Staffing Topologies-staffing Processes for Complex Organisations

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  • Stafng Topologies: Mapping stafng processes for complex organizations

    Talent Drives Performance

  • Stafng Topologies:

    Mapping stafng processes for complex organizations

    Talent Drives Performance

    1

    Executive Summary

    Thriving in todays fast-paced knowledge economy requires organizations to deployeffective strategies for staffing and Human Capital Management (HCM); placing theright people in the right roles at the right time is the primary differentiator of highperforming companies. The complexity of todays business environment, however,requires constant consideration of changes both internal to an organization as well asexternal, market-driven factors. Potential revenue generation requires an enterprisestaffing management solution that can adapt to cyclical business demands and be flex-ible in accommodating the corresponding ebb and flow of staffing and internal mobil-ity requirements.

    Industry leading organizations have recognized the need for a staffing strategy that isenabled by technology and driven by meaningful metrics and systematic processes.These leaders are thriving on the vast Internet pool of potential candidates, but at thesame time have recognized the necessity of connectivity within their own employeepools. And, they are moving at lightning speed as they recognize that a new breed ofcandidate has emerged, one that is armed with a vast arsenal of information andchoices that make this new candidate unwilling to suffer the poor communication andlong cycle times typical of traditional staffing environments.

    Understanding an organizations unique HCM requirements is simplified through useof a common vocabulary and approach to identifying the many elements and chal-lenges that define an organization's staffing landscape, the sum of which comprise itsunique Staffing Topology. This paper defines and explains how, with an understand-ing of the elements of a Staffing Topologyincluding Key Drivers, Hires Types, andStaffing Modelscommonalities emerge across the enterprise and trends are moreeasily identified. The result is that the effects of marketplace and organizationalchanges can be measured, even predicted, and linkages can be drawn that will enabletrue enterprise solutions capable of meeting the needs and goals of today's dynamicorganizations.

  • Stafng Topologies: Mapping stafng processes for complex organizations

    Talent Drives Performance

    2

    Table of Contents

    I. THE ELEMENTS OF A STAFFING TOPOLOGY.................................... 5

    Key Drivers...............................................................................................................................6

    Hire Types ................................................................................................................................6

    Staffing Models.......................................................................................................................7

    Staffing Alignment ...........................................................................................................7

    Role Specialization ..........................................................................................................8

    Level of Centralization ....................................................................................................9

    Level of Service ................................................................................................................9

    II. PUTTING STAFFING TOPOLOGIES TO WORK .................................11

    The Role of Metrics............................................................................................................. 12

    Executing a Data-Driven Strategy.................................................................................... 13

    Common Pitfalls................................................................................................................... 13

    III. STAFFING TOPOLOGIES APPLIED: THE UNITEDHEALTH GROUP STORY..........................................................................................................16

    The Staffing Topology ........................................................................................................ 16

    The Challenges .................................................................................................................... 17

    The Solution.......................................................................................................................... 18

    The Results ........................................................................................................................... 18

    IV. STAFFING TOPOLOGIES APPLIED: TOOLS AND BEST PRACTICES.................................................................................................20

    Mapping Hire Types............................................................................................................ 20

    Full-Service .................................................................................................................... 21

    Self-Service .................................................................................................................... 21

    Centralized ..................................................................................................................... 22

    Decentralized ................................................................................................................. 22

    Process Mapping ................................................................................................................ 23

    Configurable Workflows.................................................................................................... 23

    Skills Database .................................................................................................................... 23

    Staffing Topologies Knowledge Base ............................................................................ 23

    V. CONCLUSION.............................................................................................25

  • Stafng Topologies:

    Mapping stafng processes for complex organizations

    I. THE ELEMENTS OF A STAFFING TOPOLOGY

    Beginning with the host of internal and external factors (Key Drivers) that shape aCorporate Strategy, staffing success requires determining the types of positions tobe filled (Hire Types), how to best structure staffing organizations (StaffingModel), and how to align day-to-day staffing functions (Staffing Processes) tomaximize the corporate value contribution of the overall staffing strategy. Thesum of these factors is a Staffing Topology -- a map defining the complex inter-play of factors that must be successfully negotiated on the journey to effective and

    efficient staffing management.

    The exciting promise of defining an organizations Staffing Topology is theopportunity to maximize the value that staffing drives within organizations byproviding a comprehensive roadmap for the implementation and effective use ofnew processes, tools, and technologies to best address the needs of the entireenterprise. The resulting economies of scale and standardized processes will enablemeasurability and predictability while allowing more accurate justification ofstaffing expenditures, identification of inefficiencies, and increases in productiv-ity. This is a critical step for todays HR function in its evolving role as a strategicbusiness partner capable of executing on a comprehensive HCM strategy.

    The value of understanding the elements of a Staffing Topology can be illustratedby considering, as an example, the challenge of doubling the size of an IT organi-zation in a geographically isolated location to support the anticipated needs of amerger--a merger that will simultaneously trigger a layoff of similar IT profession-als in another city. The task of effectively redeploying this talent internally is com-plicated by the need to meet aggressive hire targets, and a mandate to increase theoverall quality of hire while staying within strict cost-per-hire guidelines despite atalent shortage.

    Challenges such as these are common in today's dynamic business environment.The rapid pace of change in todays economy (for example, shorter product lifecycles require a faster time to market for new products) demands a thorough

    STAFFINGPROCESSES

    STAFFINGMODELS

    HIRETYPES

    CORPORATESTRATEGY

    KEY DRIVERS

    STAFFING TOPOLOGYThe sum of the elements that define an organization's staffing landscape

    S T A F F I N G S T R AT E G YTalent Drives Performance 5

    understanding of talent attraction and management strategies for effective HCM.Placing the right people in the right roles at the right time, consistently, hasbecome increasingly important as organizations recognize the significant potential

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    Stafng Topologies: Mapping stafng processes for complex organizations

    inherent in effective HCM. Realizing that potential means tackling a myriad ofchallenges, whether to increase quality or cut costs, reduce turnover, improveinternal mobility, or even reduce employee theft (otherwise known as "shrink-age") on the part of retail operations. Success requires a firm understanding of allthe underlying factors to be negotiated, the challenges they represent and, impor-tantly, it requires having the tools and expertise in place to meet those needs.

    There are three main categories of elements within an organization's StaffingTopology, the presence and nature of which will determine how to best crafteffective staffing processes that will drive enterprise-wide efficiencies, productivityenhancements, and overall increases i