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Frequently Asked Questions

5. Strategic workforce planning:
where HR and finance meet

6. Today’s Presenters
Brad Fisher
Senior Manager
Strategic Cloud Services, Baker Tilly
brad.fisher@bakertilly.com
321 277 8192
Juana Bordenave
Director
Global HR Product Strategy, Oracle
juana.bordenave@oracle.com
323 203 6047

7. STRATEGIC WORKFORCE PLANNING
Agenda
― What is Strategic Workforce Planning (SWP)
― Why is SWP Important to Your Organization
― What Makes SWP Strategic
― Where Does it Fit into the Oracle Cloud Suite
― Steps to Achieving SWP
― SWP Tools
― Conclusion and Questions

8. Where is your organization in development of a strategy for
Strategic Workforce Planning?
a. Not started; don’t know where to start
b. Thinking about it
c. Developing a strategy
d. Been there, done that
Polling question #1
STRATEGIC WORKFORCE PLANNING

9. STRATEGIC WORKFORCE PLANNING
SWP – What is it?
Definition – The practice of mapping an organization’s people strategy with its business strategy so they work in sync
MEASURE
& ALIGN
TALENT
RESULTS
BUSINESS
RESULTS
BUSINESS
STRATEGY
HUMAN
CAPITAL
STRATEGY

10. STRATEGIC WORKFORCE PLANNING
SWP – What is it?
― The right skill, at the right time, at
the right place and at the right
cost
― Collaboration between HR,
Operations & Finance
― Identify Workforce Risks & Gaps
― Model gap-closing strategies
Align Strategy & Execution

11. STRATEGIC WORKFORCE PLANNING
SWP – Collaboration catalyst between finance and HR
Finance Department
Human Resources
Department
Strategic Workforce
Planning

12. STRATEGIC WORKFORCE PLANNING
SWP – Why do it?
BUSINESS
RESULTS

13. STRATEGIC WORKFORCE PLANNING
SWP – Why do it?
NON-COLLABORATIVE WORK
ENVIRONMENTS

14. STRATEGIC WORKFORCE PLANNING
SWP – Why do it?
CHANGE CAUSES
RESOURCE INEFFICIENCY

15. SWP – Why do it?
STRATEGIC WORKFORCE PLANNING
GLOBAL STRATEGY
MISALIGNMENT

16. STRATEGIC WORKFORCE PLANNING
SWP – Why do it?
INABILITY TO ADAPT TO
CHANGES IN TECHNOLOGY

17. STRATEGIC WORKFORCE PLANNING
Industry examples
HEALTHCARE PROVIDERS
― Understanding where demand will be in order to move the limited supply to the right
locations at the right time in order to maximize efficiency and help patients quickly.
PROFESSIONAL SERVICES
― High demand of low supply skills to execute contracts in different places across the globe.
RETAIL
― High demand needs in different locations at different times and need to understand where
the demand will occur will increase efficiency of the staffing for their peak seasons.

18. STRATEGIC WORKFORCE PLANNING
Valuable executive quotes
“It is all about having the right people
at the right time. The companies that
can mirror the customer needs with the
right amount of human capital have a
competitive advantage that most
companies cannot duplicate.”
“Driving to the lowest CPU is imperative for
survival. Strategic workforce management
provides us the ability to mirror labor with
demand. This minimizes our costs, improves
productivity and allows the right product to be
available to the customer sooner….again
more sales, more profitability.”

19. My organization consistently collaborates across key
stakeholders in HR and Finance.
a. Strongly agree
b. Moderately agree
c. Neither agree or disagree
d. Moderately disagree
e. Strongly disagree
Polling question #2
STRATEGIC WORKFORCE PLANNING

20. STRATEGIC WORKFORCE PLANNING
What makes it strategic
― What are your current
demographics of
workforce?
― What is current turnover
rate?
― What is current vacancy
rate?
Workforce Planning Questions
― What are your goals for
the demographics of your
workforce 1,3 & 5 years
out?
― What is your goal for
turnover rate in 2020 and
beyond?
― What is your 2021 target
vacancy rate?
Strategic Workforce Planning
Questions

21. STRATEGIC WORKFORCE PLANNING
Getting the right people with the right skills, is hard
68%
CEOs
worried about
availability of key
skills
70%
Employees
willing to retrain on
new skills
40%
Companies
ready to retrain their
employees

22. STRATEGIC WORKFORCE PLANNING
Getting the right people, with the right skills, at the right cost, is even harder
― Requires collaboration between Finance, HR, and key operational stakeholders
― Must identify skills and talent gaps
― Need to model changes quickly, but also use familiar tools (i.e. Excel) to implement change

23. STRATEGIC WORKFORCE PLANNING
Collaboration is imperative to align people with your strategy
Finance
― Headcount assessment
― Salary and benefits calculations
― Tax forecasting
― Budget analysis
Executives
― Set organizational goals
― Talent management
― Globalization/mobility
Line Managers
― Right people
― Right skills
― Right projects
― Right time
HR
― Right people
― Right positions
― Right skills

24. STRATEGIC WORKFORCE PLANNING
Outpace change
Plan
Predict future headcount
and skills required
Assess
Identify key skills
needed from the
department to
individual level
Model
Model organizational
changes quickly
Achieve
Combine finance and HR
data to create workforce
plans

25. My organization is proactive at solving for skill gap problems
within our workforce?
a. Strongly agree
b. Moderately agree
c. Neither agree or disagree
d. Moderately disagree
e. Strongly disagree
Polling question #3
STRATEGIC WORKFORCE PLANNING

26. STRATEGIC WORKFORCE PLANNING
Crawl, walk, run approach
― Crawl: HCM Workforce Planning within
Core HR and EPM Workforce Planning are
being utilized
― Current HCM and EPM solutions need
to be leveraged properly before
implementing SWP
― Walk: Build a strategy for implementing
SWP from a roadmap perspective
― Timeline is unique to every customer
― Run: Ready to use SWP

27. STRATEGIC WORKFORCE PLANNING
SWP – Where does it fit in the Oracle Cloud suite?
Oracle HCM Cloud Strategic Workforce Planning Oracle EPM Cloud

28. STRATEGIC WORKFORCE PLANNING
Steps to achieving SWP
1. Review current business strategy and goals
2. Determine internal talent/skill pool
3. Assess current supply & demand of talent /
skills
4. Identify future supply & demand needs
5. Determine gap assessment
6. Model workforce to fill gap & predict impact
7. Determine cost/budget requirements
8. Develop plan
9. Communicate & approve
10. Implement plan and measure to initial
forecasted results

29. Confidential – Oracle Internal 29

30. Confidential – Oracle Internal 30

31. Confidential – Oracle Internal 31

32. STRATEGIC WORKFORCE PLANNING
Strategic role – Skill gap by category

33. BAKER TILLY
At a glance
― Established in 1931
― 3,900+ Global Workforce
― Ranked one of the 10th
largest accounting and
advisory firms in the U.S.

34. BAKER TILLY
About Baker Tilly
We help clients strengthen their software investment and improve their
business practices by modernizing and optimizing their strategies, processes
and technology. Starting with an approach designed to drive adoption and
sustainability, we help our clients successfully achieve their business
initiatives.
AT A GLANCE
− End-to-End Enterprise Oracle Cloud Implementation Partner
− Agile, small team model
− Delivery expertise – HCM, ERP, EPM, SCM, CX
− Global mindset, capability and reach
− Structured change management approach
− Focus on user adoption and acceptance
− Strategy and business case execution
− Program and process design
− Proactive risk identification and mitigation
− Value Beyond the Software
Cloud implementations across
the practice; one of Oracle’s top
strategic implementers.
dedicated Oracle professionals
350+
150+
clients agreed that Baker Tilly is
proactive in meeting their needs9.5out of10

35. z

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