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HR Fast Forward

HR Fast Forward. Strategic Workforce Planning and International Assignments Friday 2 nd November, Plenary Feedback. Business strategy Leadership dialogue Review of SET plans. Line LedHR Partnership. Governance and KPI’s. 1. 2. Conducted a Business and Workforce Strategy

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HR Fast Forward

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  1. HR Fast Forward Strategic Workforce Planning and International Assignments Friday 2nd November, Plenary Feedback

  2. Business strategy Leadership dialogue Review of SET plans Line Led\HR Partnership Governance and KPI’s 1 2 Conducted a Business and Workforce Strategy From –To analysis Defined what SWP ‘does’ and ‘does not’ need to be to meet AZ strategic needs External: Current and Future Availability Cost Competition Internal: Current and Future Headcount Capability Cost Inform and Enable Monitor Common global language, framework and tools WORKFORCE PLAN HR Priorities and Delivery OPERATIONAL PLAN: Hiring plans Training requirements Budget implications External Inputs AZ Inputs 4 3 Drafted a high level process for SWP Determined a set of guiding principles for SWP Execute Source Grow Redeploy/ Relocate Reward Exit How we delivered a draft framework for SWP

  3. What is the Value that SWP will bring to the business? SWP has the potential to drive competitive advantage for AZ by enabling us to be: “First to market through innovative people solutions” SWP will be integral to business strategy development and execution SWP will ensure effective and efficient use of AZ resources SWP will mitigate the people risks within the business strategy SWP will enable a true partnership between HR and the business SWP will ensure a robust link between business strategy and HR delivery SWP will enable HR to move from a Reactive to Proactive way of working

  4. What are the Success Criteria and Quick Wins for SWP? Success criteria • HR and the business working in partnership • Clear governance of process, scope and accountabilities • Strong analytical capability enabled by robust internal and external data (and technology!) • SWP activity takes place across the HR organisation in a similar fashion to talent management i.e. this activity doesn’t take place in an ivory tower! Quick wins • The development and consistent use of a set of questions to be used in dialogue with the business • Run a pilot to test the draft SWP framework and process e.g. China • Audit any current SWP activity within AZ and learn from these experiences

  5. 1 Understand GPO Input and Towers Perrin Best Practice 2 3 4 Defining how IA can support the business strategy Defining our ‘What If’ Vision for IA From Vision to Reality How did we approach reviewing the IA process and what were our key outputs? Key Outputs • Discussion about the current IA process and its challenges and opportunities • Development of a good understanding about how other organisations use IA • Agreement on the key business drivers that might lead to an IA • A set of guiding principles for IA • Vision of what the the IA experience should feel like from the perspective of the assignee and the host line manager • A set of solutions that enable the defined vision to be implemented. (Includes changes to process, policy and governance)

  6. Value ↑ Cost ↓ What was our key breakthrough for IA? We can ensure that IA’s deliver increased value (to assignee and host line manager) at a decreased cost to the organisation by: • Facilitating business focused decision making to ensure we achieve the ROI – e.g. how will you measure the benefit to both organisation and the individual of going on an IA? • Ensuring that IA’s are driven by strategic workforce planning - this requires a shift from “IA’s led by the individual” to “IA’s led by the business needs” • Improving the governance of the current process and policy • Ensuring that HR and the business are clear on roles and responsibilities • Making the process and policy more visible to assignees, line managers and HR • Embedding the current process more fully – it isn’t broken!

  7. What are our quick wins for IA? • Development of appropriate options for the varied needs of our mobile workforce (in terms of the support that we provide) • Governance and education – ensure that HR and the business understand and follow the policy and process that exists today • We will look to deliver “the 5 key things you need to know about an IA” for HR and the business

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