World_Report_on_HR_Challenges_2010

Or two years for strategic workforce planning

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Unformatted text preview: expense. Strategic Workforce Planning at Lufthansa Technik 4 Identify gaps/risk 2 Simulate workforce supply per job role Current workforce Future supply Gap analysis per qualification group roles Job family group Job family FY14 FY15 3 Simulate workforce demand 2014 –46% –49% –64% 9% –25% –41% –35% –50% –55% –65% –71% –15% –33% –40% –39% –33% –38% –61% –66% –11% –38% –41% –38% –51% –58% –65% –67% Spet machinist 6% Illu –10% –33% 21% 20% 17% –7% –36% Spet for blasting FY13 2013 –42% Spet for nondestructive testing FY12 2012 –39% Supervisor mechanical engineer FY11 2011 –34% Spet electrician FY10 2010 –27% Instrumentation engineer ERI Development scenarios 2009 –19% Spet electroplater 1 Define job 2008 Spet mechanical engineer Assumptions—for example, ◊ Fluctuation ◊ Retirement ◊ Phased retirement 23% 21% str –22% 2015 –44% –44% –45% –46% 17% 15% 15% 7% –19% –42% –48% –57% –58% 20% fic tiv –57% 21% 21% 11% ati ve— –9% 14% en um be –9% rs Spet painter/graphics per job role Workforce demand logic Future demand Assumptions—for example, ◊ Strategic planning ◊ Growth scenarios ◊ Technological changes –18% –38% –51% –64% –67% –58% –62% –62% Supervisor electroplater –9% –21% –36% –36% –40% –47% –61% –61% Instrumentation engineer electrician –12% –22% –24% –33% –37% –40% –51% –2% –13% –15% –21% –21% –24% –31% –1% –21% –38% –47% –53% –65% –67% … Surplus or shortage of requirements in the respective year (%) >20 FY10 FY11 FY12 FY13 FY14 FY15 >5 to 10 <–35 to –20 <–80 to –65 >15 to 20 Strategic scenarios Recruiting Training Transfers Insourcing/ outsourcing ◊ Capacity reduction –38% 5% ◊ ◊ ◊ ◊ –48% Supervisor machinist Job function 5 Propose measures <–5 to 5 <–50 to –35 –80 >10 to 15 <–20 to –5 <–65 to –50 Sources: Lufthansa Technik; BCG analysis. C P A Exhibit 10. The Time Horizon Is Often Shorter for Workforce Planning Than for Corporate Strategy 6 or more years 2% 5 years Company’s time horizon for workforce planning 2% 4 years 14% 17% 2% 5% 5% 1% 9% 4% 10% 1 year 2 years 3 years 2% 2 years Percentage of respondents 2% 1% 3 years 1 year 3% 7% 3% 5% 4 years 5 years 6 or more years Company’s time horizon for strategic planning Companies that use the same time horizon for workforce planning and strategic planning Sources: Proprietary Web survey with 5,561 responses; 833 responses in this section; BCG/WFPMA analysis. Note: Values below 1% not shown. In line with the previous global survey, our current survey results show that companies primarily use quantitative input-related KPIs that are relatively easy to calculate— such as cost of personnel and training time per employee. (See Exhibit 11.) Output-related KPIs are harder to derive and therefore are used less oen...
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This document was uploaded on 09/30/2013.

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