Strategic Planning Of The Faculty Workforce Model

Strategic Planning of theFaculty Workforce ModelJocelyn Caldwell, TIAAValerie Martin Conley, University of Colorado, Colorado SpringsPaul Yakoboski, TIAA InstituteAAC&U 2018 Annual MeetingJanuary 26, 2018

AgendaIntroduction Use of nontenure-track faculty Cost and outcome implicationsWorkforce analytics and planning Better understanding the current state Envisioning the future state Application within higher education2

Changing faculty compositionDecreasing share of faculty are tenured/tenure track.Public higher elors17%CommunityCollegeSource: Hurlburt and McGarrah, “The Shifting Academic Workforce,” TIAA Institute and Delta Cost Project (2016).3

Changing faculty compositionDecreasing share of faculty are tenured/tenure track.Private higher ed2003201348%44% 42%40%31%26%ResearchMastersBachelorsSource: Hurlburt and McGarrah, “The Shifting Academic Workforce,” TIAA Institute and Delta Cost Project (2016).4

Adjunct growth and salary growthChange in salary per FTE faculty, 2003-2013Zero or smallgrowth inadjunct shareHigh growth inadjunct share0%9%7%26%27%Public 2-yearsPrivate 4-years13%Public 4-yearsSource: Hurlburt and McGarrah, “Cost Savings or Cost Shifting?,” TIAA Institute and Delta Cost Project (2016).5

Outcomes in adjunct-taught coursesResearch generally finds negative effects on student outcomes. Learning outcomes Retention rates Transfers from 2-year to 4-year institutions Graduation rates6

Outcomes in adjunct-taught coursesFactors underlying negative effects Lack of faculty-student interactions outside of class Last-minute hiring Lack of professional development and mentoring Limited access to campus resources7

Career satisfactionAdjunct faculty tend to be less satisfied with their academic career.97%86%28%Somewhatsatisfied45%69%Very satisfied41%Adjunct facultyTenure-track facultySource: Faculty Career and Retirement Survey, TIAA Institute (2014).8

Workforce intelligenceW O R K F O R C E A N A LY T I C SWhat is going onwith our workforce?What should we doin the future?WORKFORCE PLANNINGWORKFORCE PLANNING9

Key questions answered with analytics and planningWhat percentage of budget should be spent on our workforceto achieve organizational goals and objectives?How does this translate into headcount?Can we view our workforce by function, across departments?Do we understand our labor risk? Can we act on high risk areas?How does employee experience impact our employment brand?What critical skills and capabilities are required in ourworkforce to achieve organizational goals and objectives?What percentage of our workforce is contingent?What percentage should be contingent?What drives our use of contingent workers?How are we aligning headcount and composition toorganizational priorities reflected in our hiring plan?How likely are priorities to change?10

3.2.1.4.Actionable AnalyticsBusiness-Led AnalyticsCause and Effect AnalyticsStand Alone AnalyticsAd-hoc Reporting ExtensionAdapted from CEB’s Talent Analytics Maturity Model.5.HR investigates the causes oftalent phenomena to inform HRactivities.Workforce analytics is distinguished fromreporting and measurement allowing HR toprioritize specific areas for descriptive analysis.Workforce AnalyticsBusiness AlignmentWorkforce analytics integrates withworkforce planning to identify prioritizedtalent areas most important to the businessby engaging with key stakeholders toidentify workforce needs of the future.HR SophisticationBusiness OutcomesWorkforce analytics and planning utilizes avariety of techniques to inform businessdecisions and provides actionable guidance.Workforce PlanningWorkforce analytics and planning maturity modelWorkforce analytics is a reporting extension of HR andmostly provides descriptive information about theefficiency of HR operations to HR and business partners.11

Implementing an IT solution:Progression of key capabilitiesIn the PastMultiple HR systemsneeded to obtain datafor planning.Workforce PlanningFutureSingle source oftruth for employee,CW’s data, planningand analytics.Workforce Analytics Create workforce plan. Gives ability to modeldifferent scenarios forheadcount and budget.Consolidates datafrom multiple HRsources. Published plans appearin workforce analytics tohelp measure progress.Real time insights intothe current state of theworkforce. Informs assumptionsand planning process. In the PastExcel uploaded to an ITplanning module, andinformation transferred toexpense moduleduring process.FutureData pre-populated in dataintegration tool with currentworkforce state andhistorical assumptions,ready to update.12

Workforce analytics and planningHuman Capital MetricsWorkforce Plans13

Workforce analyticsRecruitingPerformanceAnalyze the roles needed to meetbusiness goals.Analyze how to develop more topperformers, critical roles and leaders.Align with managers on hiringrequirements.Align on the organizational strategy,considering different scenarios.Act on adapting hiring plans tochanging business needs.Act on initiatives that drive performancewith measurable results.14

Workforce analyticsRetentionWorkforce costsAnalyze who is at risk of resigningand how to retain them.Analyze how much the workforcecosts, all in.Align on risk areas, driving mitigationstrategies.Act on evolving plans in response tochanging environmental conditionsand business needs.Align on the pros and cons of differentcost options.Act on deviations from the workforceplan.15

Workforce planningAn end-to-end process that produces a highly accurate annual headcount,hiring plan and quarterly forecasts for employees and CW’s.Develophuman capitalstrategy andtalent plan.Developfinancial plan(budget.)Translatestrategies andbudget intoheadcount andhiring plan.Improving employee supplyand demand management.Improving CW supply anddemand management.Headcount & Hiring PlansHeadcount & Hiring PlansDetermineimplications ofheadcount fororganizationalperformance.Improving workforceproductivity and experience.16

Workforce planning: end to endStart/FinishCheck PointGovernanceCheck PointGovernance17

Navigate through the workforce planWorkforce Planning Grid Overview Plans include– Historical actual data; cannot be edited (blue columns.)– Future/planned values; can be edited (white columns.) When available, clicking expands the hierarchy, allowing you toplan at a lower level of detail. When updates are made at a high level segment, as appropriate,they are proportionally pushed down to more detailed segments.– Updates at lower segments are pushed up.18

Cost of workforce overview Workforce costsare projected,based on actualvalues for eachsegment. Workforce costsare made up ofbase salary costand benefits(includingcontingent costs.) Workforce costscannot beadjusted directly.They are updatedbased on changesin headcount.19

Workforce plan monitoringOnce the workforce plan has been published you can monitor how theplan is performing in comparison to what is actually happening in thebusiness to see if course corrections are required.Planned HeadcountActual Headcount20

Higher education contextAn end-to-end process will look markedly different in a highereducation context.Workforce analytics could provide meaningful information to guideplanning and decision-making.Culture of usingdata to informdecisionmaking.More mature/robustwith studentinformation than withworkforce information.Partnershipbetween HRand academicaffairs.Engageinstitutionalleadership instrategicplanning.Significant challenges(and opportunities) forcollaboration betweenHR and academic units.Determineindicators ofperformance.What is “labor risk” ina higher educationcontext?21

Q&A

Thank you

for planning. Single source of truth for employee, CW’s data, planning and analytics. In the Past Future . Excel uploaded to an IT planning module, and information transferred to expense module during process. Data pre-populated in d ata integration tool with current workforce state and historical assumptions, ready to update. Workforce Planning