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    Workforce Planning at GE

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    Malay Bhavsar
    The document discusses workforce planning at General Electric, including forecasting labor demand and supply, identifying gaps, and developing action plans to address gaps. It provides examples of how GE uses workforce planning to acquire and retain top employees, ensure asset efficiency, and deliver positive net present value projects. The document also outlines GE's workforce planning process, which involves reviewing business strategy, segmenting and scanning talents, forecasting demand and supply, assessing gaps, and implementing and monitoring action plans.

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    Workforce Planning at GE

    Uploaded by

    Malay Bhavsar
    587 views14 pages
    The document discusses workforce planning at General Electric, including forecasting labor demand and supply, identifying gaps, and developing action plans to address gaps. It provides examples of how GE uses workforce planning to acquire and retain top employees, ensure asset efficiency, and deliver positive net present value projects. The document also outlines GE's workforce planning process, which involves reviewing business strategy, segmenting and scanning talents, forecasting demand and supply, assessing gaps, and implementing and monitoring action plans.

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    Workforce Planning process at GE

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    The document discusses workforce planning at General Electric, including forecasting labor demand and supply, identifying gaps, and developing action plans to address gaps. It provides examples of how GE uses workforce planning to acquire and retain top employees, ensure asset efficiency, and deliver positive net present value projects. The document also outlines GE's workforce planning process, which involves reviewing business strategy, segmenting and scanning talents, forecasting demand and supply, assessing gaps, and implementing and monitoring action plans.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    587 views14 pages

    Workforce Planning at GE

    Uploaded by

    Malay Bhavsar
    The document discusses workforce planning at General Electric, including forecasting labor demand and supply, identifying gaps, and developing action plans to address gaps. It provides examples of how GE uses workforce planning to acquire and retain top employees, ensure asset efficiency, and deliver positive net present value projects. The document also outlines GE's workforce planning process, which involves reviewing business strategy, segmenting and scanning talents, forecasting demand and supply, assessing gaps, and implementing and monitoring action plans.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 14
    At a glance
    Powered by AI
    The key takeaways are about the importance of workforce planning (WFP) for business success and addressing supply-demand gaps. WFP involves forecasting labor demand and supply and developing action plans.

    The main components of workforce planning discussed are forecasting demand and supply, identifying gaps, developing action plans, segmentation of talents, and monitoring progress.

    Some examples of how GE has used workforce planning in the past include analyzing gaps, prioritizing gaps, building and implementing action plans, forecasting demand both internally and considering business strategies, and segmenting and scanning talents.

    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

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