Increase your visibility to the location options and the composition of future workforces

This post summarizes Anaplan’s HR approach in using our own product to implement flexible workforce location strategies.

随着组织的发展和发展策略，为员工提供选择工作的选择会对吸引和保留最佳人才产生重大影响。搬迁成本可能很大，对于许多工人来说，对家庭和个人生活的破坏不值得重大和频繁的变化。Spotify，Atlassian，Twilio和VMware等公司已经放松了其政策，以使许多角色可用于灵活和虚拟（远程）工作。删除由物理位置定义的传统边界，使这些公司可以访问其运营国家可用的全部人才。

Increased visibility to the location options and the composition of future workforces requires recruiting and hiring today with a clear understanding of what is necessary to produce future experts and leaders. This approach reduces the cost of external hiring at the mid- and senior level, while also improving the career prospects for emerging talent within the company. Another added benefit is accelerating the representation of diverse talent at the mid- and senior levels of the company – improving equity of compensation and attracting more diverse workers. That’s a strategic benefit because 78% of U.S. workers say it is important that their companies foster an inclusive and equitable environment (April 2021 CNBC/Surveymonkey workforce happiness index).

At Anaplan, we use our own product to make sure that our future workforce is developed with emerging talent at the forefront and include a flexible location strategy that supports employee choice and benefits. A lot was learned during 2020, when work-from-home was the company-wide policy. In this post, I’ll share the process you can use to bring this vision to reality in your workplace.

从哪儿开始

首先提供您的劳动力的简单快照，包括位置（组织到州/国家/地区层次结构），组织（使用财务或人力资源报告层次结构）和工作级别（使用薪酬指南或工作库）。您可以在短短两周内通过两个简单的自动化每日饲料将HRIS数据与Anaplan集成在一起：通常需要不到一周才能适应现有饲料或创建新的饲料，而另一个星期则最多可以创建数据，以创建数据，观点和指标对您的人力资源团队最有意义。

By building calculations for annual hiring, termination, and promotion rates (with differences where statistically significant) into your Anaplan model, your model will project the baseline workforce forward for five years.

接下来，创建叙述不同增长轨迹（例如，收入增长，产品开发或同时增加）的场景。一些例子是：

• Scenario #1: Accelerated growth for emerging talent requires higher investment in training.
• 场景＃2：逐步提高新兴人才意味着外部雇用更多的中层管理人员。
• Scenario #3: Incorporate a flexible working policy based on research like这来自盖洛普, where 54% of software engineers prefer to work virtually, providing increased access to diverse talent across the country.
• Scenario #4: Demonstrate the tradeoffs of shifting hiring to lower-cost locations vs. high-cost locations over time.
• 方案＃5：随着时间的流逝，各级雇用和晋升率提高了各级雇用和晋升率的影响。

使用Anaplan的“ What-if”建模来实验这些想法，您会发现几种情况，可以描述您在新兴人才的各种增长，分销和投资条件下为您的劳动力提供可能的未来。我们的内部Anaplan建模者团队在与Workforce Planning团队密切合作的两个月Sprint上开发了这样的基线模型。

决定最有利的道路

Once you have developed your baseline model, add more context based on your organization’s unique challenges. This helps you land on the preferred long-range plan for the optimal ability to attract and retain talent, while staying within cost and contractual constraints. Do this in partnership with finance and real estate teams that already have their own perspectives on future expense and real estate constraints for the organization. Their input belongs in your Anaplan model as well.

• 您可以添加一个变量以显示mix of employees in each country that will be office-based or virtual/remote. This allows you to estimate a budget that allow remote employees to travel one or two times per year to work with their teams in person as well as examine the capacity requirements for specific offices, estimate relocation budgets, and measure the environmental impacts of reduced commuting requirements.
• 您可以包括外部人才市场数据(e.g., U.S. Census workforcedatash的种族/民族)ows the profile of talent across the countries where you operate (or wish to operate) and set expectations for the future set of candidates and hires that you should be able to attract given an increased number of roles that are open to virtual/remote work.
• You can work with finance and emerging-talent recruiting teams, as well as each of the business leaders, to set goals for building an emerging talent pool from universities, apprentice programs, internships, bootcamps, military exits, and second-career candidates that will enter the workforce in future fiscal years and can reduce demand for external hiring at the mid- and senior levels.

In the first-year, the results of such a long-range workforce plan can then be connected to short-term planning and budgeting cycles to inform overall employee expense cost expectations. It can even be expanded to include real estate, IT, and recruiting capacity expenses.

As the organization evolves, update the underlying rosters and assumptions (through automatic, statistical, or manual input) in the model so that it can be used by leadership teams for more detailed organizational planning and “what-if” scenarios.

This simple approach – powered by Anaplan’smultidimensional modelling and scenario-building capabilities- 使领导者及其团队通过一个共同的框架来了解未来。公司可以通过投资新兴的人才计划来增加多样性，减少浪费时间并提高生产率，该计划允许使用中级工人进行更专业的工作，从而提高员工的满意度。