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Agile Workforce Planning http://agileworkforceplanning.com Workforce Planning | People Analytics Wed, 09 Aug 2017 21:03:56 +0000 en-GB hourly 1 https://wordpress.org/?v=4.9.8 http://agileworkforceplanning.com/wp-content/uploads/2017/02/cropped-agile_source02-32x32.jpg Agile Workforce Planning http://agileworkforceplanning.com 32 32 GDPR to be Enshrined in UK Law http://agileworkforceplanning.com/gdpr-to-be-enshrined-in-uk-law/ http://agileworkforceplanning.com/gdpr-to-be-enshrined-in-uk-law/#respond Wed, 09 Aug 2017 21:03:56 +0000 http://agileworkforceplanning.com/?p=408 The principles of the EU General Data Protection Regulations (GDPR) are to be enshrined in UK law under proposal released by the Department of Culture, Media and Sport (DCMS).  The Data Protection Bill follows a statement of intent from Matt Hancock in April and subsequent public consultation on GDPR, which has found that 80% of people do not feel they have complete control over their online data.

Matt Hancock, Minister of State for Digital, has said

“Our measures are designed to support businesses in their use of data, and give consumers the confidence that their data is protected and those who misuse it will be held to account.

The new Data Protection Bill will give us one of the most robust, yet dynamic, set of data laws in the world. The Bill will give people more control over their data, require more consent for its use, and prepare Britain for Brexit. We have some of the best data science in the world and this new law will help it to thrive.”

For Consumers, this means crucially that “the right to be forgotten” and the “portability of data” will be protected by statute.

For Government, it means the Information Commissioner’s Office (ICO) will have the ability to inflict punitive damages on defaulting firms, the larger of £17m or 4% of global turnover; a leap from the current £500k under the Data Protection Act 1998.

For Business, this means accepting what might be an uncomfortable reality for many, that the UK will not escape the scheduled implementation of GDPR on 25 May 2018.  Current estimates are that 2/3rds of employers are not ready for GDPR, with 57% of respondents indicating that they had not even agreed a budgetary or resource allocation to GDPR in a study by the Centre for Innovation Policy Leadership.

What can I do to prepare for GDPR?

Data Protection Officer.  An accountable DPO is a stipulation of GDPR and will need to be in place by May 2018; ensure you have one appointed.

Data Protection Plan.   Although many businesses will already have an existing plan, this will need to be reviewed in light of GDPR.

Data Breach Plans.   Breaches need to be reported within 72 hours under GDPR.  Robust and rehearsed plans will enable an effective response in the event of an incident and will directly affect the your risk of fines. Ensure you have tested your ability to report and respond within the time period.

Risk Assessment.   Understand the data you record on EU citizens and the associated risks.  Plan your mitigation and implement that mitigation early.

Compliance.   Assuring these plans remains critical and you will need to monitor and improve to ensure you remain in compliance.


 

Adam Gibson is the Strategic Workforce Planning Leader for the Metropolitan Police Service and Director of Agile Workforce Planning. In the past two years he has focused on reducing costs whilst maintaining 32,000 Police Officers and delivering to urgent operational requirements, including the increase of 600 armed officers following the terrorist attacks in Paris.  Concurrently, he has led a transformation of the workforce planning and analytics service. https://www.linkedin.com/in/adamcgibson

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How Can The Education System Bridge The UK Skills Gap? http://agileworkforceplanning.com/how-can-the-education-system-bridge-the-uk-skills-gap/ http://agileworkforceplanning.com/how-can-the-education-system-bridge-the-uk-skills-gap/#respond Thu, 22 Jun 2017 05:00:02 +0000 http://agileworkforceplanning.com/?p=365 The issue of shortage of skills in job markets has become prevalent in most countries around the world.  The UK is one of the countries that are currently facing skills shortage: our literacy gap is twice the OECD average of 6.5% and more than half of British businesses are experiencing a shortage of skilled staff in the fields of science, technology, engineering and maths (STEM).  This problem cannot be solved by getting more graduates in those fields, but by teaching them the qualities, creativity and skills that are needed most in those fields.  Some of the countries facing STEM skills shortage such as Sweden, the USA and the Netherlands are addressing the issue in a number of innovative ways that we can also adopt in the UK.

What part can education play?

Classroom collaboration

Schools have a role to play by enabling departments to work together and creating projects that can be taught to students across all disciplines.  Such initiatives help in improving engagement in the classroom and areas taught are revisited on a regular basis.  For instance, when students in San Diego are taught about a concept in Physics, the topic becomes part of their creative writing task and they finish by developing art projects.  Once the projects are complete, they present their work to their colleagues, teachers, parents and entrepreneurs.

School-Businesses partnerships

Entrepreneurs need to know the benefits they stand to gain from collaborating with schools to address the STEM skills shortage gap.  Through partnerships, students have the opportunity to see and practice what they’ve learnt in class and get to build their skills in the process.  In Stenungsund, Western Sweden, the petrochemical companies in the region work closely with local schools.  They have invested in the schools by supplying them with some of the machines they use in the industry so that students can use them for practical lessons.

Support from the three key stakeholders

The link between schools, the government and the industry is often overlooked, yet they all have a great impact on the issue.  This STEM skills shortage can only be fully addressed through cohesion between the three bodies.  For instance in Ohio, policy makers established the Ohio STEM Network, an initiative which aims at  getting businesses, schools and the government to work together to increase the number of graduates in certain areas.  Some of the main aspects of the Network include; high quality training in schools, partial funding of students’ degrees and the setting up of STEM schools by the industry.  The moment such sustainable projects are implemented in the UK, the skills gap can be addressed now and in future.

How can businesses protect themselves?

The National Productivity Investment Fund is expected to push £1bn into training, with a further £2.5bn from the apprenticeship levy by 2020.  Even so, robust workforce planning will remain critical in understanding if your business has a gap and how it can be bridged.

 


 

Adam Gibson is the Strategic Workforce Planning Leader for the Metropolitan Police Service and Director of Agile Workforce Planning. In the past two years he has focused on reducing costs whilst maintaining 32,000 Police Officers and delivering to urgent operational requirements, including the increase of 600 armed officers following the terrorist attacks in Paris.  Concurrently, he has led a transformation of the workforce planning and analytics service. https://www.linkedin.com/in/adamcgibson

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How Can You Protect Your Business Against Disruptive Innovation? http://agileworkforceplanning.com/how-can-you-protect-your-business-against-disruptive-innovation/ http://agileworkforceplanning.com/how-can-you-protect-your-business-against-disruptive-innovation/#respond Tue, 09 May 2017 19:46:53 +0000 http://agileworkforceplanning.com/?p=371 Have you been reading about the next new disruptive technology?  Are you seeing the interruption of entire industries?  Are you worried that a new innovation will bring major changes to your business model?  Such concerns are not an unfounded one and there are increasingly more businesses feeling the impact of disruption.

Disruptive innovations are the products or services that surpass the existing dominant technology, products and services by filling gaps left by the former technology. This involves providing lower price points and new capabilities.

Professor Clayton M. Christensen of Harvard Business School describes a sustaining technology as one that is capable of improving the performance or quality of the existing technologies. The main difference between sustaining technologies and disruptive technologies is that sustaining technologies are apparent in the market, whereas disruptive technologies cannot be easily planned for since they originate from other development channels. Although it’s impossible to stay updated with all technical advancements that occur in your industry, there are steps you can take to ensure you stay prepared for any disruption in the market. Most entrepreneurs might assume that it’s something obvious, but your eyes and ears should stay open on what’s going on in your industry.

Look widely

Consider the different parts of the market globally and don’t just focus on your own niche.

Network with other players in your industry

Have your finger on the pulse of developments that might affect your routine business operations.

Take time to consult your customers

Their feedback likely contains the key to the changes and improvements to your products and service delivery that will unlock value that disruptive innovation will otherwise exploit.  If you fail to pay attention to their suggestions, you’ll be shocked to find that someone else has adopted them.

Challenge your employees

Have them come up with cheaper, faster or more efficient ways of serving your customers and the need for them to stay open to new innovations.  The best way to protect your business from disruptive technology is by constantly improving your products and service delivery; such that you leave little room for other entrepreneurs to capitalise.

In most cases, disruptive technologies offer new capabilities in a way traditional technologies cannot and there’s no specific way to prepare for these innovations. However, you have the ability to control how you react to them and if there is something unique the technology can offer to your customers, then you should partner with the innovators. If the disruptive technology brings competition to your industry, then you should come up with ways of improving your products or services to match what disruptive players are offering.


Adam Gibson is the Strategic Workforce Planning Leader for the Metropolitan Police Service and Director of Agile Workforce Planning. In the past two years he has focused on reducing costs whilst maintaining 32,000 Police Officers and delivering to urgent operational requirements, including the increase of 600 armed officers following the terrorist attacks in Paris.  Concurrently, he has led a transformation of the workforce planning and analytics service. https://www.linkedin.com/in/adamcgibson


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Everything You Need To Know About Gender Pay Gap Reporting http://agileworkforceplanning.com/everything-you-need-to-know-about-gender-pay-gap-reporting/ http://agileworkforceplanning.com/everything-you-need-to-know-about-gender-pay-gap-reporting/#respond Fri, 14 Apr 2017 08:01:35 +0000 http://agileworkforceplanning.com/?p=375 The issue of women being paid less yet they work in the same positions as men took first took hold during the Great War when men went overseas to fight.  This trend went for a number of years leading to “equal pay strikes,” but only a war bonus was paid out. Despite the presence of legislations such as Equal Pay Act of 1971 and the Sex Discrimination Act of 1975, this gap hasn’t been filled yet.  Equal pay differences between men and women who carry out the same jobs, similar jobs or work of equal value is different to the gender pay gap difference in the average pay between all men and women in a workforce.  Currently, there’s a 25% gender pay gap in UK’s high tech sector, which means this disparity is yet to be addressed.

What is gender pay gap reporting?

Following the publishing in Feb 2017 of the Gender Pay Gap regulations of the Equality Act of 2010, public and private companies with 250 employees or more will now have to publish gender pay gap and bonus pay gap annually. This will help track the difference in pay between male and female workers. The results will then be published on a league table to help crackdown on the worst offenders.

When should you publish and report?

It’s mandatory that each company that falls under the legislation publishes a report at the end of every year starting 30th April 2017. The government already asked employers to present a snapshot of the gender pay on 30th April 2017.

What do you need to know?

Gender pay gap refers to the average difference between men and women’s aggregate hourly pay. Therefore, under the new rules employers are required to publish the mean and median gender pay gaps. In addition to that, you should also know the proportion of men and women receiving bonuses, the mean and median gender bonus gaps and the ratio of men to women working in the organization’s quartile pay distribution. This pay includes basic salary, allowances, paid leave, shift premium pay, bonus pay and pay for piecework.

What you need to do              

The results collected from the gender pay gap and bonus pay gap analysis will have to be combined and published on your organization’s website. Additionally, a copy of the data will also be provided to the government for official publication. The data will help organizations assess their performance towards attaining gender pay equality.

How does this affect your organisation?

Although the draft regulations don’t specify the measures that should be taken against companies that fail to comply, failure to comply can lead to civil enforcement measures. Furthermore, a poor record can have adverse effects on your organisation’s credibility and affect your recruitment process. Using the data collected, you can introduce a new framework that embraces change and every aspect of gender equality.


Adam Gibson is the Strategic Workforce Planning Leader for the Metropolitan Police Service and Director of Agile Workforce Planning. In the past two years he has focused on reducing costs whilst maintaining 32,000 Police Officers and delivering to urgent operational requirements, including the increase of 600 armed officers following the terrorist attacks in Paris.  Concurrently, he has led a transformation of the workforce planning and analytics service. https://www.linkedin.com/in/adamcgibson


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The Return of the Ulrich http://agileworkforceplanning.com/the-return-of-the-ulrich/ http://agileworkforceplanning.com/the-return-of-the-ulrich/#respond Sun, 02 Apr 2017 12:34:28 +0000 http://agileworkforceplanning.com/?p=342
Dave Ulrich

Dave Ulrich, the father of modern HR, is back with his new book Victory Through Organization: Why the War for Talent is Failing Your Company and What You Can Do About It.  Dave has authored 30 books and over 200 articles that have helped organisations and the HR profession in particular; his research focuses on how organisations build capabilities of leadership, speed, learning, accountability, and talent through leveraging human resources.

This study, based on a remarkable 32,000 worldwide surveys rating the competencies and performance of more than 4,000 HR professionals from more than 1,200 organisation units, reveals that the organisation has four times the impact on business performance compared to individual talent.

Themes

Building on seven rounds of the HR Competency Study (HRCS) over the last 30 years, the book offers HR professionals tools to better respond to emerging opportunities, and offers guidance for how to build more effective HR departments to deliver real value.  There are six critical themes that form a common thread throughout the book: HR matters with 30-40% of executive board time being spent on people or organisational issues; HR research is imperative to deliver a strong foundation of quantitative and qualitative information; HR professionals are changing, of those 20% exceptional in delivering real value for the business, 60% are open to development and making progress towards a better HR service and 20% “are laggards, not able or willing to use HR to drive business results”; HR departments and practices are becoming more important by offering integrated solutions to business problems; HR colleagues are incredibly gifted with successful chief executive officers (CEOs) having the same skills set as successful chief human resource officers (CHROs), in comparison to chief marketing officers (CMOs), chief information officers (CIOs), or even chief financial officers (CFOs); and that HR is a dynamic and innovative discipline with new expertise such as business partnering, workforce planning and analytics becoming foundational parts of HR.

Competencies

Victory Through Organization also establishes a new framework for HR professionals of nine competencies:

Three core drivers of key outcomes: Strategic positioner, those who position the business to win in its market; Credible activist, trusted partners who build relationships through proactivity; and Paradox navigator those able to manage the inherent tensions within an organisation.

Three competencies that are organisation enablers, helping position HR to deliver strategic value: Culture and change champions who navigate the organisational culture to make change happen; Human capital curators who manage the flow of talent by developing people and leaders, driving individual performance, and building technical capabilities; and Total reward stewards who manage employee wellbeing through financial and non-financial rewards.

Finally, delivery enablers that focused on managing the tactical or foundational elements of HR: Technology and media integrator, those adept in the use of technology and social media to drive create high performing organisations; Analytics designer and interpreter, those who use analytics to improve decision making; and Compliance managers who manage the processes related to compliance by following regulatory guidelines.

I am sure Victory Through Organization will follow the trend of his earlier work and live up to expectations to further establish HR as a prominent strategic partner of the business and to embrace HR’s role in creating an organisation that is greater—and performs greater—than the sum of its “employee” parts.


Adam Gibson is the Strategic Workforce Planning Leader for the Metropolitan Police Service and Director of Agile Workforce Planning. In the past two years he has focused on reducing costs whilst maintaining 32,000 Police Officers and delivering to urgent operational requirements, including the increase of 600 armed officers following the terrorist attacks in Paris.  Concurrently, he has led a transformation of the workforce planning and analytics service. https://www.linkedin.com/in/adamcgibson

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Are these the last days of public sector contracting? http://agileworkforceplanning.com/are-these-the-last-days-of-public-sector-contracting/ http://agileworkforceplanning.com/are-these-the-last-days-of-public-sector-contracting/#respond Mon, 27 Mar 2017 20:29:48 +0000 http://agileworkforceplanning.com/?p=349 The final days of the financial year are proving turbulent for the public sector, and those working on contract, as a result of the IR35 changes taking effect from April.  IR35 is a long-standing measure to tax contractors viewed as ‘disguised employees’ at a rate similar to those who are employed.  Determination of status since its inception in April 2000, via schedule 12 of the Finance Act, has been one of ‘self-determination’ by those who own a limited company that is paid directly by a client.  In George Osborne’s 2016 Autumn Statement, he confirmed that for the public sector the client would be responsible for determining IR35 status, not the contractor, in a move that was expected to realise £185m for the public purse in FY17/18.  Many believe the move was also reinforcing the strong view of the Public Accounts Committee (PAC) in April 2016 that government departments lacked sufficiently robust workforce plans to manage their spend on contractors.

Initial concerns of the contractor community were that the public sector would prove unable to correctly determine the status of contractors.  This was further hampered by the delay in HMRC’s launch of an Employee Service Status (ESS) tool that would allow public sector bodies to make an accurate determination, with the release having been in the last few weeks.  Even that has been subject to criticism with legal experts stressing the risks to the public sector as the ESS tool is not legally bindingContractCalculator have put all historical IR35 court cases through HMRC’s tool: 27% of the court cases are determined as “Unknown” and, worryingly, 10% of cases were given a “pass” despite a contrary verdict from the judiciary.

So what does this mean for contractors?

The late amendment to the 2017 Finance Bill added the requirement for “reasonable care” in determining the status of contractors, which will dissuade many organisations from a ‘blanket approach’ and has been welcomed widely.  Those deemed inside IR35 would likely be taxed as employees without receiving the associated benefits and rights of employment (such as pensions, holidays and sick pay).  The obvious impact on ‘total reward’ for contractors will likely result in commensurate increases in fees either through an increased day rate or, in avoidance of undue scrutiny, additional billing.  Those same contractors also run the risk of their accounts from previous years being placed under the microscope of revenue collectors.

What does this mean for the public sector?

The public sector is experiencing a walk out of contractors caught up in the change, placing at risk a number of Whitehall-backed IT projects.  With technology and digital skills in high demand across the sector, particularly at middle management level, the coming year is looking turbulent.  Sarah Wilkinson, Home Office CIO, said recently:

“There’s no doubt in my mind that, if we’re realistic, we’re going to have a year of significant pain because you will see a degradation of the contractor population.

It will take some time to embed new pay structures even if they were approved tomorrow. It will take some time to recruit even if we started tomorrow. So 2017 is going to be extraordinarily difficult.”

In a poll of around two thousand public sector contractors by tax advisor QDos Contractor, 85% of respondents said they would leave the public sector if their client deemed them to be inside IR35.

To meet the demand for niche skills, now and in the future, will certainly necessitate deliverable workforce plans, alongside a durable talent management strategy, across public sector organisations.


Adam Gibson is the Strategic Workforce Planning Leader for the Metropolitan Police Service and Director of Agile Workforce Planning. In the past two years he has focused on reducing costs whilst maintaining 32,000 Police Officers and delivering to urgent operational requirements, including the increase of 600 armed officers following the terrorist attacks in Paris.  Concurrently, he has led a transformation of the workforce planning and analytics service. https://www.linkedin.com/in/adamcgibson


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Workforce Analytics Helps Deliver Nobel Prize Win http://agileworkforceplanning.com/workforce_analytics_helps_deliver_nobel_prize_win/ http://agileworkforceplanning.com/workforce_analytics_helps_deliver_nobel_prize_win/#respond Thu, 13 Oct 2016 15:29:22 +0000 http://agileworkforceplanning.com/?p=1 This week saw the announcement of Oliver Hart and Bengt Holmström as this year’s winners of the Nobel Prize in Economics. Their work on contract theory helps us understand the complex relationships between employees and employers, as well as between shareholders and executives.

We all find ourselves in positions where we need others to work in our best interest rather than their own self interest. In these circumstances, contracts are used to overcome conflict of interest. When it comes to the workplace, particularly for the knowledge worker, some of our work is easy to measure whilst much of it is not.

From the 1970s, Holmström conducted extensive analysis of people, performance and relationships to understand the incentives that shape our behaviours. In doing so, he created a basis for contracts that can drive the holistic outcomes we want whilst avoiding the perverse behaviours that come from rewarding some narrow goals.

Years later, Hart contributed incomplete contracts to a new branch of contract theory. If a contract cannot codify every possible outcome, which party owns the final decision? These theoretical tools allow for the leverage of control rights against other reward and recognition options.

The applications for contract theory in a knowledge economy are as plentiful as they are diverse. From a workforce planning perspective, the theory cuts to the heart of how to deliver and sustain both change and business as usual: from understanding the impact of broader markets when assessing the performance of a CEO; to the pay, benefits and bonus structure of temporary and permanent staff.

This is a tremendous and well-deserved accolade in what, I hope, will prompt a leap in real-world workforce planning and talent management.

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