Strategic Planning should inform Operational Planning

 Process
Prepare & Research Forecast & Quantify Design & Action

Readiness Strategic Demand Supply Intervention Intervention

Review Analysis Projections Projections Blueprint Execution

Shortlist Alternate
Kick-Off Meeting Corporate Isolate Demand Age and Pension Assign
Intervention
Strategy Review Drivers Analysis Accountability
Strategies
Data Availability &
Integrity Environmental Agree and Apply Historical Agree Timelines
Consider One-Off
Scanning Demand Resignation Rate and Success
and Ongoing
Tools & Algorithms Analysis Criteria
Costs
Technology Workforce
Profiling Measure and
Cost Benefit
Leadership Report
Analysis
Engagement Movements Gap Analysis
Analysis Review Based on
Consider Non-
Skills & Success Levels
Quantify Gap between Demand and Supply Financial Impacts
Resources Determine Key and Changing
Determine Drivers
Job Roles Context
Assess Associated Risk Determine Plan

Quantitative & Qualitative Techniques | Job Roles Considered Separately or in Logical Clusters | Workshops, Interviews & Focus Groups
 Understanding the Gap
Increasing Demand v Decreasing Supply
65
60
55
Headcount

50
45 Supply
40 Demand
35
30
2015 2016 2017 2018
Time

Falling Demand v Decreasing Supply

55

50

Headcount
45

40 Supply

Demand
35

30
2015 2016 2017 2018
Time
 Process
Prepare & Research Forecast & Quantify Design & Action

Readiness Strategic Demand Supply Intervention Intervention

Review Analysis Projections Projections Blueprint Execution

Kick-Off Meeting Corporate Isolate Demand Age and Pension

Strategy Review Drivers Analysis This Output will inform
Data Availability & the People Plan
Integrity Environmental Agree and Apply Historical
Scanning Demand Resignation Rate
Tools & Algorithms Analysis
Technology Workforce
Profiling
Leadership
Engagement Movements Gap Analysis
Analysis
Skills & Quantify Gap between Demand and Supply
Resources Determine Key Determine Drivers
Job Roles Assess Associated Risk

Quantitative & Qualitative Techniques | Job Roles Considered Separately or in Logical Clusters | Workshops, Interviews & Focus Groups
 Informing the People Plan
A well formed Strategic Workforce Plan is a vital to a coherent long term People
Plan
It will inform these HR functions, processes, strategies and initiatives:
 Recruitment  Job Redesign
 Retention  Succession Planning
 Reward  Retirement Planning
 Learning & Development  The Diversity Profile
 Career Paths  Employee Value Proposition
Not Exhaustive
 Informing the People Plan
A well formed Strategic Workforce Plan is a vital to a coherent long term People
Plan
It will inform these HR functions, processes, strategies and initiatives:
 Recruitment  Job Redesign
 Retention  Succession Planning
 Reward  Retirement Planning
 Learning & Development  The Diversity Profile
 Career Paths  Employee Value Proposition
HR will most likely invest in SWP to be better (i.e. more efficient and effective) at
delivering the above.
The Business aim and benefit is more holistic: to reduce business strategy
execution risks associated with the workforce
Section 9

WRAP UP
 Sam Hill
Founder
Workforce Dimensions
sam.hill@workforcedimensions.co.uk

@sam_hill_wfd

https://uk.linkedin.com/in/samuelhill68

+44 (0) 7540 783 211