Beniva Total WorkForce Management
Strategic human resources programs related to workforce management can help an organization answer the following questions:
- Is my HR operating model optimized to enable efficient workforce management?
- How do my workforce costs compare with my peers?
- Do my contingent labour management practices take advantage of market efficiencies?
- Could our company reduce workforce spend?
- Does our workforce strategy and planning process enable strategic, talent based workforce decisions as opposed to pure head-count ones?
- Are our HR systems optimized to enable effective HR services
High Level Scope
Total Workforce Management Programs support the implementation of either A) components or B) a holistic redesign of foundational HR processes related to the administration of Human Resource departments.
From workforce strategy and planning through to the operationalization of revised workforce management processes within your team, TWM Programs address all necessary scope to reduce workforce costs, ensure consistency in workforce management and increase assurance related to regulatory compliance and tax considerations. A typical Total Workforce Management program provides end to end solutions including revised Policy and Practice Documents, Contingent Supplier acquisition models and defined Rate Cards, and system implementation including WorkDay™ or similar to enable the business case and needed outcomes.
Increasingly advanced HR programs can be run once this foundation is laid, however, we recommend all HR departments start here to ensure a solid base to build from. Afterwards, projects to improve Learning & Competency Management, Leader Development, Succession Planning, Digital HR & People Analytics will have the needed information and process consistency from which to keep building from.
Beniva's Total Workforce Management Capability Model
Human Resources projects are dissimilar to most other large corporate project types and need to be run accordingly. Traditional project setup applies – where requirements, scoping, and upfront business case creation are mandatory.
Making the Case for Change (with Data)
However, Business Cases are especially critical if a strong top-down mandate doesn’t exist for the project. Executive peer buy-in is critical in these scenarios, and can be achieved with clearly articulated, tangible dollars and use-cases. The organizational foundation must be laid properly as Total Workforce Management programs may have far-reaching implications within all business unit teams. A strong data-centric (read: defensible) approach to business casing is often achievable with some short duration time investment to gather, clean and analyze your HR data. Not enough can be said about this real need to make the organizational case for change.
Business Client Engagement
The most critical role and skill set on the project is not technical HR experience, data analytics, process design, system implementation or policy writing. Based on our experience, the Business Engagement Lead is the most critical individual who is tasked with remaining engaged with the business, providing updates, helping pivot and address concerns and risks and providing ongoing feedback to the delivery team. This role can be supported with HR Advisor staff, but a central singular accountability must be established. The individual must have the cycles needed to effectively engage clients, for example, in between Steering Committee meetings to align on key decisions.
Go to Market
Market intelligence is key, and traditional industry Compensation Survey company’s data is often lacking related to your Contingent Workforce. Engaging the vendor community via Request for Information (RFI) or Request for Proposals (RFPs) allows for a competitive market survey on current rates, providing a cost baseline against your current contingent workforce fees.
While the market is saturated with solution implementers for large HR systems, all system implementers are lacking effective HR process, operating model and redesign experience and skill set. More often than not, HR departments are not prepared for all of the changes needed as part of a systems implementation project and they are left holding the bag when it comes to responding in a highly reactive fashion to the changes being pushed on your department. Special focus needs to be made, especially on “Systems Centric” HR projects, to ensure readiness on your team’s part, which likely includes reorganization, expanded and diminished responsibilities (in particular, on HR self service), talent acquisition and more.
Without delay, if you have been counting on your system implementer to support enabling these changes, augment your consulting presence with skilled resources to bridge the upcoming urgent gaps.
Revised Operating Model
Operating Models are not simply reorganizations of a reporting hierarchy, but real attention needs to be paid to document revised pending work-flows and processes. Facilitated workshops are critical to ensure gaps are not introduced, technology considerations (such as time reporting) are not neglected, and teams are ready to operate from Day 1 of project go-live.
Total Workforce Management programs deliver substantial compliance, cost optimization, and efficiency gains for your organization. However, focus should be maintained throughout the lifecycle of the project to ensure that stakeholders remain aware and in tune with the benefits being delivered throughout their sometimes longer duration. Organizational attention spans can be short, but visually impactful benefits dashboards and reporting will assure ongoing support and attention for key decision.
Embarking on a Total Workforce Management program will help set up your HR department with the foundation needed to keep expanding your department as an industry leading Human Resources function.