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Mitigating Business Risks with Strategic Workforce Planning

Mitigating Business Risks with Strategic Workforce Planning. Lina Doucet Bruce Power. Agenda. Introduction WFP Model Business Requirements Technical Solution Business Impact Key Points Contact Questions. Bruce Power. Bruce Power is a Canadian Nuclear Plant Operator

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Mitigating Business Risks with Strategic Workforce Planning

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  1. Mitigating Business Risks with Strategic Workforce Planning Lina Doucet Bruce Power

  2. Agenda • Introduction • WFP Model • Business Requirements • Technical Solution • Business Impact • Key Points • Contact • Questions

  3. Bruce Power • Bruce Power is a Canadian Nuclear Plant Operator • Canada's first private nuclear generating company and the source of more than 20% of Ontario Canada's electricity • Located approximately 250 kilometres northwest of Toronto • Lina Doucet, Bruce Power Workforce Planning Team • Former Business Consultant with 15 years of experience in business development, training and process improvement now working in the Energy Sector

  4. Business Assumptions • Business plan driven or work driven? • Workforce planning: a human capital management or financial exercise? • Centralized/top-down approach vs. demand-based?

  5. Business Drivers • Fiscal responsibility to optimize the size of our workforce and minimize staffing costs • Work efficiencies required for optimisation are aligned with WANO 1 initiatives • Prepares the company for the upcoming labour shortage • Positions our company to be more competitive and mitigate risk in a changing business environment

  6. Bruce Power’s Workforce Planning Model • Based on mitigating risk – critical skills / staffing costs • Long Term Workforce Model (5 years) with ramp down curve establishes year end Job Level Targets • JLTs based on staffing requirements (eg work analysis) “filtered” with benchmarking results / best practice / 5 year implementation plan • All staffing actions (including hiring, staff movements, retention strategies etc.) based on CWS (Critical Workforce Segments) • A network of Divisional Staffing Planning SPOCs (single points of contacts) are active in the WFP Process

  7. Business goals and activities Long-term business plan Staffing budget Corporate staffing level targets

  8. Long-term business plan Long-term business plan Assess future workforce Talent segmentation Diversity Skills requirements

  9. Assess future workforce Assess current workforce Assess future workforce Demographics Attrition assumptions Talent pools Long-term business plan

  10. Assess current workforce Assess current workforce Gap between future and current workforce (numbers, skills, etc.) Gap analysis Workforce redistribution across divisions and job families Job level targets and 5-year workforce plans Long-term business plan Assess future workforce

  11. Long-term business plan Assess future workforce Assess current workforce Employee retention plans Employee development and career plans Employer of choice initiatives Succession plans Employment equity plan Employee relations strategy Gap analysis Staffing strategies

  12. Workforce Modelling

  13. Current Workforce Model Group A Group B Group C Group D Projects Finance & CS Group E Power Marketing LAW Retirements

  14. Current Workforce Model Group A Group B Group C Group D Projects Finance & CS Group E Power Marketing LAW Staff Movements

  15. Current Workforce Model Group A Group B Group C Group D Projects Finance & CS Group E Power Marketing LAW Hiring

  16. Group A Group B Group C Group D Group E Group A Group B Group C Group D Projects Finance & CS Group E Power Marketing LAW Current Workforce Model Future 8 Unit Workforce Model

  17. Fundamental WFP Principles • All staffing actions based on long-term business goals (not everyday “urgent requests” or “what was”) & criticality of positions (including $$$) • Talent management based on building the future workforce • Approved (i.e., executive buy-in and sign off) formal staffing actions required to mitigate risks related to an aging workforce and pending labour shortage

  18. Bruce Power – Workforce PlanningBusiness Requirements • Company’s HR Division used several Excel spreadsheets to manage its Workforce Planning Process (WFP) creating a localized source of business intelligence with limited transparency to line managers • Some line managers used customized databases or local spreadsheets to analyze staffing requirements and develop hiring plans based on their own source of data and assumptions • Historically, company was using traditional approach to WFP by rolling up line demand for staff (12 to 18 month plan)

  19. Bruce Power – Workforce PlanningBusiness Requirements • Need for automation: • As the company was experiencing growth, an ageing workforce and stringent regulatory requirements, automating the WFP process was required • Market Survey: • Company did a market scan to find off-the-shelf solutions / WFP software • Decision was made to accept tenders to develop in-house product

  20. Technical Solution • Bruce Power uses SAP BW 3.5 for strategic reporting • Leveraged SAP’s Business Planning Simulation Module (BPS) within Business Warehouse, to automate the existing Workforce Planning Process

  21. Hiring Plan

  22. Reports

  23. Executive Dashboard

  24. Business Impact • Desktop solution provides managers with full transparency to business assumptions • Divisional single point of contact reviews / validates data on an ongoing basis • What if scenario “self serve” capability has reduced re-work and multiple revisions to hiring plan. • Hiring process has been streamlined (e.g. staffing request forms have been eliminated, requisitions can be created based on on-line hiring plan, HR reports and analysis can be done by line managers)

  25. Business Impact (continued) • Executive Dashboard provides mission critical data to Executive Vice Presidents and CEO • Enhanced Analytics (staff movement trends, talent pools, staffing level forecast, etc.) • WFP Module designed for “total workforce management” (temps, contractors, regular, etc.) • Module can produce “HR What if scenarios” for acquisitions, Green Field / Brown Field Projects, new divisions, negative growth management/ downsizing, etc

  26. Key Points • Utilize BPS planning function to automate Hiring Plan generation process • BPS is a strong module for what-if scenario analysis • Using BPS can ease the integration of workforce planning and business planning • Scope control was key during the project. • Resist temptation to enhance design beyond scope

  27. Lina Doucet • Bruce Power • lina.doucet@brucepower.com • 1 (866) 748-4787 ext. 5458

  28. Questions?

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