Kerry Nutley, James Berry and Peter Davies

Strategic Workforce PlanningOracle & UCL School of Management

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The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions.

The development, release, timing, and pricing of any features or functionality described for Oracle’s products may change and remains at the sole discretion of Oracle Corporation.

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Introductions and Welcome

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James Berry

Assistant Professor (Lecturer)

UCL School of Management

Peter Davies

Master Principal Consultant

Oracle

Kerry Nutley

HCM Strategy Director

Oracle

• How we are seeing the current disruptors changing Workforce Planning

• The power of Scenario Planning

• How technology can help do some of the heavy lifting

• Breakout group discussion and sharing:

1) Workforce Planning: how is your organisation adjusting workforce planning principles given current disruption?

2) How / are you using scenario planning as a tool, what are you seeing as the benefits?

• Regroup and hot off the press City HR benchmarking results supporting our discussion today in terms of insight

• Close at around 10.30

Agenda

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Environmental disruption

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Resourcing /Scheduling

Traditional elements of Workforce Planning

0 to 6 Months 6 to 24 Months 2- 5 Years

Strategic Workforce Planning(future capacity of critical skillsets)

Workforce Financial Planning

(expense of entire workforce)

Traditionallyowned by

HR Business Partner supported by Finance

Workforce Management Function / HR Business Partner (depending on size of

organization)

Line management or operational resourcing

Resourcing /Scheduling

Change in Workforce Planning timeline due to disruption

Strategic Workforce Planning(future capacity of critical skillsets)

Workforce Financial Planning

(expense of entire workforce)

Collaboration is imperative to align people with strategy and changing market needs

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Finance• Headcount assessment• Salary and benefits calculations• Tax Forecasting• Budget analysis

Executives• Set organizational goals• Talent management• Globalization/mobility

Line Managers• Right people• Right skills• Right projects• Right time at the right cost

HR• Right people• Right positions• Right skills• Right time

Strategic Workforce Planning

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Close the gap between strategy and execution

Source: Deloitte Human Capital Trends, 2017Time

Business Strategy

People Strategy

Num

ber

of e

mpl

oyee

s

Business Risk

Technology as enabler - Strategic Workforce Planning

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Align your people strategy with your business strategy

▪ Get a snapshot of your entire workforce by department, skills, location and costs

▪ Optimize your workforce by aligning headcount with budgets

▪ ‘What if’ scenario modelling

▪ Smart View to quickly import and manage data from Excel

▪ Configurable dashboards that display key KPIs for Finance and HR stakeholders

▪ Connect labour costs with service costs with Planning in EPM

ANALYZE

Predict future headcount and skills required

ASSESS

Identify key skills needed from the department to

individual level

Model organizational changes quickly

Combine Finance and HR data to create workforce plans

DEFINE

MODEL EXECUTE

Is the Hr Business Partner becoming the first super job?

Scenario Planning

James Berry

.

Strategic Planning

Supply and Demand

Peter Davies

.

• Breakout group discussion and sharing:

1) Workforce Planning: how is your organisation adjusting workforce planning principles

given current disruption?

2) How / are you using scenario planning as a tool, what are you seeing as the benefits?

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Survey Update

Andrea Eccles

.

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Q&A

Thank you

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