Anaplan for Succession Planning is designed with your “hire or promote” decision in mind, guiding you in your workforce bottom-up planning process.
Identify skills requirements to accomplish business initiatives, then search internally for the closest match from available resources, even as you consider an external search.
Anaplan for Succession Planning better informs the first step in the workforce planning bottom-up process: whether to request a new hire or a promotion from within as you build out and mature your team. We guide you, the business manager or HR business partner, toward that "buy, build, or borrow" (for your contingent workforce) decision. In the process, you will gain insights into skills and talent gaps of your team, which you can use to proactively initiate an individual or team development program.
Establish your workforce planning assumptions for such things as salary band percentile for your external hire options, expected ramp-up time into a full productivity for a given role, minimum time in current role to identify availability, and training costs assumptions, as applicable. Link additional headcount requirements by role to your organization’s strategic business initiatives, then set talent and skills qualifications for each of those roles.
Input directly or import your current workforce skills and experience profiles, education, and certifications at the individual and team level to identify gaps for capacity planning against future workforce requirements. Dashboards for employee self-reporting of new skills can also be made available for every employee. Finally, a "Rate the Rater" tool levels the talent and skills assessment playing field. Use managers' historical scoring trends to normalize talent/performance skills assessment scores across the organization, leveling the field of best-fit candidates for promotion.
To help guide the buy, build, or borrow decision, weigh cost, experience, and ramp-up time, immediacy of the skills needed, as well as retention indicators, including time in current position and current salary versus the latest job market band for the role. Run "what-ifs" on the roles to hire given the allocated budget available as you project out your resource capacity in the given planning cycle. Model in “what-if” changes in location and salary, as well as talent and skills criteria, and see changes ripple through to impact your best-fit options among current employees and as compared to your external hire assumptions.
Adequately armed, your operational bottom-up workforce planning input can be made with the confidence that comes with transparent information surfaced in the context of all the elements of your situation. Workforce analytics identify your star performers and surface the information you need for hire or promote decisions. Heat maps within a dashboard reveal key metrics and trends when assessing your talent, in numeric terms that everyone understands—skills and performance ratings, capacity for growth, and retention risk. It all connects. Department managers do workforce and capacity plans that roll into HR recruiting plans, learning and development plans, retention plans, and financial budgets. Because it connects, you can ensure your workforce planning process aligns with your global policies for assessment, recruitment, development, and deployment—something your spreadsheets were never going to be able to do for you.
Prioritize people positions and collaborate on retention plans to streamline and accelerate the decision-making process. With workforce analytics, reveal the metrics and trends that matter most when assessing your workforce talent: skills and performance ratings, capacity for growth, and retention risk.
Inform your bottom-up planning process with weighed options for your "buy, build, or borrow" workforce decisions, aligned to one or more business initiatives.
With Anaplan, easily model in “what-if” changes in salary, talent, and skills criteria, and see changes ripple through to impact your best-fit options among current employees and as compared to your external hire assumptions.
