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The 9 Key Steps in Digital Workforce Transformation: Whitepaper
The 9 Key Steps in Digital Workforce Transformation: Whitepaper
Transformation Lacking
Despite the above digital rhetoric, there is
little by way of a methodology or approach in
Digital transformation is about the fusion digital transformation, including the key steps
of two disparate domains – (1) Information involved. This white paper outlines or provides
Technology and (2) the Business. a framework for those key steps. It is based on
extracts from the book titled Digital Workforce
Transformation. Refer to Appendix B for further
Rhetoric abounds about digitization and its
details.
potential impact on business and business
models.
There are a lot of moving parts incorporating 6. Design the new organisation structure, job
these four dimensions of digital transformation: specifications and workforce blue print
7. Identify the actions required to establish the
1. People, culture and structure new workforce configuration (i.e., from the
2. Business and digital strategy legacy to the new workforce blueprint)
2 Executive Summary
6 Step 2: Develop the New Proposed Business and Digital Strategy and Associated Business Model
8 Step 3: Define the New Processes and Design, Build and Deploy the New Digital Platform and
Infrastructure
10 Step 7: Identify the Required Actions to Establish the New Workforce Configuration
15 References
16 Appendices
16 A: The AWS Skills-Based Workforce Segmentation Model, Questionnaire and Plotting Tool
Digitisation Impacts all Business It is the new strategic imperative. Many regard
digital transformation as essential to the survival
Models
of many businesses today. That said, digital
Digital is the new universe – it is the new transformation is still in its infancy and it carries
way of doing things. Digitisation impacts all different connotations depending on the nature
business models, sooner or later. The process of the business.
of becoming a truly digital enterprise extends
operationally, strategically and culturally across
The 6 Challenges of Digital Transformation
every facet of the organisation. It demands the
transformation of operating models, workflows,
Recent research highlighted in the Harvard
supply chains and service delivery. Investment
Business Review (2016) has reported that the
in technology and the development and/or
greatest challenges facing companies going
acquisition of digital skills is just the beginning
through digital transformation are:
of an organisation’s transformation journey.
1. Top down structures
There are four key dimensions of digital
2. An inability to experiment
transformation involving:
3. Limited change management capabilities
1. People, culture and structure
4. Legacy systems
2. Business and digital strategy
5. A risk averse culture
3. Technology platforms and systems
6. An inability to work across silos
4. Measurement and management information
systems Other barriers to digitisation include the costs
and shortage of skilled staff all of which will
This white paper is focused predominantly on (1) restrict how prepared businesses are to manage
people, culture and structure the technological changes that are emerging
and will emerge over the next decade.
Digital Transformation
The People Challenge
CIO defines digital transformation as
Preparing any organisation to capitalise on
“the acceleration of business activities,
digital opportunities is no small feat. Changes
processes, competencies, and models
to the business model means changes to the
to fully leverage the changes and
shape of the workforce. It is mission-critical
opportunities of digital technologies and
to anticipate how changing strategies and
their impact in a strategic and prioritized
business models will alter an organisation’s
way.”
workforce requirement and configuration.
Now more than ever before, the corporate
Digital transformation is about the fusion of two strategy for companies hinges on the people
disparate domains: strategy. Whatever technological innovations are
ahead, it’s people that will make the difference,
1. Information Technology (IT); and which is why organisations need a people
2. The business. strategy.
5 Key Steps in Digital Workforce Transformation
Hence the imperative is to adopt a more design, and commence to build the new
strategic approach to workforce management: digital platform and infrastructure
4. Develop a transition plan for the whole
• Starting with an understanding of the legacy
organisation (or relevant business unit)
(existing) workforce;
5. Identify the legacy workforce blue print
• Then identifying the new processes,
organizational structures, skills and 6. Design the new organisation structure, job
capability requirements; and specifications and workforce blue print
• Ultimately transitioning to the new workforce 7. Identify the actions required to establish the
configuration. new workforce configuration (i.e., from the
legacy to the new workforce blueprint)
Essential to digital transformation is the 8. Develop a digital culture, workforce and
development of new competencies that revolve workplace
around the capacities to be more agile, people-
9. Implement controls to monitor and optimize
oriented, innovative, customer-centric, aligned
business processes
and efficient with present and future shifts in
mind.
These key steps are broadly elaborated upon
below, more so for the purposes of providing an
outline or overview, rather than a more detailed
The 9 Key Steps in Digital
analysis and prescription. As referred to earlier,
Workforce Transformation the emphasis is on workforce related matters as
Note. The following nine key steps are an opposed to IT matters.
abbreviation of, and an extract from, Chapter
6 of the book shortly to be published titled
Digital Workforce Transformation. Refer to
Step 1: Implement a Governance
Appendix B for further details. and Project Management Structure
These nine key steps have been set out below Clarity around governance and decision-making
for a major digital transformation project. is essential and to that end, the following
These steps are listed in a recommended governance and decision making structure is
sequence (although some will be occurring recommended.
simultaneously), are not necessarily exhaustive,
and are provided as a guide only. They may
vary in their scale according to particular The Steering Committee (SC)
organisational requirements and circumstances.
The Steering Committee (SC) should have
They may apply to the organisation as a whole
a defined charter relating to its governance
or part thereof (e.g., a Business Unit). They can
role, with its composition representative of the
also apply, in part, in the case of redesigning the
various core competencies and functions of the
IT operating model to support digital ambitions.
organisation, and with senior level appointees.
1. Implement a governance and project
management structure
Initial Business and Digital Strategy
2. Develop the new business and digital Investigative Team
strategy, and associated business model
3. Define the new business processes and Refer to Step 2 regarding the scope and
formation of this Team. This Team would
6 Key Steps in Digital Workforce Transformation
be responsible to either the CEO or the SC, • What does the organisation stand for?
depending upon whether the latter group had • What do its customers expect?
been formed at that stage.
• How will this be reflected in the firm’s
decisions and practices and its behaviours?
The Project Management Team (PMT)
• Estimate of the transformation costs and • Identification of the legacy workforce and
investment; systems;
• Estimate of the ongoing costs; • How much disruption is acceptable, and to
• Estimate of cost efficiencies/productivity which parts of the business?
gains that can be achieved (e.g., resource Note. Phases of digital transformation
and time savings); may include: (1) products, (2) channels
• Approach to running a two speed or and (3) operations, ranging in scale from
ambidextrous organisation (in the short to enhancement to transformation.
medium term) including the risk to Business
A compelling narrative should be developed
as Usual (BAU) operations;
as part of the Enterprise Level Digital
• The new organisational structure and new Transformation Plan including:
workforce requirements/configuration in
broad terms; • The need to change (i.e., business survival)
• An evaluation of the impact of changes on and the benefits that can expect to follow;
assets employed and their fair value; • The ways and extent to which digital
• Introduction of new services that leverage innovation may impact on the organisation,
customer location data; including both threats and opportunities;
Important choices need to be made about how • The approach to digitisation (e.g.,
digital the organisation should become and establishing a Centre of Excellence, Digital
how quickly, taking into account the fitness or Labs, establishing a separate organisation
readiness of the business to react quickly to the running in parallel, rolling-in);
future. These choices include consideration of: • Identification of key measures for success;
• A Transition Plan outline including associated
• Identification of the status quo of the
resourcing issues with indicative time lines;
current digital environment, including the
technologies that are currently being used;
8 Key Steps in Digital Workforce Transformation
• Creation of a digital culture, workplace and is important to ensure the systems, offerings,
workforce; products, interactions and capabilities are
• Confirmation of governance and appropriate.
management structures for the
transformation project;
Step 4: Develop a Transition Plan
• Next steps.
Then a detailed Transition Plan would need
This Plan would then be considered and to be developed for the project. This should
endorsed (or otherwise) at Executive Level include key tasks, resources and timelines,
and ultimately by the Board. Unless digital including a phasing out of the old and a phasing
transformation is driven from the top, it won’t in of the new. More specifically, this Plan, from
succeed. Effective leaders must communicate a workforce perspective, should address the
a clear vision and commit wholeheartedly, following:
investing in resources, including time and funds.
• Integration and coordination complexity;
Note. One of the main responsibilities of a
Board is to set and/or approve of the strategy • The Change Strategy and Change Plan (refer
of the organisation. to Step 8);
• Ramping up the new in terms of workforce
capability, including redeployment, retraining,
Step 3: Define the New Processes
and recruitment, and ramping down the old,
and Design, Build and Deploy including any redundancies;
the New Digital Platform and
• Beta testing of new system deployment and
Infrastructure running parallel (workforce) systems (where
appropriate) or adopting a “Roll-in” approach
This Step commences with an assessment of
(a useful option for building scale);
the existing processes and systems. Then the
processes need to be defined that deliver the Note. Legacy processes that become
desired value to the customer. These run: redundant as a result of the new journey
should still be run in parallel until the new
• Horizontally across departments and journey is fully operational.
functions and should reflect the supply
chain; and • Education and training of the workforce
generally including creating a digital culture
• Vertically to reflect limits of authority,
(refer Step 8);
management control and governance.
• Communications to stakeholders including
The new organisation structure should be employees in particular (ongoing);
designed to maximize collaboration and • Appointment of change agents within the
integrate process activities across structure business (some of whom will be part-time in
boundaries. Particular attention should be paid addition to their normal duties).
to process handoffs at internal company and
external structural boundaries (refer to Step 6). The skill set required for such a transformation
extends beyond being digitally savvy. The
The new digital platform and infrastructure then key to overcoming internal resistance is
needs to be designed, developed and then helping stakeholders understand how digital
deployed and tested. Architectural planning transformation will work and how roles will
9 Key Steps in Digital Workforce Transformation
change for the better. Painful surgeries may • Assessing workforce risks;
be needed for survival to ensure the long-term • Managing an aging workforce;
sustainability of the organisation.
• Lowering disruptive turnover;
• Increasing gender diversity, etc.
Step 5: Identify the Legacy
Workforce Blueprint In this examination, there is a need to adopt a
business-by-business or port folio approach
The first step to configuring and securing the (i.e., need a more granular level detail), as
right workforce is to: workforce behaviours and characteristics can
vary dramatically within an organisation.
• Firstly understand the capabilities, traits,
drivers, experience and knowledge that Furthermore a workforce does not behave in a
the organisation has now (i.e., the legacy linear fashion. It flows as people are promoted,
workforce); and leave, transferred, retire, take sabbaticals,
etc. Hence it is important to understand the
• Secondly what will be required in the future
“liquid workforce” - how the workforce is
(see Step 6).
continually changing. It will also show how the
Then the pipeline to the future workforce can be workforce will evolve without any intervention so
developed. organisations can build a clear picture of what
their workforce will look like at a specific date in
Identifying the legacy workforce blueprint future (e.g., 3 years, 5 years), including:
provides a comprehensive picture of the current
workforce make-up including: • How many skilled people they will have,
in what roles and at what level, and how
• Workforce (role) segmentation and sub- they will leave the workforce, either through
segmentation; retirement or attrition;
Ultimately an organisation is about capabilities The new workforce blueprint should include the
and competencies that deliver value in the following analysis by workforce segment:
form of products and services (i.e., what the
organisation is good at). Organisational design • The numbers of roles and employees for
deals with the structure and processes of the each of those roles that remain relatively
organisation, allowing it to achieve the purposes unchanged;
for which it was created. It should reflect
• The numbers of new digital roles and
the strategic intent of the organisation and
associated numbers of employees per
incorporates four key issues:
role (e.g., cyber security specialists, data
scientists and analysts, customer experience
1. Setting up the interface between the
specialists, digital marketing specialists, ICT
organisation and the customer group
specialists in the cloud);
2. Configuring resources to get the best value
• The numbers of new non-digital roles and
creating process
associated numbers of employees in these
3. Integrating and supporting the various parts roles.
of the organisation to create synergy
11 Key Steps in Digital Workforce Transformation
This new blueprint should include reference to and customer support roles (i.e., Doer
the numbers of roles and associated employees roles), and associated skills and experience
that will become redundant. An assessment requirements for the legacy workforce could be
can then be made regarding which of these compared with the equivalent new workforce
roles and employees may be suitable for roles. Obviously there are likely to be new roles
redeployment, including any associated training. in the new workforce configuration that do not
exist in the legacy workforce.
This is where the AWS Skills-Based Model
and the SSQ again becomes a vital tool in Then gaps (including numbers, skills,
determining: experience, etc.) and overlaps can be
determined and decisions made about the
• What are the new Critical Roles? transition to the new workforce configuration.
• What roles should remain in-house (i.e., Workforce demand and supply can be
“make” roles)? manipulated using the following workforce
leavers. An integrated strategy that focuses on
• What roles are “buy” roles?
talent identification, recruitment, and retention,
• What roles will need substantial investment as well as employee engagement, provides the
in training and development (e.g., Specialist right foundation for transformation.
roles)?
• What roles should or could be potentially
Workforce Business and HR Levers
outsourced?
Workforce supply can be increased through 5. Right spend – right cost/investment to the
HR levers: business in achieving the above.
creating, integrated component of the business. Note. The HR operating model should be in
synch with the business model, including HR
To embrace its new extended role, HR should resources and capabilities in a changing mix.
have know how in the following areas:
• Developing digital capabilities and selecting
• A sound understanding of the business, the mobile apps with a focus on productivity,
business strategy and business acumen, engagement, teamwork and career growth,
and strategic skills to align HR policies and on enablement to help people get work
and practices with the business strategy, done in more effective and productive ways;
connecting workforce decisions to business
Note. The new priorities for HR fitting
outcomes;
under the digital umbrella include: cloud
• Knowledge around how digital changes the connectivity, real-time operations, design
fabric of communication, including the whole thinking, simplicity, embedded analytics and
dynamic with customers; mobile first.
• A deep knowledge about workforce and
• Building an integrated employee experience
workplace issues, including the various
platform, including taking self-service to new
areas of HR specialization (e.g., culture,
heights through online HR and knowledge
remuneration and benefits, engagement
portals, help desk support, live chat, and
and retention, recruitment and selection,
case management tools.
organizational design, organizational
development, change management, learning This multi-disciplinary skill set may require
and development, leadership development, a new breed of HR professionals. Today’s
etc.); business environment is more complex than
• Information technology “smarts”, including ever before, creating an unmatched opportunity
the development of a digital workforce for HR to create value for the business.
strategy and the know how to use digital
tools that pervade the employment
landscape;
• Marketing in promoting the employment
brand;
• HR analytics in the use of data to forecast
needs, and understanding the drivers,
systems and capabilities, and providing
executives with workforce insights and
helping them to act on the same.
Building on the above skill set, and more
specifically, HR’s extended role should also
include the following tasks:
(e.g., train drivers, air traffic controllers, casino dealers... associated (e.g., managers, designers... have tacit knowledge which may be path /
Skills Uniqueness
with firm specific systems, procedures, equipment, or products) supply chain dependent)
(e.g., manual labour, admin) (e.g., nurses, CPA’s, project engineers... generic skills, influence costs,
efficiency, customer benefits and services, etc...)
Skills Value
Psychological Contract Investment
17 Appendices
Valuable skills: either create lower costs, • What roles should you consider outsourcing?
increased revenue, or innovation. They comprise (Potentially roles in quadrants 2 and 3.)
up to nine value drivers, and based on the SSQ, • How should psychological contracts and
jobs/roles can be analysed according to the attraction (including Employment Value
requirement and impact of these value drivers. Propositions/”Deals”), engagement and
retention strategies, and levels
of investment
These drivers are: (1) revenue/sales, (2)
in L&D differ for the various types of roles/
stakeholder relations, (3) cost and efficiency,
quadrants?
(4) quality, (5) innovation, (6) organisational
capability, (7) reputation/risk management, (8) • What is the cost of turnover of the various
financial, and (9) processes/systems. types of roles?
• What is the state of succession planning for
Unique skills: are organisational specific, Critical Roles and Ultra-Critical roles:
unlikely to be found in the open market, hard
–– N
umber of roles where successors are
to replace, and hard for competitors to imitate
available now?
or duplicate. These skills need to be nurtured
over time, given that they are not developed and –– N
umber of roles where successors are
acquired overnight. Hence organisations are likely to be available within the next 1 to
more likely to invest in the education, training, 3 years?
and development of these skills. –– N
umber of roles where there are no
successors?
Various jobs within an organisation can be
analysed and plotted according to four possible The focus of the SSQ role analysis is external,
employment roles or quadrants: as opposed to the internal relativity focus of
typical job evaluation models. It provides a basis
1. Criticals;
for:
2. Professionals, Skilled or Semi-Skilled;
• Understanding the deeper characteristics of
3. Doers; and
roles (including classification of role types);
4. Specialists
• How and where roles create value; and
• Linking the importance of roles, and their
What Critical Workforce Questions do the impact on the achievement of the business
SSQ Outputs or Plots Answer? strategy and the delivery of products and
services.
The outputs from the SSQ (i.e., classification
of roles) provide answers to the following key Thus the SSQ facilitates the development
workforce or human capital strategy questions: of
new workforce insights and understandings.
It is fundamental to strategic workforce planning
• What really are the critical roles in your
and forms the basis for reporting human capital
organisation?
data for the organisation (i.e., reporting data by
• What roles should you “make” by developing the four quadrant model).
people from within? (Roles in quadrants 1
and 4.)
• What roles should you “buy” people ready-
made from the market? (Roles in quadrants
2 or 3.)
18 Appendices
An Example SSQ Plot Output There is also opportunity to weight the scoring
of these plots on the nine value drivers (which
Do you know where various roles in your contribute to valuable skills), according to the
organisation may fit according to this model? business strategy.
The following is an example plot of various
roles. Some of these value drivers will be more
Please note that the final positioning of
plots important than others to the achievement of
for these roles will vary according to the the business strategy. Thus the SSQ facilitates
responsibilities of the roles and various the further linking of roles more closely to the
organisational circumstances. business strategy.
Criticals
Ultra Criticals
Skills Uniqueness
Ultra Professionals
Professionals
Doers
“ Colin Beames is a global thought leader in SWP. The content presented in the recent 1 day SWP
workshop, which was one of most successsful events being oversubscribed with 170 participants
ranging from HR Directors/Managers from national and global firms, was more advanced than
typically what has existed on this subject.”
• Adopt better people measures and reporting; Strategic Workforce Planning tools and
• Align their business strategies with their resources are available from our web site
workforce strategies; including:
• Address the people challenges and • A Sample Strategic Workforce Plan and
complexities of the 21st century workplace; Template
• Manage people risk, maximise the ROI in • A SWP Workbook and Guide
people and make better people decisions;
• HR Data Template Sheets (reusable)
and
• Various Excel tools including:
• Improve performance and achieve enhanced
business outcomes. –– An EVP Profiling tool
–– A Recruitment/Redundancy
Forecasting Tool
Consulting Approach
–– A Legacy Workforce Forecasting Tool
Our consulting approach is highly collaborative, –– A Cost of Turnover Calculation Tool
resource rich, high yield and designed
to maximise the transfer of learning and
Contact Details
knowledge. We aim to build capability and self-
sufficiency in our clients, whilst minimising our Postal: Locked Bag 4012, South Melbourne
consultancy input. VIC 3205, Australia
Our client list includes global, national and SME Tel: + 61 0411484923
firms including NFPs, both in the private and Fax: + 61 3 9505 9044
public sectors. Email: info@advancedworkforcestrategies.com
Web: www.advancedworkforcestrategies.com
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