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E-raamat: Organizational Planning and Analysis: Building the Capability to Secure Business Performance

  • Formaat: 440 pages
  • Ilmumisaeg: 03-Sep-2022
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9781398605862
  • Formaat - PDF+DRM
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  • Formaat: 440 pages
  • Ilmumisaeg: 03-Sep-2022
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9781398605862

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Use this practical guide to take a data-driven approach to workforce planning and continuously analyse the organization to allow the business to meet its strategic objectives.

What is the cost of employees today and what will this be in the future? This book explains how to take a data-driven approach to workforce planning and allow the business to reach its strategic goals.

Organizational Planning and Analysis (OP&A) is a data-driven approach to workforce planning. It allows HR professionals, OD practitioners and business leaders to monitor an organization's activities and analyse business data to regularly adjust plans to ensure that the business succeeds. This book covers everything from how to build an OP&A function, the difference between strategic and operational workforce planning and how to manage demand and supply through to how to match people to new or changing roles and develop robust succession planning. Organizational Planning and Analysis also covers how OP&A works with HR operations including recruitment, L&D, reward and performance management and includes a chapter on new human capital analytics which allow a business to improve the return on investment for each of its employees.

Full of practical advice and step by step guidance, this book is also supported by case studies from organizations including KPMG, Sainsbury's, WPP, Accenture, TSB, Johnson & Johnson, Aer Lingus and FedEx.

Arvustused

"Building a forward-looking OP&A unit is crucial at these times of increasing economic disruption. This book is so much more than an optional read." * Ian Kantor, Founder, Investec * "In his new book, Rupert astutely illustrates applying systems theory to organizational planning for driving outcomes in a complex environment. He gives us courage to rethink planning as a dynamic and insightful process to build long term organizational capabilities." * Shradha Prakash, VP, Future of Work, Org Design and Talent Enablement at Prudential Financial * "Rupert masterfully offers ideas, specific analytical tools and cases on planning, transformation, workforce, and technology to improve organizations. Anyone interested in creating more effective organizations will find this an exceptional guide." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan Partner The RBL Group * "Leadership is about taking an organization from one place to another knowing that the movement can only come from the people. This book shows how data can power alignment, speed and purpose on the journey." * Pär Åström, President Gardena Division, Husqvarna Group * "In his new book Organizational Planning and Analysis, Rupert offers a compelling guide for executive and practitioner alike. If you truly believe that people are your organization's greatest asset and you have been frustrated with previous efforts to make a workforce transformation real, then look no further. Blending strategy, finance, workforce planning and analytics, this book offers a logical, evidence-based process for introducing OP&A as a new capability in your organization. Doing so will ensure that you can achieve sustained and measurable workforce success. Highly recommended." * David Stroud, Director, Workforce Insight Pty Ltd * "If you enjoyed Data-Driven Organization Design, the prequel to this book, then you'll love Organizational Planning and Analysis. Rupert is one of the genuine thought leaders in our field. He first outlined the key concepts outlined in this book to me as a guest on the Digital HR Leaders podcast. I was captivated. If you want to understand how to use data and analysis to build organizational capabilities through workforce planning and drive business success, then this is the book for you." * David Green, co-author of Excellence in People Analytics, Managing Partner at Insight222 and host of the Digital HR Leaders podcast. * "We all know, in theory, that planning and analysis founded on good data is an organizational must. Getting the theory into day-to-day practice is more problematic. Rupert Morrison clearly and carefully lays out why and how to do this. What's not to follow in his guidance? The benefits are huge." * Naomi Stanford, organization design author and consultant * "A practical guide to using data to continuously optimize organizational performance, aligning for innovation, agility and productivity. A must build muscle for all organizations today." * Kent McMillan, Managing Director, Global Organization Strategy & Design Lead, Accenture * "In a world where business leaders are told to reflect properly and plan effectively, this book equips them with the right questions to ask and a framework for generating continuous performance. Ultimately, it ushers in a leadership approach that is confident and clear in the face of an increasingly volatile and opaque business landscape. Essential reading." * John Brown, Founder and CEO, Dont Cry Wolf * "Simplicity is something hard to achieve. OP&A is a simple yet very effective concept to solve one of the most complex challenges that organisations face today. This is an essential read to anyone in charge of teams." * Thiago R. Kiwi, Head of Marketing & Communications at Headspring Executive Development *

About the author xii
Foreword xiii
Acknowledgements xv
Part One Introduction
1(78)
1.1 Organizational Planning and Analysis
3(22)
Introduction
3(2)
Navigating disruption and change
5(9)
The importance of organizational capabilities
14(1)
A new core capability is needed: OP&A
15(4)
How this book will help you
19(1)
Structure of the book
20(1)
Final thoughts
21(2)
Notes
23(2)
1.2 Data-Driven Organization Design
25(26)
Introduction
25(1)
The organization is a system
26(2)
Organizational data is hierarchical
28(1)
Organizational data is messy (fragmented and incomplete, constantly changing and connected in complex ways)
28(2)
Macro operating design versus micro detailed design
30(1)
Macro operating design
30(7)
Micro detailed design
37(13)
Final thoughts
50(1)
1.3 Financial Planning and Analysis
51(28)
Introduction
51(2)
Why businesses need FP&A
53(3)
Management and performance reporting
56(12)
Ratio analysis
68(1)
Future-focused planning, budgeting and monitoring
69(1)
Financial modelling
69(6)
Final thoughts
75(2)
Notes
77(2)
Part Two Making it Real: Transformation and optimization
79(86)
2.1 Introduction
81(7)
What is Making it Real?
81(1)
The importance of a fair and well-governed process
82(2)
Structure and logic for Part Two
84(3)
Notes
87(1)
2.2 Preparing to execute
88(25)
Introduction to Stage 1
88(1)
Address HOWWIP questions
89(5)
HOWWIP exercises and games
94(4)
Identify potential traps and plan for contingency
98(7)
Preparing to execute agile ways of working
105(6)
Final thoughts
111(1)
Notes
112(1)
2.3 Implementation
113(28)
Introduction
113(1)
Prioritize work according to Now, Next, Later
114(1)
Stage 2 Assess impacts and plan communications
115(11)
Stage 3 Manage talent transitions and consultation
126(8)
Define the consultation process
134(4)
Final thoughts
138(2)
Notes
140(1)
2.4 Ongoing optimization
141(24)
Introduction to Stage 4
141(2)
The importance of tracking and monitoring
143(1)
Talent management
144(2)
Case study: Building Agile Teams
146(8)
Succession planning and development
154(6)
Using competency data to predict performance outcomes
160(2)
Final thoughts
162(1)
Notes
163(2)
Part Three Workforce planning
165(52)
3.1 Introduction
167(10)
Workforce planning terminology
168(5)
Structure and logic for Part Three
173(3)
Notes
176(1)
3.2 Supply forecasting and top-down demand planning
177(22)
Introduction
177(1)
Step 1 Building the as-is baseline
178(5)
Step 2 Top-down supply forecasting
183(1)
Step 3 Top-down demand planning
184(11)
Setting the demand plan and understanding the gap
195(3)
Final thoughts
198(1)
3.3 Bottom-up position planning, finalizing the workforce plan and monitoring progress
199(18)
Introduction
199(1)
Defining governance and workflow
200(4)
Step 4 Conduct bottom-up position planning
204(4)
Step 5 Finalize budgets and targets
208(2)
Step 6 Analyse and monitor
210(5)
Final thoughts
215(2)
Part Four OP&A analysis
217(56)
4.1 Introduction
219(3)
Structure and logic for Part Four
220(2)
4.2 Laying the foundations for effective OP&A analysis
222(28)
Introduction
222(1)
Building a flexible data warehouse
223(3)
Other types of databases
226(1)
Understanding the different types of data
227(3)
Building a data model
230(16)
Creating dashboards
246(1)
Final thoughts
247(2)
Notes
249(1)
4.3 Ignoring statistical traps and leveraging data science
250(23)
Introduction
250(1)
Common statistical traps
251(9)
Statistical techniques
260(6)
Machine learning
266(4)
Filial thoughts
270(1)
Notes
271(1)
Further reading
272(1)
Part Five The OP&A function
273(76)
5.1 Introduction
275(6)
What does successful OP&A look like?
276(2)
Structure and logic for Part Five
278(3)
5.2 Stage 1: Scoping the macro operating design and writing the business case
281(26)
Introduction
281(1)
Vision and strategy
282(2)
OP&A value chain and processes
284(2)
Building the case for change
286(5)
Design criteria and principles
291(2)
Thinking through design options
293(5)
Choosing an option and devising a roadmap
298(7)
Final thoughts
305(1)
Note
306(1)
5.3 Stage 2: Detailing the OP&A function
307(28)
Introduction
307(1)
Define the roles within the function
308(7)
Design the roles
315(6)
Detail the key interfaces
321(10)
Rightsize the OP&A function to deliver the work
331(2)
Develop organization effectiveness KPIs and reporting format and frequency
333(2)
Final thoughts
335(2)
5.4 Stage 3: Making the OP&A function real
337(12)
Introduction
337(1)
Determine the initial programme of work for the OP&A function
338(1)
Address HOWWIP questions
339(4)
Selecting the right people for the OP&A Team
343(4)
Final thoughts
347(2)
Notes 349(1)
Glossary 350(9)
Index 359
Rupert Morrison is an industry leader and entrepreneur in data-driven business. He is the founder and CEO of Arahi and was previously the CEO and co-founder of Concentra Analytics. Based in London, UK, he is also an international conference speaker and industry writer, whose contributions have featured in Forbes, HR Director and Personnel Today. He is the author of Data-Driven Organization Design, also published by Kogan Page.