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05/03/2023
Talent Acquisition’s Role in Workforce PlanningDavid Dart
Optimization Can’t Happen Without the Basics
Organizational CapabilityTactical Strategic
SYSTEMSPROCESSRESOURCESMETRICS
BASICS
• HIRING PROJECTIONS• INNOVATION• MULTI-SITE
CAPABILITIES• PORTFOLIO STRATEGY• SERVICE LEVEL
AGREEMENTS• AREA METRICS• COORDINATED
ASSIMILATION• COORDINATED
TRAINING (Domestic)
OPERATIONAL
• WORKFORCE PLANNING• CONTINUOUS IMPROVEMENT• LEADERSHIP DEVELOPMENT• COMPETENCY MODELS• TOTAL REWARDS• ENTERPRISE-WIDE
CAPABILITIES/STRATEGY• GLOBAL METRICS• DIVERSITY & INCLUSION• COMPETITIVE INTELLIGENCE• OUTSOURCING COUNCIL (Best in Class/Global)
OPTIMIZATION
05/03/2023 3
Three Strategies Needed for Business SuccessMark Huselid – The Workforce Scorecard
Business Strategy
The Growth
Workforce Strategy
The Capabilities
HR StrategyThe System
DIFFERENTIATIONOutside Inside
A Winning Culture enables us to successfully execute our strategy
Strategy Defined Adapted from Playing to Win: How Strategy Really Works by AG Lafley
How we work together
Key skills & abilities required to make it happen
Key elements of execution that unlock value
The choices we make to deliver value
Setting the course for the organization
V I S I O N
W H E R E W E P L AY
H O W W E W I N
K E Y C A PA B I L I T I E S
O P E R AT I N G M O D E L
5
► An operating model is where and how the most critical work is done
► In other words, it’s the Who, What, When, and How work gets done
► It is not an organizational structure, although the org structure is an outcome of the operating model
What is an operating model?
Operating Model includes more than just “boxes and lines”
Celanese Operating Model 2.0
Structure
Capabilities
Resource alignment
Decision-making forums
Processes
Accountabilities
• How will cross-enterprise management processes work?
• What are our company norms for how people interact? What are expectations for priority behaviors?
• Is the right talent in place for the new structure?
• What are the implications of future operating model for capability enablers – People, Process, Technology?
• What is the right resource level?
• How should resource additions be phased?
• Does the new structure achieve spans/layers targets?
• What are the key executive forums’ objectives, composition and cadence to govern business?
• What is our predominant ‘decision style’?
• What are the roles and accountabilities and KPIs of each unit?
• What is the RACI for critical decisions (especially cross-functional)?
• What are the main operating units and P&Ls? • What ‘horizontal’ entities and coordinating
mechanisms are required? • How will the center add value?
Four steps to deploying an operating model:
► Identify the key decisions that create value and the processes in which they reside (the “What”)
► Clarify the roles and interfaces across the business (the “Who”)
► Define the decision rights (“Who, What, and When”)
► Create the forums to make those decisions (the “How”)
Clearly defined operating models enable speedthrough systematic decision making
A little more on operating model
05/03/2023 9
Celanese’s Organization and Culture is Evolving…
2012
20132014
Resetting Expectations
Delivering & Building Trust
Performance & Preparing for the Future
• Established mission, vision, and refreshed values
• Core changes to how Celanese operated
• Strategy 1.0 / 5 Big Rocks
• Missed financial measures
• Responding to high attrition
• Focus on people
• Performance management and compensation changes
• Communicated broadly
• Focused on Execution, Innovation, Collaboration, and Customer Excellence
• Stabilized organization
• Focus on cost / investments in the right areas
• Focus on development in key areas: manufacturing, sales, and technology
• Unifying CE brand
• Top business performance
• Celanese 2.0
• Focus on creating sustainable profitable growth
• Focus on talent – key roles, specific development, succession, and coaching
05/03/2023 10
…and Our Strategy Work Confirmed Many Strengths as well as Many Opportunities
Strengths Challenges
Focus Our technology and products are strong and often preferred by customers…
…but we generate 3,500+ innovation ideas, 50% in new spaces instead of translating existing applications
Customer Net promoter score (NPS) highest amongst all competitors in Auto segment (+23 vs. -24)…
…yet our account managers only get 35% of their time in front of the customer
Commerce Acetyl Chemistry drove results through asset rationalization, and chain integration
…there are opportunities to value-price in EM due to pricing remaining flat
Supply Chain Perfect order performance improved to 85%+... …but we firefight 50% of orders to achieve that performance
Growth While we have grown both bottom and top line……growth in Acetyl Chemistry has fallen below GDP growth rate and EM growth is behind Vision 2016 targets
M&A Balance sheet in a much better position today to pursue M&A opportunities to achieve EBIT targets…
…we have little recent M&A deal and integration experience, a critical capability to achieve success
Culture Culture is evolving to one with balanced values, customer focus, and delivery…
…but a lack of clarity on roles and responsibilities a big challenge, and we must develop key capabilities to succeed
How we work together
Key skills & abilities required to make it happen
Key elements of execution that unlock value
A Winning Culture enables us to successfully execute our strategy
The choices we make to deliver value Strategy 2.0 Development Clear direction on which markets we will target
and how we will create value Business will continue to refine the strategy
Vision 2016 Created longer term vision in 2012 Set goals, snagged low hanging fruit
Strategy Defined Adapted from Playing to Win: How Strategy Really Works by AG Lafley
Setting the course for the organization
C E L A N E S E V I S I O N
W H E R E W E P L AY
H O W W E W I N
K E Y C A PA B I L I T I E S
O P E R AT I N G M O D E L
Strategy 2.0 Development Ensuring what needs to get done actually gets
done through human systems While the strategy continues to develop,
provide a nimble operating model to adjust to market direction
Skills and abilities required to achieve imperatives
Critical capabilities required to substantially push profitability► Commerce (e.g., pricing, negotiation, contracting)
► Prioritization (e.g., product portfolio management, time with customer)
► Productivity (continuous improvement mindset across all areas)
Key capabilities that drive value must be ingrained in the culture
C E L A N E S E O P E R AT I N G M O D E L R E D E S I G N
Two value equations
Materials Acetyl Chemistry
Region (POC, Asia)
Function alignment
Technology & Innovation Sales Supply Chain Role of
center
Our operating model
Four steps to deploying an operating model:
► Identify the key decisions that create value and the processes in which they reside (the “What”)
► Clarify the roles and interfaces across the business (the “Who”)
► Define the decision rights (“Who, What, and When”)
► Create the forums to make those decisions (the “How”)
Clearly defined operating models enable speedthrough systematic decision making
Reminder: Deploying an Operating Model
SIPOC will be evaluated for each critical cross-functional process
S I P O CSuppliersThe provider of inputs to your
process
InputsMaterials,
resources or data required
to execute your process
ProcessA structured set of
activities that transform a set of
inputs into specified value to customers and stakeholders
OutputsThe products
or services that result from the
process
CustomersThe recipient of
the process output
Start End
5-7 major steps
As part of the process, we will need to set up decision-making forums
Example Success (Role) Profile: Portfolio Development and Pipeline Vice President
• Create and implement process to cut, prioritize and focus pipeline projects including facilitating project prioritization, resource allocation and project approval decision-making
• Develop tools, reporting/dashboards to provide portfolio visibility to key relationship partners
• Create a roadmap to provide forward looking guidance on future launches
• Focal point and leader of overall EM pipeline: platform programs, new applications, translations, raw materials swaps, new formulations
• Provide oversight for the portfolio review process and communicate back to all stakeholders on progress of product launches, recommended additions and cut programs
• Work closely with Sales, Marketing, the P&L leader and Technology & Innovation team members to provide input and assist with prioritization of customer-driven product and application solutions aligned with Celanese, segment, and customer strategies
• Pushes for launches to meet a quarterly expectation for an internal and external view
• Drive the EM pipeline and platform through strategic planning, analytics, rationalization, prioritization and launch: • Work with key stakeholders to
provide a holistic view of current launches and timeframe
• Provide oversight for the portfolio review process
• Ensure resources are utilized effectively and efficiently to drive increased profitability
• Lead the overall EM pipeline
Purpose Key Activities
Key Abilities• Ability to successfully lead across
organizational boundaries, including strong relationship management skills
• Has courage to lean in and focus on near term value and sacrifice programs that don’t deliver according to business strategy
• Key Competencies: Managerial Courage, Motivating Others, Negotiating, Process Management, Developing Direct Reports and Others
Outputs• Delivers $50MM annually in Variable
Margin from new launches
Key Relationships
PortfolioDevelopment
& PipelineDirector
Sales/SegmentsManufacturing
P&L Leaders/Marketing
Technology & Innovation
KPIs• # of commercialized projects in
aggregate and vs. plan• Volume, rev., & margin vs. plan• Innovation spend• Innovation returns• Pipeline size and quality
Key Decision Authorities / Responsibilities
Decide to initiate projects (Gate 0) A
Decide Program Mgr. staffing R
Decide go/no go for projects at Gate 1,2 etc A
Decide to launch projects A
05/03/2023 17
RACI is a critical tool for clarifying decision rights
Responsible
R
Consulted
Consulted
Consulted
IA
Accountable
CInformed
R
A
C
I
Responsible for activity or process• Directly executing or overseeing process• Responsible for obtaining approval,
involving and obtaining support from “consulted” roles, and inform all “informed”
Consulted for information or expertise during execution• Must be consulted before decision is made• Have an Advisor role, i.e. is required to provide
input and expertise• Supports the responsible in executing the
activity when needed• Do not hold veto right over the decision, but is
informed of outcomes
Accountable / Approval authority for activity or process• Provide final sign-off before action is taken• Holds accountability for the overall decision
made
Informed of the process and outcome• Must be informed after decision is made• Requires transparency into the process and
outcomes in order to be effective
18
Clarifying decision rights and accountabilities
MFG Leader
Lead Planner
Participants
Objectives Inputs
Outputs / Decisions / Actions
Project prioritization meeting “4-blocker” Frequency: Daily
CTO
EM GM
Selected P&L Leaders
• Review status of closes planned for the week
• Close unresolved issues from previous daily meeting
• Evaluate new projects added since previous daily meeting
• Provide a brief open forum to discuss any outstanding issues
• Status updates- On track vs. off track- PO attainment
• Project proposal- Project value (Volume, Sales Price, Manufacturing Cost,
Development Cost)- Timing- Key issues – technical, IP, quality, etc.- Strategic rationale (alternatives)- Business/platform impact- Likelihood of commercial success (e.g. customer commitment)
• Prioritized projects for development identified
• Agreed on development plan for prioritized projects- Resources needed (technical and commercial)- Path to market
• Resource allocations/reallocations (as needed)
• Identify open issues to be discussed at the next meeting and actions to close
PortfolioManager
Commercial Leader
What Is HR’s Purpose?
Every person and organization on the planet knows what they do. Some know how they do
it…but very few know WHY they do what they do.
WHY does your organization exist?
WHY should anyone care?Simon SinekLeadership ExpertAuthor - Start With Why
The “WHY” Can Make Good Organizations Great
HOWWHATWHY
Execution
Bringing itto Life
Equity
Our Promise to Our Clients
Purpose
Why HR Exists
The “WHY” Can Make Good Organizations Great
HOWWHATWHY
Execution
Simple, elegant process
Best place to workCollaboration & accountability
Equity
A purpose driven, engaged
organization
Purpose
To ensure the vision and strategy of the
business is executed
The Strategic HR Pillars
►Smart Growth►Full Talent Pipeline►Employee Mobilization►Purpose Driven Culture
Confidential 23
The Strategic HR Pillars
• Managers utilize process improvement tools & project management
• Decision Support: Productivity metrics & optimal resources• Disciplined growth - Assess and plan required demand based on
business needs• Build capabilities in the appropriate timeframe to meet need• Factor globalization & functional interdependencies into planning
‘Smart’ Growth
25
The Strategic HR Pillars
• Real workforce planning; thoughtful about internal/external mix • Effective assimilation & integration of staff • Focus on both hiring and development • Measuring quality of our talent• Integrated strategies and processes for acquiring, developing,
and placing talent
Full Talent Pipeline
26
The Strategic HR Pillars
• Significant performance differentiation• Total Rewards strategy• Leader led alignment and focused action • Career value proposition is clear• Clear alignment between strategy and
functional/individual goals
EmployeeMobilization
27
The Strategic HR Pillars
• All associates know why the organization exists• Newcomers/ tenured staff establish desired culture together • Debate, shape and articulate desired culture • Assess/evaluate current culture and confront discrepancies• Develop and implement plan/actions to close gaps
Purpose DrivenCulture
05/03/2023 28
Talent Acquisition Case Study #1
► Identify key capabilities (Commerce, Prioritization, Productivity)► Operating model changes, headwinds driving turnover
‒ Some opt out
‒ Triple whammy in Germany
‒ Experience gap in China
► Talent Acquisition team as strategic workforce planning leader‒ Hiring ahead of anticipated attrition
‒ Creating region specific hiring models
‒ Capability assessment design and execution
05/03/2023 29
Hiring/Capability AssessmentKey Performance Indicators
Revenue trend: 1 2 3 Forecast accuracy: 1 2 3 Projects launched: 1 2 3
Account Management
Rate this Account Manager’s ability to execute each phase of the sales cycle described below.
Plan Discover Engage Close
1 2 3 1 2 3 1 2 3 1 2 3 Develops account plans for
all assigned customers Gathers information about
customer/ company background
Differentiates value proposition
Understands internal decision making channels
Works to understand customer/business needs
Involves customer in conversation
Identifies “pain points” and responds to concerns
Quantifies impact of customers problems
Creates interest to continue dialogue
Articulates value proposition of product/ application
Involves appropriate stakeholders
Summarizes needs and Celanese fit
Differentiates and maximizes solution value
Gains agreement to move conversation forward
Gains agreement that solution meets customer’s needs
Asks the customer for the business
Finalizes steps to close and contract
Protects value during the contracting process
Obtains signed contract
Account Relationships
Choose one description of how this Account Manager is seen by his or her top accounts.
Partner Advisor Problem Solver Credible Source Vendor
Shared risk, shared
reward business terms
High level of data, systems and/or operational interdependence
Open access to executive contacts
AM and customer co-develop strategic plans together
Value-based business terms and conditions
Established track record for delivering strategic solutions
Access to C-Level and/or Senior VP executive contacts
Customer shares strategic plans and direction
Innovative and creative solution emphasis
Demonstrated ability to solve operational problems
Access to VP and Director level contacts
Customer shares information about company initiatives
Focus on operational solution value
Mostly Operational Manager contacts
Customer shares info on departmental projects
Price and cost-based business terms
Focus on fit within specific identified needs
Mostly Procurement department contacts
Customer provides RFP/RFI/RFQ
05/03/2023 30
Talent Acquisition Case Study #2
► Talent acquisition at Amgen is a competitive advantage
► New therapeutic area for Amgen in cardiology
► Huge clinical trial demand required MD’s across the globe
► Business assumption was “go get them!”
► Not so fast, my friend…
05/03/2023 31
Alternative strategy deployed
► Talent acquisition team scanned the market, realized demand outstripped global supply‒ Utilized industry contacts, agencies, and sourcing techniques to
ascertain global supply
‒ Directed business line on exploring alternative sourcing models
► Market knowledge led to alternatives‒ ER docs have cardiology expertise, time
‒ Moonlighting retirees were highly effective
05/03/2023 32
Summary► HR is responsible to ensure strategies are actually executed
through human systems► Three strategies needed for business success: Business,
Workforce, HR► Setting a strategy is easy – mobilizing an organization behind it is
the hard part► An operating model is not an org structure► Workforce planning is critical to creating capability and capturing
value► Talent acquisition is on the front line of workforce planning► Don’t forget – culture ties it all together!
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