Masters in Workforce Management engineering
Dutch Management Group
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Welcome to the Dutch Management Group
We develop breakthrough products, provide business consulting in Workforce Management critical issues, for clients world-wide.
DMG applies the tools, experience and leading practices that we have harvested over decades from our own professional expertise, to enable clients to make the most of their own workforce investments .
The Dutch Management Group is viewed as Black Belts in the entire Workforce Management process. DMG applies the tools, experience and leading practices that we have harvested over decades from our own professional expertise, to enable clients to make the most of their own workforce investments. DMG professionals are all without exception 'Black Belts' in Resource Management and do understand complex Human Resource processes. More importantly we stay on the job untill we have met your expectations.
We at DMG are passionate about Workforce Efficiency by creating processes which incubate Jobrole and skill profiling, talent management, workforce productivity, capacity and resource planning.
Our expertise and capabilties in Workforce Efficiency covers the initial assessment phase, executive benefit statement, gap analysis, best practices assessment, communication plan, manageable change management programs and finally the managent of the implementation.
The Dutch Management Group professionals combine their individual skills and expertise in either Human Resources and/or Resource Management into a framework which meets the desired transformation of the HR organization to deliver strategic insight the business requires. Each professional has general skills in the entire spectrum of Human Resource processes and very specific skills in one or more specific area's like: HR outsourcing, Jobrole and skills definition, Resource deployment, Capacity planning, Subcontractor co-sourcing, Resource management and Resource planning.
DMG believes that a succesfull implementation of the Adaptable Workforce model is highly dependent on your IT and HR staff. They know your company and they provide our professionals with a kick start. We often see that individual improvement projects are already initiated or planned and DMG will fit these into their framework. We do not bring in a team of consultants. Our services will be limited to 1 or 2 DMG executive professionals who will lead your team through the transformation process.
DMG operates from the Dutch homebase but working for Global companies requires a global reach.
That is why we have partnerships with business partners around the world who assists us to manage your programs. Whatever the geographic scope of the program is, DMG will remain the primary responsible company untill you are satisfied with our services and results.
Just contact us and learn more about the Dutch Management Group. The Black Belts in Workforce Management engineering.
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Workforce of the FutureThe adaptable workforce is a precursor for futureorganizational success. The key to building that kind of workforce lies with the leadership of the organization, facilitated in large part by HR.
Workforce of the Future
The adaptable workforce is a precursor for future
organizational success.
The key to building that kind of workforce lies with the leadership of the organization, facilitated in large part by HR.
The Value of the Workforce
More then ever, today's (global) organizations are focussing their time and attention on maximizing the value of their workforce. As corporations, non profits and government entities are becoming more globally integrated, and as traditional geographic and competitive boundaries disappear, the need to identify, develop and connect talent has never been more critical. Global studies shows that three key capabitlies are identified which influence the companies ability to adapt to change.
Creating an Adaptable Workforce
Creating an adaptable workforce requires more than a series of HR programs. It starts with leadership, having the right people who have the skills and capabilities to develop and communicate a vision, provide structure and guidance and ultimately deliver business results.
It requires the ability to identify experts and foster an environment where knowledge and experience travel beyond traditional organizational boundaries. It calls for a talent model that can help companies recruit, develop and retain valued segments of the employee population.
It depends on an underlying backbone of data and information about the current and projected state of workforce performance, and the ability to apply that information to develop strategic insights and recommendations.
There can be no doubt that winning in competitive and quickly shifting global markets requires responsive organizations. However, for many companies, workforce adaptability has been elusive. Less then 14 percent of the global market believe their workforces are very capable of adapting to change. What do these leading-edge adapters do that others dont?
Workforce efficiency key drivers
1 Capabilty of predicting future skill requirement
2 Effective identification of experts (critical skills)
3 Ability to collaborate across the organization, connecting individuals and groups
Scoping the Critical Capabilities
Developing an adaptable workforce requires more than the ability to simply react to change. Successfully anticipating future business scenarios enables organizations to know what key competencies to target in advance of critical market shifts. Identifying future skill requirements isn’t enough, though. Leading companies will build, acquire or source these required skills prior to needing them.
Location of expertise
While predicting future skills is important, so is the ability to apply existing knowledge and skills to new challenges. Expertise location is as critical in identifying and allocating resources to address new opportunities and threats. In organizations,where their is no line of sight with every employee, there is a lack of awareness about skills that are available. Having an expertise locator would provide a double check to help identify potential candidates for new roles,
Collaboration
However, simply finding those with knowledge and expertise is only half the battle. Once they are identified, these individuals need to be able to collaborate with others to innovate, share knowledge and solve problems.
Today's business environment requiresAn Adaptable Workforce can rapidly respond to changes in the outside market.Data and Information to deliver strategic insights and measure success
Today's business environment
requires
An Adaptable Workforce can
rapidly respond to changes in
the outside market.
Data and Information to deliver strategic insights and measure success
The Workforce of the Future searches for sources of expertise, resources and assets that can help it to differentiate. Finding the right capabilities is much more important than finding the cheapest.
These centers of excellence are integrated globally so that the best capabilities, knowledge and assets can be used wherever required.
The Workforce of the Future crafts its globally integrated and optimized business design based on its particular mix of capabilities, industries and geographies. It has a strategic plan for which
capabilities to keep in-house and where it will partner
Flexible assets allow the Workforce of the Future to be more agile in the marketplace. Location decisions are made based on market and operational needs, not dictated by property deeds or restrictive leasing arrangements.
In the Workforce of the Future, global management development programs identify high-potential candidates throughout the company, not just from headquarters.
Social networking and realtime collaboration tools improve communication and close the distance between people in different locations.
The Operational model creates and adapts the Workforce of the Future
Based on the Resource Management Model and its implementation, the RM process can be implemented . It should be viewed as a continous process of activities. The output of this process is the Resource plan .
The Resource Plan defines how the socalled Workforce efficiency will be achieved and will provide sub plans for the different diciplines like Business Units, Human Resources , Recruitment, Purchacing and Resource Deployment management.
Depending on the dynamics of the organization this process is repeated on a 3 or 6 month basis. By following the Resource Management process it will truly create to the Workforce of the Future.
The Benefits
Workforce of the Future is build on:
Capabilty of predicting future skill requirements
Effective identification critical skills
Ability to collaborate across the organization, connecting individuals and groups
Definition of Resource Management
Resource Management is the task of setting the effective capacity of the operation by function, roles, skills and sourcing definition so that it can respond to the demands placed upon it.
This normally means determining how the operation should respond to fluctuations in demand and supply.
Resourcre Management is important because it directly affects an organisations ability to generate revenues and the amount of capital invested in human resources. Additionally, it influences the normal operational objectives such as quality, speed, flexibility and cost.
Impact of Resource Management
The financial crisis & economic downturn has changed the priorities of many if not all organizations.
Priority of Reducing costs and sustainable increase of cost control is has increased from 56% in 2005 to 75% for 2010.
The future is clear successful firms will join forces with Business Partners for front office projects and business processes, and will demand high levels of performance.
Workforce efficiency & flexibiliy is now recognized as a strategic element for competitive advantage.
Resource Management including Capacity & Resource planning is generally not developed but is now recognized as the instrument to achieve objectives like Workforce efficiency.
Those companies that dont take such care are making sacrifices that will eventually impact customers and shareholders.
From Human Resources to Strategic Resource Management
In recent years, companies have often retitled their HR generalists as Business Partners in an attempt to create a closer and more strategic working relationship between the HR department and the operating units. However, for many companies the very nature of the work of a Business Partner has been redefined.
For one, much of the answering of routine questions and processing forms has typically been moved to a shared services group. At the same time, a significant amount of the front-line employee relations work was also transferred to a combination of line managers and dedicated shared services personnel. For some organizations, these changes eliminated up to 70 percent or more of the workload of the traditional HR generalist role.
In its place, HR Business Partners were generally asked to take greater accountability for more strategic tasks that need to be accomplished over a longer time horizon.
These could include activities such as: consulting with business unit leadership on a new productivity initiative; rolling out a new competency framework; developing a talent capacity plan for a new product or service launch; and developing a three-year labor outlook for an emerging set of skills and capabilities. These activities are designed to look beyond employee transactions at how the business unit can make the best use of its current and future human capital resources.
Although Human Resources traditionaly owns some form of Resource Management the reality is that the two diciplines are difficult to be merge and as a consequence Resource Management very often not properly developed or even non existent.
With the changed priorities Resource Management is increasingly owned by Corporate executives and major investments are made to achieve objectives with respect to workforce effienciency.
The Resource Management process
A continous set of activities to effectively manage variation in demand due to market, client, competition and strategic dynamics.
Where Business and Human Resources meet
Once the data is available and the personnel have the skills necessary to analyze the information, what impact will this have on workforce performance? That depends on the type of data being analyzed.
Traditional HR analytics focus on understanding the effectiveness and efficiency of HR as an organization,measuring the cost of delivering HR services in relation to the size of the total employee population or total revenue of the organization. While this information is beneficial in analyzing ways to manage costs, it typically does not provide insights into how to improve workforce performance.
For example, analyzing recruiting metrics in order to fill open positions more quickly does not help ascertain whether the new recruits are better performers.Rather, the focus of workforce analytics must be on levers such as employee productivity that influence the organizations ability to meet business objectives. HR, working more closely with the business, can monitor and influence the behaviors that have a direct impact on business performance. The more aligned the workforce metrics are with business priorities, the greater the ability to improve workforce performance to meet business goals.
Time for setting the scene
Predicting skills, managing expertise and collaborating require extensive cooperation from multiple departments.
For example, the learning and development function needs to conduct job-task analyses as part of the skills forecasting process. IT needs to identify, implement and integrate expertise location and collaborative software with other existing systems. HR needs to provide insights into governance models and workforce strategies that foster a collaborative environment in a virtual world.
But most importantly, these tools and processes need to be built into the fabric of day-to-day work activities. With these disparatefunctions working together, the critical need for an adaptable workforce will come closer to becoming a reality.
DMG will guide you all the way
Once the necessary processes are in place and operatinal DMG will shift their expertise to the Resource planning activity. Together with your staff we will analyse the Workforce dynamics , strategies and objectives and deliver detailed plans with the sole objective to create Workforce efficiency and to build tthe Workforce of the Future.
Resource Planning A consistent repeating process to identify current and future skill requirements in order that appropiate training, recruitment, selection of business partners, off & onshore plans and revalitation programs can be developed.It wil support the organisation to plan and manage resource utilisation to maximize profit and employee satisfaction.
Resource Planning
A consistent repeating process to identify current and future skill requirements in order that appropiate training, recruitment, selection of business partners,
off & onshore plans and revalitation programs can be developed.
It wil support the organisation to plan and manage resource utilisation to maximize profit and employee satisfaction.
Capacity Planning. A critical capability
Capacity planning is the core process of the Workforce Management model and monitors either in real time or at regular intervals the actual demand & supply status.. Capacity planning provides the basis for the required key capablity for resource planning.
The Capapcity planning system should be viewed as an engine which calaculates present and future demand & supply dynamics.
The DMG capacity planning methodology and toolset not only provide the necessary resource data for strategic Resource management and anticipation on future business requirements but also it supports the day to day Resource deployment activities. .
Depending on the clients business dynamicvs the output of the capacity planning system is generated on a defined interval (monthly , quartely or yearly)
Jobroles & Skills management
To identify resources including the assignments every resource should have a jobrole. Many organizations suffer from either lacking a jobrole framework, the framework has become obsolete or not maintained. DMG has the expertise to support organizations with its implementation of the Jobrole framework structure. We use different sources for jobrole descriptions by function level. F.i in IT organizations we use the SFIAframework or Open Group definitions which can be adapted to the HR dynamics of your organization.
Consistent presentation of elements
The presentation of the data of the capacity plan is always based on either HC or selected jobroles within the HC (headcount) total. The DMG Capacity plan system uses a cockpit which enables Resource Management to switch on and off the available catagories. The cockpit elements are definable and depends on the dynamics of the organization .
Typical elements of the RM cockpit
Capacity Planning
Capacity planning directly affects an organizations ability to generate revenues and the amount of capital invested in
Human Resources.
Management of Resource dynamics data
The DMG Resource Management data model is used to show the correlation between all required data flows. These dataflows are resource related and need to be consistent. DMG uses the so called BAO (Business Analytics and Optimization) methodology to eliminate information overload by making sense of the massive amounts of information now available in the enterprise.
Analytics describes the use of information to find patterns, identify new possibilities, create scenarios, make predictions and prescribe actions. But the decisions resulting from those insights bear fruit only when the entire organization gets behind them and makes the changes required to make the break.
Break away from intuition
Using analytics, for example, a retail bank may find patterns that result in new decisions about customer strategy and operations.
In optimizing its operations, it weighs the trade-offs. Based on the outcomes it foresees, the bank then modifies or changes relevant interactions, such as organization, workforce efficiency en sourcing strategy. Every process is designed to make the greatest possible contribution toward achieving organizational goals for customer loyalty, retention and workforce efficiency.
Business leaders are well aware that they were operating with blind spots.
One in three executives frequently lacks information needed to make critical decisions on workforce dynamics.
One in two donot have access to information required to do their jobs, or close information gaps to reach business objectives.
The strategic use of information requires Vision.
Most companies in our experience are building justification for individual improvement initiatives of the Resource Management model: getting sponsorship, working the budget process and assessing the gap between whats needed and whats available. These activities, while necessary, do not differentiate. They need to be done, but they dont add unique value.
Managing mechanics of projects provided some differentiation, making focus on them a good predictor of performance. Activities include roadmaps to get from current to desired states, articulating value propositions and establishing governance over the project itself.
Driving change in the business, however, is the biggest predictor of performance it accounts for a full 62 percent of the contribution to Workforce efficiency. These activities included managing change of people and processes while strengthening integration capabilities through data governance and organizational structure..
The DMG vision
The DMG Resource Management model therefore will contribute to the overall performance improvement of our clients.and is primarely focussed on driving change to maximize performance and to create the maximum added value of Workforce effiency
The Resource Management model links all required data
Quick Scan
The orientation phase starts with a full presentation of DMG of all the elements of the so called Workforce Effiency model followed by a discussion of where you are related to the Workforce Efficieny model and its objectives. The purpose is also to enable DMG to get an insight in the strategy and objectives which is important to define the benefit statement. The initiation phase is free of charge and will take 1 or 2 days. Participants are most likely senior HR management, IT management and senior Business management.
Scope definition
Based on the results and conclusions DMG will define the general scope of the progtram.
The scope definition will include Objectives both in organizational and financial terms, present status, governance, IT implications, risk assessment, contingency, timescales, dependencies, program organization structure, costs and Quick Wins.
Implementation
Best practices show that final objectives and defined benefits can best be achieved by structural involvement of client's staff. That's why DMG will provide program management support during the implementation stages. Where necessary we will provide specific support in the specific area's. Most likely this will be in jobrole definition, capacity planning and resource management.
Support
In some cases the outcome of the orientation phase does not justify the implementation of the Workforce Efficiency model in full scope. In that case it may be decided to focus on one or two subprocess of the model. In such cases we see that the alignment of primary HR processes are preferred such as consistent Jobrole definitions or Resource management.
DMG will enable youTo define Resource & Sourcing strategy.Plan and deploy resources proactively.Recruit staff based on planned demand.Improve the process of right capacity at the right time at the right place against the right cost.
DMG will enable you
To define Resource & Sourcing strategy.
Plan and deploy resources proactively.
Recruit staff based on planned demand.
Improve the process of right capacity at the right time at the right place against the right cost.
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The Enterprise of the Future
According to interviews with over 1,100 leaders from around the globe, the Enterprise of the Future will need to be hungry for change and disruptive by nature, innovative beyond customer imagination, global integrated, and genuine, not simply generous in their corporate social responsibility efforts. Each of these issues has clear implications for the workforce, and for the leaders of the Human Resources function who are working to enhance organizational effectiveness. In this report, we will identify the human capital challenges stemming from the IBM Global CEO Study and highlight areas where employees can play a key role in driving the Enterprise of the Future.
The Strategic Workforce perspective
These difficult times require organizations to take a closer look at the current composition and capabilities of their workforce, determine their short- and long-term workforce needs and make more informed decisions about the talent they need to survive and, eventually, thrive.Organizations will need to take an integrated approach to their talent management activities, and more tightly link their planning, recruitment, development, motivation and retention processes. By doing so, organizations can use this downturn not just to reduce headcount, but to position themselves for future opportunities.
These difficult times require organizations to take a closer look at the current composition and capabilities of their workforce, determine their short- and long-term workforce needs and make more informed decisions about the talent they need to survive and, eventually, thrive.
Organizations will need to take an integrated approach to their talent management activities, and more tightly link their planning, recruitment, development, motivation and retention processes. By doing so, organizations can use this downturn not just to reduce headcount, but to position themselves for future opportunities.
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The Adaptable Workforce
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The global economy is transforming into an integrated market, full of opportunity, competition andswirling change. Such change comes with its share of challenges. Indeed, the strain that global economicgrowth is placing on the supply of commodities and the environment has been well documented. Perhapsless well understood are the difficulties this expansion is causing todays organizations as they strive tomake the best use of their most important assets: their workforces.
The global economy is transforming into an integrated market, full of opportunity, competition and
swirling change. Such change comes with its share of challenges. Indeed, the strain that global economic
growth is placing on the supply of commodities and the environment has been well documented. Perhaps
less well understood are the difficulties this expansion is causing todays organizations as they strive to
make the best use of their most important assets: their workforces.
Business Analytics
In top-performing organizations, analytics has replaced intuition as the best way to answer questions about what markets to pursue, how to configure and price offerings, and how to identify where operations can be made more efficient in response to cost and environmental constraints. Yet, as much as business leaders are eager to capture the benefits of new intelligence, they need to take analytics the full distance. Top performers are enacting their business analytics and optimization (BAO) vision, making it possible to operationalize decisions and optimize business performance across the enterprise. To do this, they are using the most effective toolsets, governance and change management practices.
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Workforce Management solutions
Viewing talent differently
In todays fierce economic environment, companies face especially challenging conundrum. Tighter credit markets, reduced consumer spending and general economic uncertainty all constrain an organizations ability to invest in its workforce. At the same time, enterprises must be able to develop a more productive, more innovative workforce that can help differentiate their organizations, and position themselves for growth when economic conditions improve. Given these opposing forces, how can companies resolve this dilemma?
The Strategic side of Human Resources
Competing in todays environment requires companies to focus on building a more responsive, flexible and resilient workforce. To do so, organizations must do a more effective job of sourcing talent, allocating resources across competing initiatives, measuring performance and building key capabilities and skills. HR organizations that provide strategic guidance on these issues can become proactive drivers of organizational effectiveness, rather than simply a supporter of these efforts.
The New Voice of the CIO
The voice of the CIO is being heard in new ways as CIOs are increasingly recognized as full-fledged members of the senior executive team. Successful CIOs are much more actively engaged in setting strategy, enabling flexibility and change, and solving business problems, not just IT problems.
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Our main approach
1 The use of DMG and
Clients best practices.
2 Clear benefit statements
3 Alignment of skills with
Client organizational & business
priorities
4 Guaranteed visible quick wins
within 3 months
5 We prefer to work with your
staff where possible and
relevant
