What is the cost of employees today and what will this be in the future? This book explains how to take a data-driven approach to workforce planning and allow the business to reach its strategic goals.
Organizational Planning and Analysis (OP&A) is a data-driven approach to workforce planning. It allows HR professionals, OD practitioners and business leaders to monitor an organization's activities and analyse business data to regularly adjust plans to ensure that the business succeeds. This book covers everything from how to build an OP&A function, the difference between strategic and operational workforce planning and how to manage demand and supply through to how to match people to new or changing roles and develop robust succession planning. Organizational Planning and Analysis also covers how OP&A works with HR operations including recruitment, L&D, reward and performance management and includes a chapter on new human capital analytics which allow a business to improve the return on investment for each of its employees.
Full of practical advice and step by step guidance, this book is also supported by case studies from organizations including KPMG, Sainsbury's, WPP, Accenture, TSB, Johnson & Johnson, Aer Lingus and FedEx.
Author(s): Rupert Morrison
Publisher: Kogan Page
Year: 2022
Language: English
Pages: 384
City: London
Cover
Contents
About the Author
Foreword
Acknowledgements
PART ONE
Introduction
1.1 Organizational Planning and Analysis
Introduction
Navigating disruption and change
The importance of organizational capabilities
A new core capability is needed: OP&A
How this book will help you
Structure of the book
Final thoughts
Notes
1.2 Data-Driven Organization Design
Introduction
The organization is a system
Organizational data is hierarchical
Organizational data is messy (fragmented and incomplete, constantly changing and connected in complex ways)
Macro operating design versus micro detailed design
Macro operating design
Micro detailed design
Final thoughts
1.3 Financial Planning and Analysis
Introduction
Why businesses need FP&A
Management and performance reporting
Ratio analysis
Future-focused planning, budgeting and monitoring
Financial modelling
Final thoughts
Notes
PART TWO
Making it Real: Transformation and optimization
2.1 Introduction
What is Making it Real?
The importance of a fair and well-governed process
Structure and logic for Part Two
Notes
2.2 Preparing to execute
Introduction to Stage 1
Address HOWWIP questions
HOWWIP exercises and games
Identify potential traps and plan for contingency
Preparing to execute agile ways of working
Final thoughts
Notes
2.3 Implementation
Introduction
Prioritize work according to Now, Next, Later
Stage 2: Assess impacts and plan communications
Stage 3: Manage talent transitions and consultation
Define the consultation process
Final thoughts
Notes
2.4 Ongoing optimization
Introduction to Stage 4
The importance of tracking and monitoring
Talent management
Case study: Building Agile Teams
Succession planning and development
Using competency data to predict performance outcomes
Final thoughts
Notes
PART THREE
Workforce planning
3.1 Introduction
Workforce planning terminology
Structure and logic for Part Three
Notes
3.2 Supply forecasting and top-down demand planning
Introduction
Step 1: Building the as-is baseline
Step 2: Top-down supply forecasting
Step 3: Top-down demand planning
Setting the demand plan and understanding the gap
Final thoughts
3.3 Bottom-up position planning, finalizing the workforce plan and monitoring progress
Introduction
Defining governance and workflow
Step 4: Conduct bottom-up position planning
Step 5: Finalize budgets and targets
Step 6: Analyse and monitor
Final thoughts
PART FOUR
OP&A analysis
4.1 Introduction
Structure and logic for Part Four
4.2 Laying the foundations for effective OP&A analysis
Introduction
Building a flexible data warehouse
Other types of databases
Understanding the different types of data
Building a data model
Creating dashboards
Final thoughts
Notes
4.3 Ignoring statistical traps and leveraging data science
Introduction
Common statistical traps
Statistical techniques
Machine learning
Final thoughts
Notes
Further reading
PART FIVE
The OP&A function
5.1 Introduction
What does successful OP&A look like?
Structure and logic for Part Five
5.2 Stage 1: Scoping the macro operating design and writing the business case
Introduction
Vision and strategy
OP&A value chain and processes
Building the case for change
Design criteria and principles
Thinking through design options
Choosing an option and devising a roadmap
Final thoughts
Note
5.3 Stage 2: Detailing the OP&A function
Introduction
Define the roles within the function
Design the roles
Detail the key interfaces
Rightsize the OP&A function to deliver the work
Develop organization effectiveness KPIs and reporting format and frequency
Final thoughts
5.4 Stage 3: Making the OP&A function real
Introduction
Determine the initial programme of work for the OP&A function
Address HOWWIP questions
Selecting the right people for the OP&A Team
Final thoughts
Notes
Glossary
Index
