The Role Of HR Analytics In Workforce Planning

职业开放的前所未有的增加表明,人才需求是强迫公司更好地招募并更好地招募。劳动力规划和人力资源分析已成为世界各地人力资源专业人士的关键焦点点,因为它们面临着寻找和保留合适员工的新挑战。

最近的叽叽喳喳那or Job Openings and Labor Turnover Survey published by theUSBureau of Labor Statistics那puts the the latest job openings level registered in November 2015 at 5,431,000(p).

“Companies cannot hire fast enough to keep up with their workforce demands.”

VisierAnalytics

As technology advancements in HR system are bringing in more data and key insights into the dynamic of workplaces, workforce planning is becoming an essential business process for companies of all sizes.

劳动力规划的挑战

Many companies struggle with this process, as it involves aligning talent management with business objectives, so that a company can meet its regulatory, service and production requirements. Workforce planning is a finance-led process for a great majority of companies, focused primarily on managing headcount to budget to ensure there are no cost overruns. The standard procedure is that average cost-per-headcount allocations are made, and hiring is closely monitored. But is this approach still viable in today’s workplaces?

The latest data shows that it’s not. A recent survey by哈佛商业评论分析服务found that for the vast majority of respondents, inadequate workforce planning has prevented them from meeting business goals. In fact, the majority of leaders surveyed (73 percent) have experienced talent gaps leading to missed business objectives as a result of poor workforce planning.

Deloitte’s 2015 “Global Human Capital Trends” Reportconfirms this, with only 5 percent of HR professionals believing that their workforce planning process is “excellent,” while one-third say it’s “adequate” and nearly 60 percent call it “weak.” Moreover, in a recentSilkRoad survey那36% of the HR managers interviewed said that not having access to analytics that allow them to have a clear picture of their workforce is a major concern.

但是,虽然公司领导人认识到仔细绘制的劳动力计划的必要性,但他们并没有采取行动改善局势。

“These results don’t surprise me. (…) Only a small percentage of organizations do anything more than headcount planning.”

Karen O’Leonard, director of global client solutions at consultancy Towers Watson and former vice president of analytics at Bersin by Deloitte通过

Workforce planning tools and strategies

Some companies have managed to stay ahead of the curve and acknowledge this challenge early on, which has allowed them to develop the tools and strategies to surpass it. By combining financial forecasts with headcount management and their talent acquisition pipeline, these companies have created their own models for workforce planning.下载我们的白皮书提高使用人员分析的员工体验并了解如何利用数据来改善劳动力规划。

California energy utility Pacific Gas & Electric Co., or PG&E, is one such example – they’ve successfully created workforce-planning platform that can help them predict any disruptions to the industry and minimize any negative impact on their business operations, in terms of talent management. Using the Human Capital Institute’s strategic workforce planningcertification program作为模型,他们创建了八个模块软件解决方案,旨在通过员工预测过程步行业务单位领导者(通过TalentManagement)。

其他公司也从一个简单的问题框架开始,并且在他们获得了可行的工具或策略之前继续建立在他们身上。数据收集是第一步,通常是冗长的一步。在收集有关就业,消耗,必要技能和绩效指标的足够数据后,大多数公司都要采用理想的指标和行业标准进行基准测试。将这些指标与特定行为和流程联系起来,然后使他们能够预测未来的趋势并最大限度地减少金融损失。

Who owns the workforce planning process?

Throughout this process, there are several stakeholders involved, each with their specific role. While the HR function is primarily responsible for designing and implementing a workforce planning strategy, there’s no doubt that executive leadership, finance, as well as line and functional managers are essential players.

行政领导负责涉及the entire C-Suite in setting business directions which will become a key part of the workforce planning process, just as the finance function should offer key insights into the financial implications of a company’s talent management operations.

Functional, line and program managers, on the other hand, can offer valuable workforce insights such as required skills, experience and performance that both current and future talent acquisitions should meet.

Leveraging HR Analytics

Julia Howes at Mercer Workforce Analytics & Planningrecommends that strategic workforce planning start with gaining strategic insights on organisation imperatives and talent implications for your company. This analysis needs to be followed-up with a measurement of talent gap risks, meaning talent demand, workforce gaps and risks, and talent supply.

As you dive into modelling your talent management plan, you need to consider quantity, quality and location. Mercer’s workforce analytics and planning model takes into account a talent development, talent acquisition, contingent workforce talent deployment and retention strategy, while also taking into account a possible change in business strategy triggered by the previous steps. Once this planning is done, you need to decide on the people practice and programmes to ensure talent attraction, retention, engagement, career development, performance management, rewards and recognition, leadership development and workforce mobility.

Sylvia Vorhauser-Smith,全球人才管理顾问和福布斯贡献者还建议了一系列关键行动,以帮助您运行与您的业务目标平行的人力资本和人才管理战略:

  • “制作劳动力规划和战略业务规划平行流程。
  • Ensure your leadership values data-driven decision-making and promotes a culture of objective transparency.
  • Invest in a sophisticated data engine with analytical tools to generate meaningful workforce information.
  • Combine internal, external, structured and social data to produce deep insights into talent availability and shortfalls.
  • 聘请擅长数据建模,解释和预测的人力资源专家。“

通过Forbes

总而言之,重要的是要记住,虽然这是一个长期的规划和实施过程,但也容易发生可能发生在一天到另一天的变化。劳动力规划是一个持续的过程,它非常容易受到市场变化或人才库中的影响,要求克罗斯在决策过程中保持灵活性。只有在进行实时数据和分析的情况下只能发生,这可以指导他们为短期成功和长期增长采取正确的决策。

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