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Panel: Future Directions in
Strategic Workforce Planning
Presented by
Dan L. Ward
Marta Brito Perez
Kristin Bertelli
• Dan Ward
– SWP Introduction and Visionary Perspectives
• Marta Brito Perez – Future Directions within Health Care
• Kristin Bertelli – Future Directions within the Intelligence Community
• Attendee Engagement Discussion
Session Agenda
2
Strategic Workforce Planning (SWP)
Introduction and
Visionary Perspectives
Dan L. Ward
3
Get the Right People
at the Right Place
at the Right Time
- Eric Vetter
Manpower Planning for High Talent Personnel - 1967
Traditional Definition
Eric was the first to define it in print
4
SWP Timeline – some key milestones
Construction of Göbekli Tepe -
11,000 BC
Construction of the Pyramids -
2600 BC
Creation of the Immortals by
Darius –
500 BC
Construction of the Great Wall –
480 BC
Creation of the professional Roman army
structure -
107 BC
Doomsday Book – detailed census commissioned by
William the Conqueror -
1086 AD
Publication of Natural and
Political Observations
Made upon the Bills of Mortality, John Graunt –
1662 AD
Publication of Principles of Economics,
Alfred Marshall – 1890 AD
Forecasting Manpower Need
– A Tested Formula, Labor
and Management Face the Future,
Wendel W. Burton, AMA -
1957 AD
Investment in Human Capital,
American Economic Review,
Theodore Schultz,-
1961 AD
The Manpower Revolution,
Garth Mangum,
Doubleday - 1966
Founding of the
Manpower Analysis and
Planning Society by
Morton Edelstein,
Dick Niehaus and others -
1966
Publication of Manpower
Planning for High Talent Personnel, Eric Vetter -
1967
Publication of Forecasting Manpower
Needs, Harvard Business Review, James
Walker - 1969
Manpower Planning &
the Development
of Human Resources by
Thomas H. Patten, Jr.,
Wiley –
1971
Manpower Planning by
D.J. Bartholomew,
Penguin Books -
1976
Founding of the Human Resource Planning
Society by James
W.Walker and others -
1977
Mathematics of Manpower Planning by
S. Vajda, Wiley -
1978
Computer-Assisted Human
Resources Planning, Richard J. Niehaus, Wiley –
1979
Publication of Human
Resource Planning by James W. Walker –
1980
Publication of Positioned, edited by
Dan Ward, Rob Tripp & Bill Maki -
2013
5
Traditional Workforce Planning Processes
These “Common Elements” were noted in numerous articles in the early 80’s
Current Supply
Future Supply Demand Forecast
Gaps / Surpluses
Staffing Plan(s)
Identify / Deploy
[“Planning” Ends]
[“Tactics” Begin]
6
• Manpower Planning
Models and Forecasting
• Human Resource Planning
Putting it in Context
• Workforce Planning
Implications and Actions
• Strategic Workforce Planning
Unified Alignment
Evolution of SWP
Traditional Manpower
Planning
Human Resource
Planning
Workforce Planning
Strategic Workforce
Planning
Was this evolution a change in labeling, process, or perception?
7
Visionary Perspectives
Positioned: Strategic Workforce Planning that Gets
the Right Person in the Right Job (Section IV)
– Jac Fitz-enz
– John Boudreau & Ian Ziskin
– Steve Arneson
– Dave Ulrich
– Dan Ward
8
Jac Fitz-enz Disrupting the Future
If we can’t control the situation, all we can do is minimize the risk
• Lack of data is no longer a legitimate excuse for not
analyzing people activities
• We can integrate data from selection, deployment, and
performance to create predictive success profiles
• ROI measurement is possible for all aspects of training
and development activities
• Human Capital Financial analysis illuminates the
cost/benefit of people investments
©2012-Jac Fitz-enz All rights reserved
9
HR will be the orchestra conductor charged with bringing together world-class capabilities to create a more integrated and harmonious set of solutions
• Strategic Workforce Planning (SWP) success will be achieved via boundary-spanning adoption of new and varied disciplines
• Leadership efforts can move from succession candidate competency development to a collective, dynamic capacity aimed at sustaining preferred organization values
• SWP has matured beyond an HR discipline into a strategic organizational capability
©2012-John Boudreau & Ian Ziskin. All rights reserved
10
Steve Arneson Plan Your Own Development
To effectively manage SWP, first we have to invest in ourselves
• Are you focused on the right big things?
• Is one of those priorities people development?
• Are you going out of your way to raise the profile of your
employees?
• Are you making it a priority to offer feedback and coaching
to your direct reports and others?
• How are you preparing the leader who will come after you?
©2012-Steve Arneson. All rights reserved
11
Dave Ulrich The Future Targets or Outcomes of HR Work
Talent is not enough. Great individuals who do not work well together
as a team within their organization will not be successful
• The targets or outcomes of HR include individuals,
organizations, and leadership
– individuals need to be more productive,
– organizations need to have the right capabilities,
– leadership needs to be widely shared throughout the organization
• SWP will deliver value by offering insights on how each of
these targets can be aligned to deliver business results
HR must give value or give notice!
©2012-Dave Ulrich. All rights reserved
12
Dan Ward Postlude (Flash Mob SWP)
People inevitably try to sustain organizations beyond their appropriate lifespan. (Arthur Koestler)
• Organizations are rigid and based on architectural concepts
• More adaptive models align on a temporary basis to engage
in activities of mutual benefit.
• Customer evaluations of past performance may replace
certificates and degrees as primary credentials
• Flash Mobs may be precursors to a “Just-in-Time” workforce
planning strategy
13
Future Directions within Health Care
Marta Brito Perez
SVP and Chief Human Resources Officer
Adventist HealthCare
14
The Changing World of Health Care -
From Volume to Value
Health Reform codified a new direction for the business of health care to address
key issues like:
• Too many uninsured people
• Uncontrolled cost without better health outcomes
• No more money to pay for government programs
Everything about the way we approach health care is changing, including the way
we are paid
Revenue and incentives drive change
From fee for service to population management
The competitive environment is also driving change as health insurance plans,
hospitals, physician groups vie for their place in the new health delivery system
15
16
The Current Healthcare System
17
The Triple Aim
All aspects of health plan management must integrate in order for
accountable care to work and for employers to achieve value from care
delivered to covered lives.
Care is no longer limited to when people are ill. Care is managing the
health of your population to meet the objectives of the Triple Aim:
• Improve the patient experience of care (including quality and
satisfaction);
• Improve the health of populations; and
• Reduce the per capita cost of health care
18
My Health Place –
Health Care Delivery Future State
19
Key System Competencies
20
#1 Information
Management
#4 Financial
Management
#3 Individual
Management
#2 Population
Management Aggregate data from
disparate sources
organized into
useable form.
Performance data
and meaningful use
Identify health needs
of the population
using available data
Case management
inpatient and
outpatient. Trained
healthcare
professionals working
together to improve
health by enhancing
the quality and
efficiency of
healthcare services
Financial results are
the outcome of the
first three steps and
help measure
success, areas of
concern, and risk
Sequence is critical for success
Key leadership & organizational competencies to deliver health management
Leadership Capacity and Commitment
Proactive leaders with a vision for the future and investing in that future;
Key metrics – e.g. quality, utilization, patient, employees & physicians satisfaction
Physician and other Key Clinician Leadership
Physicians to lead reorganization to team based care models
Other clinicians - e.g., pharmacist, dietician, diabetes educator - work in a cohesive team
model with the right services delivered by the right person with the right skill set centered
around the patient
Human Capital Capacity
Employees with the right skills for new direction – e.g. care management; health coaching;
patient activation; value based contracting
Organizational Capacity
System alignment & clinical integration, Electronic Medical Records solutions, rewards, etc.
Process redesign - e.g. patient discharge
21
Strategic Workforce Planning
22
Strategy Execution Imperatives Areas to Consider
Leadership Capacity
Leaders able to drive organizational change
Strategic awareness and alignment
Human Capital Capacity Competencies and skills for priority work
Succession planning for key roles
Organization Capacity
Organizational structure, governance and agility
Systems and tools to enable the change Financial capacity and acumen
Measuring Progress Continuous Improvement
Strategy Execution Readiness Assessing if gaps exist
`
Future Directions in Strategic
Workforce Planning
By Kristin Bertelli and Elizabeth Kolmstetter
23
The Intelligence Community
24
Perspective • National Intelligence Strategy
– Integrated team
– Agile enterprise
– Mission-driven
• IC Strategic Human Capital Plan – Agile, all-source force
– Win the war for talent
– Culture of leadership at all levels
• Today’s Drivers – Increasingly dynamic, external threats to National Security
– Draw down in the Iraq and Afghanistan theaters
– Changing workforce dynamics
– Resource-constrained environment
• Total Force = Civilian + Military + Contractor
25
Emphasis Areas
• The “T”: Generalists vs. Specialists – Joint Duty Program – Management and expert tracks
• Multi-disciplinary organizations – National Centers – Inter-disciplinary groups – Forward-deployed teams
• Talent agility and development – Career lattice – Varying types of employment
26
Workforce
Engagement
and
Management
Insights
Acquire
Develop
Assign Lead
Reward/
Motivate
Evaluate
27
Attendee
Engagement
Discussion
28
Process
Review Questions
Participants write their responses on
post-its and put them on flip charts
Panelists provide a synopsis of the
three charts
A synopsis will be sent to attendees who provide
their cards or email addresses
29
Question 1
Write a few bullets for your response to this question:
1. What is something I heard in this session that is
different from what I do today that I want to adopt
within my own work environment ASAP and why?
30
Question 2
Write a few bullets for your response to this question:
2. What is something being done today within my
work environment that I want to stop ASAP,
based on what I heard today and why?
31
Question 3
Write a few bullets for your response to this question:
3. What is a new idea that occurred to me during
the course of the session that I want to explore
for future action?
32
Three Questions
1. What is something I heard in this session that is
different from what I do today that I want to adopt
within my own work environment ASAP and why?
2. What is something being done today within my work
environment that I want to stop ASAP, based on what I
heard today and why?
3. What is a new idea that occurred to me during the
course of the session that I want to explore for future
action? Loosely borrowed from Rolf Smith’s The 7 Levels of Change
33
Complete the session evaluation
Contact Information
Dan L. Ward – [email protected]
Marta Brito Perez - [email protected]
Kristin Bertelli - [email protected]