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Strategia in PraticaIl Workforce Planning per guidare laTrasformazione del Business

SAP Forum Milano –30 ottobre 2014

PwCSAP Forum Milano –

30 ottobre 2014

Do not go where the path maylead, go instead where there is

no path and forge a trail

- Ralph Waldo Emerson

Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business

Indice

1 PwC and SuccessFactors 12 Strategy & Workforce Planning 53 Some of our Experiences 19

Page


30 ottobre 2014

PwC and SuccessFactors

1

Section 1


PwC People&Change

Some of the largestHR

Transformationprojects globally

The largest COREHR Master

implementation inthe Cloud

Some of the mostComplex

Integrationarchitecture put in

place

Dozens ofSuccessFactors

Implementationprojects, globally

Stunning teams ofprofessionals,

working together forour coustomer’s value


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Our Workforce Analytics and Planning Capabilities

4Strategia in Pratica • Il Workforce Planning per guidare la Trasformazione del Business

Section 1 – PwC and SuccessFactors


30 ottobre 2014

Strategy & Workforce Planning

5

Section 2



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Strategy Execution requires skills and capabilities. On the ground.


Section 2 – Strategy & Workforce Planning


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But….

33%61%Say they are unable to forecast labor costs three years from now

63%of HR organizations have undergone an HR technology

implementation within the past two years

33%Of organizations do not have a clearly

articulated HR strategy linked with the overallbusiness strategy

of HR organizations have workforceanalytics teams with one or fewer people

Source: PwC Saratoga’s 2013/2014 Human Capital effectiveness report




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What is the need of the CEOs? And what do they have?When making decisions, how important is it to have information on each of the following talent-related areas? For those areas that are important to you, how adequate isthe information that you currently receive?

Base: All respondents 2012 (1,258).Source: PwC 15th Annual Global CEO Survey 2012.

Per

cen

tag

eo

fC

EO

s

Costs ofemployeeturnover

Return oninvestment onhuman capital

Assessments ofinternaladvancement

Labourcosts

Employees’views andneeds

Staffproductivity

0

20

40

60

80

100

Information Gap:CEOs believe information isimportant but don’t receivecomprehensive reports

Do not receive informationNot adequateAdequate but would like moreImportation received iscomprehensive

% of CEOs who believe the relevant information is important or very important

For many organizations the need to deliver information to leadership and the business has’changed the game’ for HR analytics, transitioning it from an intellectual curiosity to a sustainable

business differentiator in the market.




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And also…




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But pay attention to data correlation… Examples:



Age of Miss Americacorrelates with

Murders by steam, hot vapours and hotobjects

Correlation: 0.870127

Per capita consumption of mozzarellacheese (US)correlates with

Civil engineering doctorates awarded(US)

Correlation: 0.958648

http://tylervigen.com/


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Example 1: Value from Workforce lifecycle



PwC

HR implications

• Focus on the shift in businessmodels, pension costs, talent goals.

• Create jobs especially for olderworkers

• Re-engineer health and benefitssystems

• Drive culture change necessitatedfrom access to new talent andcapabilities.

• Retool the workforce

• Plan for managing 4 generations inthe workforce

Example 2: Demographics and Ageing


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Example 3: Analytics, Planning and Predictive Analysis

Will adding staffincrease profitability?

What’s our mix ofnon-full time staff?

Are we over-staffed incertain disciplines?

What are our exitrates for talent pools?

Which skills will be inhighest demand?

Where are our talentpools?

What % of our staffwill retire in 5 years?

Which LoBs are losingknowledge?

Is this mix optimal?

What % of staff moveinternally to fill gaps?

Are these skillsavailable externally?

Should we hire morefrom internal teams?

What’s the cost offilling the gaps?

What % of criticalroles are unfilled?

How big are the skillgaps?

Workforce PlanningQuestions

WorkforceAnalytics Questions

What’s our ratio ofhigh/low performers?

How engaged is ourcritical talent?

Is our span of controltoo high?

How productive is ourworkforce?

Are we paying forperformance?

What career paths aremost successful?

Are we succeeding inhiring Millenials?

Is our workforcediverse?

What’s the cost ofturnover?

Which roles face asuccession risk?

What are our bestsources of hire?

How effective is ourskills training?

Do we suffer fromhigh absence rates?

Are staff achievingtheir goals?

How many staffwill we need in 5

years?




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The Workforce Intelligence Maturity Curve




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Top Five Challenges of Workforce Analytics and Planning

We just don’t have time, energy orownership

15



Focus, Prioritization

Credibility If we can’t successfully reportturnover, how can we predict it?

We do not have data or systems.This is expensive, right?

Our data isn’t good, and it’severywhere

What do we do with this, once thatwe get it?

Misunderstanding

Data

Taking Action

The PwC way to SuccessFactors Workforce Analytics and Planning

02PwC Saratoga

PwC Saratoga, fully integratedwith the SF WFA/WFP suite, is

fostering the value of the besttechnology with the best-in-class

HR Benchmarking service,including thousands of metrics

and benchmarks, globally.

04Core HR

Employee Central CoreHR or hybrid

architectures areallowing much faster

implementation time.

Business InsightBusiness Insight is the real valuethat you can get.It is much more than data. It isacumen, presentation, availabilityand... Meaning!

03“Easy” DataHaving in place a fullyconsistent, global andcomprehensive Database is nota mandatory prerequisiteanymore

01


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User Experience is no longer a nice to have.It is part of the value!




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The Future: Strategy and Operational Together




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Some of our Experiences

19

Section 3



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Case Study I – Power and Utilities Company

Client SituationA large power and utilities company was operating in a saturated marketwith flat growth and increasing pressure to improve margins. Workforcemanagement and succession challenges were becoming prominent.Therefore, two strategic imperatives for the company were to improveworkforce productivity and maintain a high performing culture.

How we helped the clientWe created a high-level dashboard for executives and a more specific HRleadership dashboard. The increased transparency helped theorganization to modify their HR processes to• Increase employee and manager engagement• Lower incident rates and healthcare costs• Staff high-performers to key projects• Minimize the flight of top-talents• Accelerate the recruiting process

Exec KPIs HR KPIs

• Workforce Productivity• Incident Rates• Healthcare Costs• Pay differentials• High Potential

Population• Diversity

• Workforce Health• Grievances• Cost per Hire• Time to Accept• Time to Start• Vacancy Rates• Turnover Rates• Distribution of

Performance Ratings

Extract from Exec and HR Dashboard


Section 3 – Some of our Experiences


30 ottobre 2014

Workforce

Team 1 Team 2 Team 3

Data

Operational Metrics

Workforce Attributes

Financial Results

Performance Scores

People Strategy Levers

Improved Performance(Sales| Turnover| Profitability | Growth | Loss Prevention)

Teams have varying levels offinancial and operational

performance, which can betraced back to the distinct

influencing factors.

Organizations should takeadvantage of Human Capital“lever” to create financial and

operational value.

Client SituationAt a food producer and distributor, the client's sales force was experiencing extremely highturnover and as a result the efficiency and productivity of their sales force was suffering.Our Conceptual Approach

Case Study II – Food Producer and Distributor




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Case Study II – Food Producer and DistributorHypotheses Evaluation

Sales Growth

Salary

Tenure

Age

Span of Control

Performance Analytics Scorecard (Illustrative Examples)

Individual Factors

Organizational Factors

External FactorsCompetitive Market

Local Unemployment

M

H

M

L

L

L

Team 1

HL M

Key: Impact on Organizational Performance

Negligible Some Significant

Measured ImpactPrice Margin

H

L M

H

M

L

L

LM

L

H

M

Data SummaryAverage 1.3

Median 1.6

Mode 2

Completeness 65%

Key Points: TenureShows critical inflection points and thedistribution of outcomes on either side




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Case Study II – Food Producer and DistributorPerformance Analytics Outputs

Performance Analytics Outputs

1)Statistically significant HR attributes that have been proven useful in projectingteam success

2)Insights describing the situations where individuals and teams thrive allowingfor situational leadership and alignment of optimal scenarios

3)Estimated financial and operational impacts on performance attributed to eachcritical influencing factor




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Case Study II – Food Producer and DistributorPerformance Analytics Outputs

The “aha” moment came when behavioralanalysis of the salesperson and managerpopulation identified several differentoperational profiles describing the variousways that each role interacts with customersand with each other.

• Managers with the highest interpersonalskills have seen the most route growth

• Managers with the highest ratings haveseen the largest decline in route value.

• Every Salesperson profile had at least oneManager style that performed better thantheir peers

SalespersonSegments

SecondBest

HangingOn

HighestRated

TheRelation-

shipCultivator

Focusedon

ChangeThe Doer Average

On Their OwnSchedule

1.5% -0.7% -8.3% 1.5% 2.9% 5.5% 0.7%

Set it and Forget It -11.6% -12.7% -11.0% -1.0% -39.9% -1.1%

The Middle 5.0% 3.5% -5.8% 4.3% 3.4% -1.3% 1.0%

AggressiveEntrepreneur

-2.9% -4.5% 1.5% -11.8% 0.7%

Energetic RelationshipDriver

2.0% -9.0% 5.0% 20.2% -0.2% 17.4% 1.3%

Least ConsistentServicer

70.5% 0.0%

Average 0.9% -0.9% -6.2% 7.6% 2.6% 1.0%

Performing better than Salesperson and Manager peer groups

Performing better than either Salesperson or Manager peer groups

Performing worse than Salesperson and Manager peer groups



Thank You!

This publication has been prepared for general guidance on matters of interest only, and does notconstitute professional advice. You should not act upon the information contained in this publicationwithout obtaining specific professional advice. No representation or warranty (express or implied) is givenas to the accuracy or completeness of the information contained in this publication, and, to the extentpermitted by law, PricewaterhouseCoopers Advisory SpA, its members, employees and agents do notaccept or assume any liability, responsibility or duty of care for any consequences of you or anyone elseacting, or refraining to act, in reliance on the information contained in this publication or for any decisionbased on it.

© 2012 PricewaterhouseCoopers Advisory SpA. All rights reserved. In this document, “PwC” refers toPricewaterhouseCoopers Advisory SpA which is a member firm of PricewaterhouseCoopers InternationalLimited, each member firm of which is a separate legal entity.

Riccardo [email protected]

Alexander [email protected]

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