Strategic Workforce Planning at Monsanto - Stu Larson Global Strategic Workforce Planning Lead
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Strategic Workforce Planning
at Monsanto
Stu Larson
Global Strategic Workforce Planning Lead
January 12, 2009
1Outline
Brief Company Overview
A Metaphor for Strategic Workforce Planning
SWP Defined
What Makes SWP a Value to the Business
How SWP Works at Monsanto
What We’ve Learned
2Monsanto Company
“Agriculture is our only business”
Focused on the farmer
“We succeed when farmers succeed.”
-Hugh Grant, Monsanto CEO
and the future of agriculture.
Monsanto is 100% focused on agriculture.
3Monsanto: Who We Are…
A leader in the field of plant breeding, agricultural biotechnology and genomics.
We are committed to providing producers with agronomic tools that make them more efficient
and maintain their profitability in their farming operation. By helping producers be more
productive, with fewer resources and with less overall effect on the environment, we believe
we are making the world a better place.
Produce More, Conserve More, Improve the Lives of Farmers
• Headquartered in St. Louis, Missouri • $11.72 billion in annual sales
• CEO Hugh Grant • NYSE Symbol: MON
• Approximately 21,000 employees • www.monsanto.com
• producemoreconservemore.com
• More than 500 locations worldwide in • Forbes 2009 Company of the Year
five primary regions – Europe/Africa, • HBR Top 50 Performing CEOs
Asia Pacific, India, Latin America and • Hugh Grant #10
North America
4A Metaphor
56
7
8
The Wisdom of the River Guide
Either You Take the River…
Or the River Will take You!
9The Metaphor
SWP is like running a river…
– It’s definitely a journey, not a destination
– SWP is about managing risks but it can never be free from
risks – but would you want it to be?
– The key is to anticipate what’s coming early enough to
adapt to changing circumstances before you lose the
option to do so
– You have to know how to read the river and understand
what it’s telling you
10What is Strategic Workforce Planning?
“The analytical,
analytical forecasting,
forecasting and planning process
that connects and directs talent management
activities to ensure an organization has:
the right people
in the right places
at the right time
at the right price
to execute its business strategy.”
strategy
From The Conference Board Research Working Group Report: Strategic Workforce Planning – Forecasting Human Capital Needs to
Execute Business Strategy - 2006
11Said another way…
"Strategic workforce planning enables the
organization to slice-and-dice its workforce
data to discover critical issues, compare
different groups, understand patterns and
trends, hone in on critical segments of the
workforce, and customize its approach to
managing different segments of its
workforce."
From The Conference Board Research Working Group Report: Strategic Workforce Planning
– Forecasting Human Capital Needs to Execute Business Strategy - 2006
12What Makes it Different than Traditional
Headcount Planning?
Strategic:
– Aligned with the Business Strategy
– Forward thinking – Proactive not Reactive
Analytical:
– Based on metrics and quantifiable measures beyond just
headcount
Focused on Change:
– Drives Talent Management, OD & HR Initiatives
– Identify and prioritize highest value changes
13Value
14
1415 15
History of SWP at Monsanto
2005: Began SWP as part of a larger People Strategy Initiative
– Interviewed Highest level leaders to identify greatest talent needs for the
future
– Too High Level – Not actionable.
– Developed several key tools including Interview Guide
2006-2007: Two pilot SWP programs
– Technology organization (R&D)
– Asia Pacific region
– Key Learnings:
– Get close to the business: Link to business planning cycle & metrics
– Should be on-going and sustainable, not a one-time event
– Be careful not to get lost in the analysis
– Be sure to go beyond the headcount forecasts to Talent Management
strategies
Due to other global initiatives, broad SWP was deferred to 2008
16History of SWP continued
Beginning in 2008:
– New team created: Global Strategic Workforce Planning
– Part of Talent Management Team
Initial training provided to HR Generalists globally between
September 08 and January 09.
Short Term Forecast requirement emerged in December 08
– Based on need to more closely manage staffing growth
First Long Term Strategic Workforce Plan turned in April 2009
– Each Unit and World Area submitted projections
– Aggregated at corporate level to identify global needs and trends
Significant Restructuring end of FY2009
SWP Cycle: 2 Begins January 2010
17How we are doing it…
Strategic Workforce Planning
PHASE I: Analytics & PHASE II: PHASE III:
Planning Follow-Up &
Business Strategy Alignment
& Execution Update
People Vision
Business
Team Meetings
People Vision
People Vision
Understand
Define Talent People Review &
Future
Talent Retention Succession Planning
Business
Strategies Plans Meetings
Strategy
Annual
LRP Process
People Vision
Business / Functional Leaders partnering with HR
HR Generalists & Specialists
18It’s OD - under a different name…
Understand the Business Strategy
Identify the talent implications (limiting factors)
Identify the key talent segments required
Understand those key talent segments in detail
– Who are they? What are their demographics?
– How many do we have? Where are they?
– Are we losing them? Are we attracting them?
– Do we have enough? Do they have the right skills?
– Etc. etc.
Define Talent Management Strategies to close the gaps
Create Metrics to track progress
Execute and Follow-Up
19Challenges in the Strategic Workforce
Planning Process (What We’ve Learned)
Helping HR develop stronger analytical skills
Managing the Matrix… Who’s responsible for what?
Tracking and Forecasting internal moves / transfers
Forecasting and Managing Temporary Labor
Linking with the Finance organization
Linking with the Long Range Business Planning process
Driving beyond Headcount forecasting to Strategic Talent
Management (Requires strong OD skills – not to mention time
and resources)
Crisis mindset can hinder good long term strategic thinking
20Questions?
2122
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