Workforce Planning

at
General Electric
 Workforce Planning 2

Forecast employer’s Forecast supply of Identify supply – Develop action plan to

demand for labor labor demand gaps fill the gaps

Main Workforce concern

Importance of WFP in success? Why WFP?
across Asia

Source: HRBoss Workforce Planning Survey Report, 2015

 Why WFP? 3

Anonymous Business Leader, GE: What is Work force planning?

HR Leader, GE: Providing the right people, in right place, at the right time, for the right cost
Anonymous Business Leader, GE: I am sick of hearing that phrase. What does that even mean? Show me an example
where does it makes a positive impact on the business

Investor
Expectation

Acquiring &
retaining the best
employees

Asset Efficiency
Shareholder Operating
Margins
Values

+ve NPV
Projects
 4
Tools used Barriers to WFP

Source: HRBoss Workforce Planning Survey Report, 2015

 5

• A global digital industry company, transforming industry with software defined machines & solutions that are
connected, responsive & predictive
• Since 1892, we have developed technologies & services that have broadened & changed the scope of customer’s
activities
• With our strong 313,000 people workforce, we serve customers operating in more than 180 countries

We operate in:

Source: Company website & Annual Report for FY 2017

 WFP in past 6

• Review of • Forecast
Business demand
Strategy • Forecasting
• Segmenting & internal demand
scanning talents

Defining Forecasting
Talent supply &
Segment demand

Gap
Action
Assessment

• Build &
implement • Analyze the gap
action plan • Prioritizing Gaps
• Monitor progress

Source: Webinar by APQC with Mr. Ross Sparkman, Leader, Global Strategic Workforce planning, GE
 WFP in past 7

Report &
Projections
• Internal
• HR
• Adding dynamic scenario’s in
planning Monitor
• Finance
• Operations • Demand • Providing data to internal as well as
• Pipeline • Consider strategic plans external stakeholders
• External • Incorporate external data
• Macro Economic Data • Supply
• Labor Market • Visualize to individual job level
• Benchmarks • Calculate Inflow & outflow trend

Data Source Scenario

Real time monitoring through iterative testing & feedback process

Source: Webinar by APQC with Mr. Ross Sparkman, Leader, Global Strategic Workforce planning, GE
 WFP in past 8

Talent Segmentation Demand Forecasting

 Why change in practice 9

How de we create a workforce planning process that takes the current talent mix & creates an optimal future
workforce?

Source: Webinar by APQC with Mr. Ross Sparkman, Leader, Global Strategic Workforce planning, GE
 Present Practice 10

Optimize current
Inventory & skills mix to
forecast future deliver max.
Defining critical headcount future
skills requirements performance

Optimal
Talent
Mix
Inventory current Forecast required
skills skills based on
headcount
forecast

Big Data & Data Analytics driven real time process

Aims to create an optimal mix of people, skills & experience to drive performance

Source: Webinar by APQC with Mr. Ross Sparkman, Leader, Global Strategic Workforce planning, GE
 Practices optimized 11

Source: Webinar by APQC with Mr. Ross Sparkman, Leader, Global Strategic Workforce planning, GE
The new process 12
 Pitfalls Emerging Trends 13

Expecting HR to own Workforce

WFP demand is higher
then supply

Failing to see the bigger picture

Trying to run before you

can walk Borderless
workforce
Talking in a different
language with the board

Falling at the last hurdle:

Implementation
Reinventing
workforce model

Planning without right Skills

Managing
diversity

Source: Whitepaper on Workforce Planning pitfalls by Source: Four emerging trends in strategic workforce
SuccessFactors planning by HR in Asia
14