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Strategic Workforce action Plan

Royal HaskoningDHV - SWaP
by

Peter Westerink

on 26 June 2015

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Transcript of Strategic Workforce action Plan

Actions & Tools
Actions:
DAG will present strategy in relation to current setting: Main areas:
Markets: current (leading) positions & clients
Disciplines: which disciplines determine 80 % of our revenue
Financial: client / market & discipline overview

Tools

Timing & Starting documents
Timing :
Workshop 1

Starting document(s):
Vision/mission statement of your AG (if available)
Existing strategy plan at AG level (adding and aligning input based BU/BL strategy plan)



TIP:
Analyse your strategy simple; keep it lean & mean


|7|
Execute Plan & Evaluate
|1|
Understand Your Strategy
|2|
External Analysis
|3|
Internal Analysis
|4|
Redefine Strategy
|5|
GAP Analysis
|6|
Action / Development Plan
Actions & Tools
Actions:
1. Examine in consultation with clients our image & future client needs
2. Discuss existing information internally & externally
3. Choose analysis methods & fill in based on gathered information

Tools
DESTEP Approach

Timing & Starting documents
Timing :
Workshop 2 (and potentially 3 > depending on market situation)


Starting document(s):
Existing external analysis
Basic data on your market(s) and their environments (if available)





TIP:
Beware to not overcomplete your process with details


Actions & Tools
Actions:
Determine role employee based on discipline deviation (DAG)
Overview fixed – hired – net borrowing, sex, age, level (grades) (HR)
Overview performance versus potential by nine grid (DAG & HR)
Trends turnover & profitability & hiring / lending (Finance)

Tools
skills/market analysis matrix


9 grid explained & format

Timing & Starting documents
Timing :
Workshop 3

Starting document(s):
Overview of human resources (data on disciplines/ competences, performance)
Overview financial data (UR, % internal/external clients, revenue (80-20), markets, etc.)
Organisation chart: combine markets & Staff roles (e.g. Infra Groningen)




TIP:
Start of with the basics that are easily gathered and commonly used

Actions & Tools
Actions:
Define Mission & Vision
Define current & potential leading market positions (National & International)
Define future disciplines
Define interventions
Define future Ebita & Revenue

Tools

Timing & Starting documents
Timing :
Workshop 3

Starting document(s):
Corporate strategy framework (RHDHV house)



TIP:
this step is not compulsory as you might be on track already :) See step 1



Actions & Tools
Actions:
Define differences in markets, clients and disciplines (quality & quantity)

Tools
GAP format
Timing & Starting documents
Timing :
Workshop 4

Starting document(s):
Current & redefined strategy



TIP:
Try to limit your number of GAP’s (max 5) to plan for realistic goals



Actions & Tools
Actions:
Define SMART interventions on:
Market
Discipline
Staff level

Tools
Format is work in progress

Timing & Starting documents
Timing :
Workshop 5

Starting document(s):
Outcome gap analysis (step 5)



TIP:
Try to limit your number of actions per defined GAP



Actions & Tools
Actions:
XX

Tools

Timing & Starting documents
Timing :
XX

Starting document(s):
XX



TIP:
Analyse your strategy simple; keep it lean & mean


TIP:
Check other AG’s (in BL) who finished SWaP and use their data and determine minimum.

Box link: https://royalhaskoningdhv.box.com/s/i987t4qd7w4qcyszzqw0i3ozduau0fsn
Box link: https://royalhaskoningdhv.box.com/s/bc7j4rw2ahgeqnfe4z4037x18xserb6j
Box link: https://royalhaskoningdhv.box.com/s/h77sg366nw59qw7pamj2jtvzttur9yax
Box link: https://royalhaskoningdhv.box.com/s/su7tkqrde469t9v60xgrza02jxisz5rx
Box link: https://royalhaskoningdhv.box.com/s/ndrlif3juhzce956oriy5hfatoymtu55
Keep it simple > start with basic SWaP (apply 80-20 rule)

Create sense of urgency > what is the future of our AG?
(e.g. start with SWaP presentation by someone who is experienced in this process)

Project Management: define scope, time, money & effort to invest and create full engagement (depe
nds on maturity fase advisory group)

Involve AG during process: feedback & involvement & input – brainstorm process steps
(mainly external analysis)

SWaP is a process not a project & needs a regular check up (annually)

SWaP
S
trategic
W
orkforce
a
ction
P
lan

TIP: involve team members (even outside the team)
to do the
homework
and gather
data to work efficiently
Setting
DAG is chairman: sets the direction of the workshop & processes, coordinates the development of the SWaP process, no content

HR is facilitator, advisor and critic

DBU is involved to some extent to align with BL / BU strategy

Workgroup members:
Employees who can contribute (max. 4 to 5) from their discipline
To create ‘buy-in’ select a mix that help to convey your message
HR and Finance need to be involved
Thinking ‘out-of-the-box & willingness to go the extra mile are essential as this process will cost time

Process
First 5 steps are done by entire workgroup

Step 6 and 7 are being done by DAG & HR

On average 4 sessions are needed for 5 first process steps

For step 6 and 7 you will need 1 to 2 sessions

A session takes 3 to 4 hours

Between each session you need to plan at least 4 weeks to do ‘homework’

Entire process will take 3 to 6 months

Tips
Context SWaP
Vision 2018: Clear definition of our focus in geographies, leading services, and clients

How do we ensure we’ve got the required skills & capacity (capabilities?) that meets future client demands?

SWaP is series of meetings / discussions that help an AG to align its team to changing external market conditions – in an ‘organic’ manner

Critical external analysis at client level is key (outside-in)

DAG is in the lead and AG members actively participate so they can ‘engineer their future’

Toolkit supports SWaP process - in setting, process and tips are explained

TIP:
involve team members (even outside the team) to do the homework and gather data to work efficiently

TIP
Setup session one:
SWaP presentation by an experiences SWaP-er to bring your groep up-to-speed with the basic principles.

Presentation current strategy by DAG and determine actions for preparation external analysis

"You cannot predict the future, but you can prepare your organization for agility to prepare for future(s).."

Questions?
Lucas van den Bergh, lucas.van.den.bergh@rhdhv.com
Robert van Ooijen, robert.van.oijen@rhdhv.com
Context
Setting
Process
Tips
step 2
step 3
step 4
step 6
overview
overview
step 7
Design: Peter Westerink
Full transcript