What is your Alumni concept?

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When employees leave a company, often all contact between the company and them does not end abruptly. Instead, there are often follow-up obligations to be fulfilled by one or both sides. Perhaps there is a conscious desire to maintain and cultivate contact. In short, the ex-employee is managed as an alumnus, not ignored as a stranger. What is known about such alumni concepts? Which companies have implemented it? What precautions in terms of policies, processes and systems does a company have to take if it wants to introduce an alumni concept?

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Introduction

Alumni programs are increasingly common in companies that recognize the value of maintaining relationships with former employees. These initiatives aim to foster a sense of community, promote networking, and potentially benefit from the knowledge, skills, and connections of former employees. Some well-known companies with alumni programs include McKinsey, Deloitte, PwC, IBM, and Microsoft, among others.

What has to be done?

Which components need to be in place in order for an alumni program to be professionally implemented.

When introducing an alumni concept, a company should consider the following policies, processes, and systems:

1. Define the objectives: Clearly outline the goals of the alumni program, which could include networking, knowledge sharing, recruitment, business development, or maintaining a positive brand image.
   
   
2. Establish policies Develop clear policies on eligibility, communication, and engagement. Determine which former employees can join the alumni network and establish guidelines for how members should interact with the company and each other.
   
   
3. Designate a responsible team: Assign a dedicated team or individual to manage the alumni program, ensuring regular communication, organization of events, and maintenance of the network.
   
   
4. Develop a communication strategy: Create a strategy for keeping alumni informed about company news, updates, and events. This may involve a mix of email newsletters, social media, or a dedicated alumni portal on the company website.
   
   
5. Organize events: Plan and host regular events, both virtual and in-person, to facilitate networking and knowledge sharing among alumni and current employees. These events can include seminars, workshops, social gatherings, or webinars.
   
   
6. Offer benefits: Provide incentives for alumni to stay engaged, such as access to exclusive resources, training, or job opportunities within the company. Some companies even offer special alumni discounts on products or services.
   
   
7. Integrate with HR and recruitment: Collaborate with HR and recruitment teams to leverage the alumni network for talent acquisition, referrals, or rehiring of former employees with valuable skills.
   
   
8. Measure success: Regularly evaluate the effectiveness of the alumni program by tracking key performance indicators (KPIs), such as the number of active members, event attendance, referrals, or business leads generated through the network.
   
   
9. Maintain data privacy: Ensure that the company complies with data privacy regulations and respects the privacy preferences of alumni members. This may involve obtaining consent for communication, providing options to opt-out, and securely storing personal data.
   
   
10. Encourage a culture of support: Promote a positive and inclusive atmosphere that values the contributions of alumni and encourages current employees to engage with and support the alumni network.

Implementing an alumni program can be an effective way to strengthen relationships with former employees and potentially benefit from their skills, knowledge, and connections. By taking these precautions in terms of policies, processes, and systems, a company can successfully introduce and manage an alumni concept.

What are the benefits?

Are there tangible benefits for corporations associated with the implementation of an alumni concept?

There are tangible benefits for corporations associated with the implementation of an alumni concept beyond occasional re-hiring. A well-executed alumni program can have a positive impact on the company's bottom line and even make a strong business case. Here are some key benefits that can contribute to a business case for an alumni program:

1. Talent Acquisition and Referrals: Alumni can serve as valuable referral sources for new talent, helping the company identify high-quality candidates who may be a good fit for open positions. This can reduce recruitment costs and time to hire.
   
   
2. Business Development: Former employees who work in other companies or industries can refer new clients or business opportunities to their former employers. This can help drive revenue growth and expand the company's client base.
   
   
3. Brand Ambassadors: Alumni can act as brand ambassadors, promoting the company's reputation and strengthening its employer brand in the talent market. A positive image can attract high-quality candidates and improve overall recruitment efforts.
   
   
4. Knowledge Sharing and Innovation: Alumni networks can facilitate the exchange of ideas, insights, and expertise between former employees and current staff members. This can help foster innovation, improve decision-making, and keep the company informed about industry trends and best practices.
   
   
5. Collaborative Partnerships: Alumni can become strategic partners, offering their skills, expertise, or resources to support the company's projects or initiatives. This can lead to new business opportunities, joint ventures, or collaborations that drive growth and innovation.
   
   
6. Training and Mentorship: Former employees with specialized skills and experience can provide training or mentorship to current employees. This can help develop the skills and capabilities of the workforce, leading to increased productivity and performance.
   
   
7. Alumni Re-hiring: As mentioned earlier, re-hiring former employees can save on recruitment and onboarding costs, and these employees often have shorter ramp-up times due to their familiarity with the company culture and operations.
   
   
8. Community Engagement: A strong alumni program can foster a sense of community and goodwill, leading to increased engagement among current employees, stronger company culture, and improved employee retention.

To make a business case for an alumni program, companies can quantify the potential benefits in terms of cost savings, revenue growth, and other performance indicators. By demonstrating the tangible benefits and return on investment, organizations can justify the resources needed to implement and maintain a successful alumni program.

Who benefits?

Do some companies benefit more than others?

There is evidence to suggest that some companies may benefit more from the implementation of an alumni concept than others. The extent of the benefits depends on several factors, including the nature of the industry, company culture, workforce structure, and business objectives. Here are some factors that can influence the success and impact of an alumni program:

1. Industry: Companies in industries with a high demand for specialized skills or rapid innovation, such as technology, consulting, or finance, may benefit more from an alumni network as they can tap into a pool of experienced professionals who possess in-demand expertise.
   
   
2. Company Culture: Companies with a strong, positive culture that fosters long-term relationships and values employee contributions are more likely to benefit from an alumni program. Alumni from such organizations may feel a stronger sense of loyalty and connection, which can lead to increased engagement and collaboration.
   
   
3. Workforce Structure: The influence of workforce structure, characterized by skill level, experience, age, and blue-collar vs. white-collar workers, can also impact the effectiveness of an alumni program. Companies with a predominantly white-collar workforce, higher skill levels, and more experienced professionals may benefit more from an alumni network, as these individuals may be better positioned to contribute to knowledge sharing, referrals, and business development.
   
   
4. Turnover Rate: Organizations with high employee turnover may benefit more from an alumni program, as they can maintain relationships with former employees and leverage their expertise, connections, or referrals to fill open positions or address skills gaps.
   
   
5. Size of the Organization: Larger organizations with more employees and a more extensive network of former employees may benefit more from an alumni program due to the broader reach and potential impact of their alumni community.
   
   
6. Business Objectives: Companies that prioritize innovation, collaboration, and talent acquisition may benefit more from an alumni program, as these objectives align with the potential benefits of maintaining relationships with former employees.

While these factors can influence the success of an alumni program, it's important to note that the program's design, management, and engagement strategies also play a critical role in determining its impact.

Companies that invest in creating a well-structured and engaging alumni program tailored to their unique needs and objectives are more likely to realize the potential benefits, regardless of the industry or workforce structure.

Is there System Support?

Are there systems for Alumni support on the market?

There are several other companies that offer products or services to support corporate alumni programs and processes. These providers typically offer platforms or software solutions to help organizations manage alumni networks, communication, events, and engagement activities. Some of these companies include:

1. EnterpriseAlumni: EnterpriseAlumni is a leading alumni management platform that enables organizations to engage with their alumni community, providing tools for communication, event management, content sharing, and reporting. The platform also supports talent acquisition, business development, and collaboration features.
   
   
2. IntraWorlds: IntraWorlds offers a comprehensive alumni management solution that includes customizable alumni portals, communication tools, event management, and analytics. The platform is designed to help organizations build and maintain relationships with their alumni community, fostering collaboration and driving business outcomes.
   
   
3. Graduway: Graduway is a provider of alumni engagement and mentoring software, helping organizations build and manage their alumni networks. Their platform includes tools for communication, event management, mentoring, and analytics, as well as integrations with popular CRM and HR systems.
   
   
4. Almabase: Almabase is an all-in-one alumni management platform designed to help organizations create and maintain an engaged alumni community. The platform offers features such as alumni directories, event management, email marketing, fundraising, and reporting, along with integrations with various CRM and HR systems.
   
   
5. 360Alumni: 360Alumni offers an alumni engagement platform with features such as alumni directories, event management, email marketing, and fundraising tools. The platform is designed to help organizations build and maintain strong relationships with their alumni community.
   
   
6. Tassl: Tassl is an alumni engagement platform that provides organizations with tools to manage alumni networks, events, communication, and collaboration. The platform supports features such as mentoring, job boards, and community building, as well as integrations with popular CRM and HR systems.
   
   
7. PeopleGrove: PeopleGrove offers a platform designed to support alumni networks, mentoring programs, and community engagement. Their solution includes features such as personalized portals, communication tools, event management, and analytics, along with integrations with various CRM and HR systems.
   
   
8. Vaave: Vaave is an alumni management platform that helps organizations build and maintain relationships with their alumni community. The platform offers features such as alumni directories, event management, email marketing, fundraising, and reporting, as well as integrations with popular CRM and HR systems.
   
   
9. Alumni Channel: Alumni Channel provides a web-based alumni management solution that helps organizations create, manage, and maintain their alumni networks. Their platform includes tools for communication, event management, directories, and reporting.

These companies offer products and services that support alumni processes, making it easier for organizations to manage their alumni networks, engage with former employees, and leverage the potential benefits of an alumni program.

In addition, the San Francisco based Okta, Inc. known for the alumni support through the software it offers.

When selecting an alumni management platform, it's essential to consider factors such as features, scalability, integration capabilities, and pricing to ensure the solution meets the organization's specific needs and objectives.

What signals to watch?

Are there signals to watch, leading to the conclusion that an alumni concept might be worth a closer look?

A closer look at the process of a person leaving the company may already reveal a fine structure leading to a differentiated treatment of the individual cases.

This fan-out of caring options gives an indication that there might be a status in-between the status of being an active employee and having terminated all relationship between both parties as the example below demonstrates.

While all of the following cases are expressed being in status “terminated” or “permanently inactive” in the Human Resources department, variants may be maintained, leading to different actions following an employee’s active period.

Will there be a relationship maintained between the corporation and the individual, when …

• The person is regularly retired? ➤ Yes, there might be a pension scheme to follow
  
  
• The contract is terminated for other reasons? ➤ No, once all legal obligations are fulfilled
  
  
• The person is on paid leave? ➤ Yes, obviously payments have to be done
  
  
• The person is reported as a “No Show”? ➤ No, there is no longer a legal basis to keep any records
  
  
• The person enters early retirement due to special local ruling? ➤ Yes, similar to regular retirement, but stricter rules apply
  
  
• The person is in the passive phase of a partial Retirement? ➤ Yes, as some special part-time pension scheme applies here
  
  
• “Persona non grata” ➤Well, no, in this case there will be no desire to maintain a relationship due to some possibly unpleasure events in the past.
  
  
• Long Term Account ➤ Yes, this special case, where the retirement can be flexibly deposited on a kind of “savings account” will finally lead to case #1 (retired).

Several of these examples are sending weak signals already that it is justified to consider introducing an intermediate status between being an active member and terminated all relationship: the status “alumnus”.

But there are more reasons for taking the Management of the corporation’s alumni into consideration. Several external factors are currently driving corporations towards the implementation of an alumni concept. These factors include the changing talent market, rising costs of personnel fluctuation, digital transformation, and a general cultural shift.

1. Changing Talent Market: The talent market has become increasingly competitive, with companies vying for the best talent to drive innovation and growth. The alumni concept enables corporations to tap into a pool of skilled and experienced professionals, who are already familiar with the company culture and operations. This can help businesses address skills gaps, reduce the time and cost of recruitment, and secure high-quality referrals.
   
   
2. Rising Cost of Personnel Fluctuation: High employee turnover can be costly for organizations, as they need to invest in recruitment, onboarding, and training for new hires. By implementing an alumni program, companies can maintain relationships with former employees, which may lead to rehiring or referrals of suitable candidates. This can help reduce the costs associated with personnel fluctuation and ensure a smoother transition during periods of change.
   
   
3. Digital Transformation: The rapid pace of digital transformation has increased the demand for employees with specialized skills in areas such as data analysis, artificial intelligence, and cybersecurity. The alumni concept can help organizations stay connected with former employees who have developed these skills and may be interested in returning or collaborating on projects. Additionally, alumni networks can facilitate knowledge sharing and innovation, as former employees contribute their expertise and insights gained from other industries or companies.
   
   
4. General Cultural Shift: There has been a cultural shift towards valuing long-term relationships and recognizing the potential benefits of maintaining connections with former employees. Companies are increasingly acknowledging the contributions of alumni and the role they can play in driving business success. This shift is driving the adoption of alumni programs as a way to foster goodwill, promote brand loyalty, and leverage the expertise

All four of these external factors should be felt in different corporations to a varying degree. However, they would need a confirmation through a thorough research cantered around the feedback from those of a company’s departments, which are potentially exposed to those external factors.

Call to action

What should be done next?

If your company is thriving in an industry sector with a high demand for specialized skills or rapid innovation, if its workforce consists predominantly of white-collar workers of higher skill levels, and of more experienced professionals, if it prioritizes innovation, collaboration, and talent acquisition -then it may benefit more substantially from an alumni program than others.

The considerations laid out in this paper were triggered by the necessity to find a conceptual foundation for a variety of follow-up activities in case a person leaves a company’s ecosystem. However, the full potential of maintaining an appropriate relationship to former members of the community, might they have been employees, apprentices, contingent workers or even external contributors, will only be unleashed, if the full concept will be implemented.

To start with conducting a 6-weeks pre-study resulting in a fully fleshed-out implementation plan would be helpful. This preliminary study should cover the first four points of the implementation plan as outlined below plus effort, elapsed time, costs and manpower involved.

Proposed implementation plan

How could a typical plan for the introduction of an alumni concept look like?

Introducing an alumni program requires a strategic approach, with a clear plan and timeline to ensure its successful implementation. Here's a typical plan for the introduction of an alumni concept and its maintenance once all processes and systems are up and running (points 10 to 12):

1. Conduct a Needs Assessment and set Objectives: Evaluate the potential benefits and goals of the alumni program by identifying the company's needs and priorities. Define clear objectives, such as knowledge sharing, recruitment, business development, or networking.
   
   
2. Obtain Management Buy-In: Present the proposed alumni program to key stakeholders and obtain management support. Clearly communicate the benefits and objectives of the program and demonstrate how it aligns with the company's overall strategy.
   
   
3. Define Policies and Guidelines: Establish policies and guidelines for the alumni program, addressing issues such as eligibility criteria, data privacy, confidentiality, and the scope of benefits and services provided to alumni.
   
   
4. Appoint a Program Manager or Team: Designate a dedicated team or individual(s) to manage the alumni program. This team will be responsible for coordinating communication, events, and other program activities.
   
   
5. Develop a Communication Plan: Create a communication plan that outlines the channels and frequency of communication with alumni. This may include newsletters, social media groups, or a dedicated alumni portal.
   
   
6. Design the Alumni Engagement Strategy: Develop a strategy for engaging alumni through various activities and opportunities, such as events, webinars, networking sessions, mentorship programs, or training and development resources.
   
   
7. Implement Data Privacy and Security Measures: Ensure compliance with relevant data privacy regulations and establish data retention policies. Implement secure systems for storing and managing alumni data.
   
   
8. Collaborate with HR and Talent Acquisition Teams: Integrate the alumni program with HR and talent acquisition processes to leverage the alumni network for referrals, rehiring, and mentorship opportunities.
   
   
9. 9. Launch the Alumni Program: Announce the launch of the alumni program to current and former employees. Invite eligible alumni to join the program and provide clear instructions on how to participate.
   
   
10. Execute the Engagement Strategy: Begin implementing the planned engagement activities, such as hosting events, sharing newsletters, and organizing networking sessions. Monitor participation and gather feedback to improve the program.
    
    
11. Track Performance Metrics: Measure the success of the alumni program by tracking key metrics, such as the number of participants, event attendance, referrals, and business partnerships generated through the alumni network.
    
    
12. Review and Refine the Program: Regularly review the alumni program to ensure it remains relevant and engaging. Update the program based on feedback, performance metrics, and changing company objectives.

By following this plan, companies can create a well-structured alumni program that maintains strong relationships with former employees and leverages the potential benefits of their experience, knowledge, and connections.

On Total Workforce Management (TWM)

 

Why the concept of Total Workforce Management symbiotically complements the Alumni concept.

Introduction

Total Workforce Management (TWM) is a strategic approach to managing an organization's entire workforce, including full-time employees, part-time employees, temporary workers, freelancers, contractors, and even remote workers. The main goal of TWM is to optimize workforce productivity, reduce costs, and improve overall business performance by aligning workforce planning with the organization's strategic objectives. TWM takes a holistic view of workforce management, addressing the needs of all worker categories and considering the entire employee lifecycle from hiring to retirement.

Elements of total Workforce Management

What are the characterizing components of Total Workforce Management?

Key aspects of Total Workforce Management include:

1. Workforce Planning: TWM involves a comprehensive analysis of the organization's current workforce, future workforce requirements, and potential gaps in skills or resources. This helps organizations to identify areas where they may need to recruit, upskill, or reskill employees to meet business objectives.
2. Talent Acquisition: TWM encompasses the process of attracting, recruiting, and hiring the right talent for the organization. This includes developing strategies for sourcing candidates, employer branding, and efficient selection processes.
3. Talent Management: TWM includes performance management, employee engagement, career development, succession planning, and eventually being complemented by alumni Management. These elements ensure employees are well-equipped to contribute to the organization's success and have a clear path for career growth.
4. Learning and Development: A crucial aspect of TWM is investing in the continuous development of employees' skills and competencies, which enables the workforce to adapt to changing business needs and remain competitive.
5. Compensation and Benefits: TWM encompasses the development and management of compensation and benefits programs, ensuring they are competitive, fair, and aligned with business objectives.
6. Compliance and Risk Management: TWM involves managing compliance with labour laws, regulations, and industry standards, as well as mitigating potential workforce-related risks.
7. Workforce Analytics: TWM leverages data and analytics to gain insights into workforce performance, productivity, and trends, enabling organizations to make informed decisions about workforce planning, talent management, and resource allocation.
8. Technology and Automation: TWM incorporates the use of technology and automation tools to streamline workforce management processes, improve efficiency, and reduce costs.
9. Alumni Management: At the cross roads of Talent Acquisition, Talent Management and Reputation Management there lies the Management of Alumni, i.e. former members of the corporate ecosystem. Alumni Management has merits on its own and deserve a separate conceptual treatment.

By adopting a Total Workforce Management approach, organizations can optimize their workforce to achieve strategic objectives, increase employee engagement, and maintain a competitive advantage in their target market, as well as in the talent market. TWM requires collaboration between HR, general management, and other key stakeholders like Business Process Management and Identity & Access Management, to ensure that workforce planning and management align with the organization's overall strategy and goals.

What are the benefits?

What are the benefits of the TWM approach?

The Total Workforce Management (TWM) approach offers several benefits to organizations by providing a comprehensive and strategic view of their workforce. Some of the key benefits include:

1. Improved Workforce Optimization: TWM helps organizations optimize their workforce by aligning human resources with business objectives, ensuring that the right people with the right skills are in the right roles at the right time.
2. Cost Savings: By managing the entire workforce more effectively, organizations can identify areas for cost reduction and efficiency improvements. This can include optimizing labour costs, reducing employee turnover, and minimizing recruitment expenses.
3. Increased Flexibility and Adaptability: TWM enables organizations to respond quickly to changing business needs, market conditions, and workforce trends. By taking a proactive approach to workforce planning, companies can adapt their workforce to meet new challenges and opportunities.
4. Enhanced Employee Engagement: A TWM approach focuses on employee development, engagement, and satisfaction. By creating a supportive work environment and offering opportunities for growth and development, organizations can improve employee engagement, which in turn can lead to higher productivity and reduced turnover.
5. Better Talent Acquisition and Retention: TWM helps organizations attract and retain top talent by focusing on employer branding, competitive compensation, and benefits packages. This can lead to a stronger talent pool and a more competitive position in the job market.
6. Improved Compliance and Risk Management: TWM encompasses compliance with labour laws, regulations, and industry standards, helping organizations mitigate workforce-related risks and maintain a positive reputation.
7. Data-Driven Decision-Making: By leveraging workforce analytics, TWM enables organizations to make informed, data-driven decisions about workforce planning, talent management, and resource allocation. This can lead to more effective and strategic decision-making. Limitations due to local privacy regulation have to be strictly observed however.
8. Enhanced Collaboration: TWM promotes collaboration between HR, management, and other key stakeholders, ensuring that workforce management aligns with the organization's overall strategy and goals. This can lead to more effective execution of business objectives and improved organizational performance.

Overall, adopting a Total Workforce Management approach represents an acceleration of the process maturity of HR-related management processes. It can hence result in a more efficient, effective, and engaged workforce that is better equipped to meet the organization's strategic objectives and drive business performance.

What challenges are to be expected

Is there on the other hand a downside to the introduction of TWM? Which challenges have to be expected during its implementation process?

While Total Workforce Management (TWM) offers numerous benefits, there can be some downsides and challenges associated with its implementation. Some of these challenges include:

1. Complexity: Implementing TWM involves integrating multiple workforce management processes and systems, which can be complex and time-consuming. This requires a clear understanding of the organization's workforce structure, existing processes, and future requirements.
2. Organizational Resistance: Changing existing workforce management practices can be met with resistance from employees and managers who are accustomed to current processes. Overcoming this resistance requires effective change management and communication to demonstrate the benefits of TWM and gain buy-in from stakeholders.
3. Resource Constraints: Implementing TWM often requires additional resources, including technology, skilled personnel, and financial investment. Organizations may face challenges in securing the necessary resources and budget to support the implementation of TWM initiatives.
4. Data Quality and Integration: Leveraging workforce analytics is an essential component of TWM, but this requires access to accurate, timely, and comprehensive data. Organizations may face challenges in gathering, integrating, and maintaining high-quality data from multiple sources.
5. Technology Adoption: Implementing TWM often involves the adoption of new technology tools and platforms to automate and streamline workforce management processes. This can pose challenges in terms of technology selection, integration with existing systems, and user adoption.
6. Skills Gap: Implementing TWM may reveal skills gaps within the organization, requiring investment in training and development programs to upskill employees. Addressing these gaps can be challenging and may require significant time and resources.
7. Maintaining Consistency and Compliance: Ensuring that TWM practices are consistent across the organization and compliant with labour laws, regulations, and industry standards can be challenging, particularly for large or geographically dispersed organizations.
8. Measuring Success: Defining and measuring the success of TWM initiatives can be difficult, given the broad scope and complexity of the approach. Organizations may struggle to identify appropriate key performance indicators (KPIs) and assess the impact of TWM on their overall business performance.

To address these challenges, organizations should invest in change management, stakeholder engagement, and communication strategies, and allocate sufficient resources for implementation. Additionally, organizations should prioritize data quality and technology adoption, and consider partnering with external consultants or vendors with expertise in TWM to ensure a successful implementation.

Whom to include?

What types of employees should Total Workforce Management encompass?

Total Workforce Management (TWM) is designed to encompass all types of employees and non-employee workers within an organization. This holistic approach ensures that all aspects of workforce management are considered, providing a comprehensive view of the workforce and enabling organizations to optimize their resources. The types of workers that TWM should encompass include:

1. Full-time employees: These are permanent employees who work a standard number of hours per week and receive a full range of employee benefits, such as health insurance, retirement plans, and paid time off.
2. Part-time employees: Part-time employees work fewer hours per week than full-time employees and may have different benefits and entitlements. TWM should consider their unique needs and contributions to the organization.
3. Temporary employees: These employees are hired for a specific period or project and may be employed directly by the organization or through a staffing agency. TWM should account for their short-term nature and specific skill sets.
4. Contract workers: Contract workers are engaged on a contractual basis for a specific project, task, or period. They may be self-employed or work for a third-party contractor. TWM should consider their specialized skills and the flexibility they provide to the organization.
5. Freelancers or independent contractors: These are self-employed individuals who provide services to clients, including organizations, on a project or task basis. TWM should account for their expertise and the potential cost savings of utilizing their services.
6. Remote or virtual employees: These employees work remotely, either from home or another location outside of the organization's primary office. TWM should consider the unique management and engagement strategies needed to support remote workers effectively.
7. Interns or apprentices: Interns and apprentices are typically engaged on a temporary basis to gain work experience, training, or education in a specific field. TWM should account for their development and potential future contributions to the organization.
8. Contingent workforce: This category includes any non-employee workers who are engaged on a temporary or project basis, such as consultants, advisors, or gig workers. TWM should consider their specific skills, expertise, and the flexibility they offer to the organization.

By encompassing all types of workers within Total Workforce Management, organizations can gain a comprehensive understanding of their workforce, identify gaps and opportunities, and make more informed decisions about workforce planning, talent management, and resource allocation.

Who did it before?

Are there companies known to have successfully implemented TWM?

While specific examples of companies that have successfully implemented Total Workforce Management (TWM) are not widely publicized, many large organizations have adopted TWM-like approaches to manage their diverse workforce effectively. Companies that have developed sophisticated workforce management strategies often share certain characteristics, such as operating in highly competitive industries, having a global presence, or managing complex and diverse workforces.

Some examples of companies known for their advanced workforce management practices include:

1. IBM: IBM has implemented a comprehensive workforce management approach that encompasses various types of workers, including full-time employees, contractors, and remote workers. They utilize data analytics and AI-driven tools to optimize workforce planning, talent acquisition, and employee engagement.
2. General Electric (GE): GE has long been recognized for its focus on human capital management and has adopted a strategic approach to managing its global workforce. Their workforce management practices include robust talent acquisition, development, and retention strategies, as well as the use of advanced analytics to drive decision-making.
3. Procter & Gamble (P&G): P&G is known for its strong focus on talent management and has implemented strategic workforce planning practices to ensure they have the right talent in place to drive business growth. Their approach includes comprehensive talent acquisition, development, and retention strategies, as well as a focus on diversity and inclusion.
4. Accenture: As a global consulting and professional services firm, Accenture places a strong emphasis on managing its diverse workforce, which includes full-time employees, contractors, and remote workers. They utilize sophisticated workforce planning, talent management, and analytics tools to optimize their human capital and drive business performance.

While these companies may not explicitly label their approach as "Total Workforce Management," their practices and strategies align with the principles of TWM. These examples demonstrate that companies can successfully implement comprehensive workforce management strategies to optimize their human capital, drive business growth, and maintain a competitive edge in the market.

Which steps are to be taken?

If a company intends to introduce and implement TWM, which steps should be planned for, how long might it take and which set of skill should be involved?

Implementing Total Workforce Management (TWM) in a global organization lien Roehm, which is operating in the base chemicals industry and has 5,000 employees can be a complex and time-consuming process. However, by following a structured approach, the company can successfully adopt TWM to optimize its workforce. Here's a suggested plan, including steps, timeline, and skills required:

1. Assess the current state: Begin by evaluating the existing workforce management practices, systems, and tools. Identify any gaps or areas for improvement. This step may take 1-2 months and involve HR professionals, team leads, and managers.
2. Define TWM objectives and strategy: Align TWM with the company's overall business objectives and develop a clear strategy that outlines the goals, scope, and desired outcomes. This step may take 1-2 months and involve senior management, HR leaders, and key stakeholders from various departments.
3. Establish a TWM team: Form a dedicated TWM team responsible for overseeing the implementation process. This team should include HR professionals, workforce planners, talent management experts, data analysts, and IT specialists.
4. Develop a TWM framework: Design a comprehensive TWM framework that encompasses all aspects of workforce management, including workforce planning, talent acquisition, talent management, learning and development, compensation and benefits, compliance and risk management, and workforce analytics. This step may take 3-6 months and involve HR professionals, subject matter experts, and IT specialists.
5. Select and implement technology: Identify and invest in appropriate technology tools and platforms that support TWM processes, such as HRIS, workforce analytics, and talent management systems. This step may take 3-6 months and involve IT specialists, HR professionals, and technology vendors.
6. Develop and implement TWM policies and processes: Create standardized policies and processes for all aspects of TWM, ensuring consistency across subsidiaries and compliance with local labour laws and regulations. This step may take 3-6 months and involve HR professionals, legal experts, and local HR representatives from each subsidiary.
7. Train and engage stakeholders: Provide training and support to managers, HR professionals, and employees to ensure successful adoption of TWM practices. Develop communication strategies to keep stakeholders informed and engaged throughout the implementation process. This step may take 1-3 months and involve HR professionals, trainers, and change management experts.
8. Monitor and evaluate progress: Continuously monitor the implementation of TWM, track progress against objectives, and adjust the approach as needed. Utilize workforce analytics to measure the impact of TWM on workforce performance, productivity, and overall business outcomes. This step may take 6-12 months and involve data analysts, HR professionals, and senior management.

Overall, the implementation of TWM in a large, global organization may take 12-24 months or longer, depending on the complexity of the existing workforce management practices and the level of change required. The process should involve a diverse set of skills, including HR professionals, workforce planners, talent management experts, data analysts, IT specialists, legal experts, and change management experts.

The results however may justify the overall effort.

 

 

Role Modelling Guidelines

Roles – What we mean by the term

According to a definition published by the NIST [1] a role is a job function or employment position to which people or other system entities may be assigned or a set of named duties or job functions within an organization.

This definition clearly represents a business view. It is therefore a natural approach to define roles in business terms first. Hence the resulting business roles are to be owned by those, who own the business itself.

A more technical perspective leads to the definition: A role is a collection of permissions in role-based access control, usually associated with a role or position within an organization.

Hereby permissions are understood as operations on objects. By objects in the context of information technology information objects are meant, as ultimately it is the information, the access to which needs to be controlled. Systems are needed only as a means only to achieve that goal.

In order to use executable business roles in automated processes, in the end the business view and the technical view needs to be combined in the responsibility of the business role owner.

How to design roles

1. Start with the information objects

The most common justification for access control is to protect sensitive corporate information like e.g., products, customers or contracts against unsolicited disclosure or manipulation. Hence in these cases the Information sensitivity class or information protection class determines the measures to be taken.

2. Name the operations

Information objects are to be protected by blocking or restricting access to them. There are the basic maintenance operations like create, read update and delete (CRUD) and operations shaped by a business intent, like authorize up to a certain amount or close contracts with a certain customer group. These are the most basic business functions to be authorized. These operations on objects are also known as permissions.

3. Order the operations in a functional taxonomy

All permanent business functions are to be ordered in hierarchical enterprise model, usually called functional taxonomy or domain model. The functional taxonomy not only serves as the foundation for access control but may in addition be used for fine grained cost controlling or serve as a basis for a digital twin of the corporation.

4. Package business functions to functional roles

Business functions in the functional taxonomy may be referenced to be assembled to functional roles according to documented job descriptions and / or common (good) practices used in operation. In case functional roles have to be created from scratch, basic activities taken out of business processes are a good starter, provided represent an elementary session (one person, one time & one location).

5. Form business roles by constraining functional roles by constraints

Functional Roles form the basic element of Role Based Access Control (RBAC) as defined by the NIST. For practical use however they need to be further narrowed in by applying one or more constraints as they offer too broad a range. Typical static constraints are location, hierarchical level, organisational unit, contract type, sales region, product family or customer group. There may be more static constraints as well as dynamic one, which use to change over time, like device, time of the day, location of access (via mobile devices) or work status (in temporary leave or not). The resulting roles represent the central object of role based access control and are called business roles. Up to here all tasks are defined in business terms and should be carried out by business people. No IT skills are required so far.

6. Identify the systems, enabling the operations on objects

As information objects are rarely manipulated directly but rather via systems, access control is done via these systems. But first the relevant information objects need to be linked to the systems which enable disclosure or manipulation. To do this sufficient system knowledge is required.

7. Subdivide the business roles to system roles

Once the supporting systems are identified, they can be selected per business role. If there is more than one system supporting the business role, it can be split by system into system roles, otherwise business role and system role will collapse, meaning they are simple identical. Often systems contain their own pre-built role model, which need to be linked to business role in a bottom-up process. In these cases, it is not guaranteed that a complete match of the business functions assembled and constrained in the business role will completely match the functions offered by the pre-build system roles. Creating system roles requires a joint effort of business people and technical staff.

8. Link the business functions to technical functions

If not already done by assigning pre-built system roles in the previous step, now the business functions need to be assigned to technical functions, offered by the system. And this has to be done system by system, resulting in a complete implementation of the business roles’ business functions as technical functions. Obviously this task is to be performed jointly by business people and technical staff as well.

What types of roles will exist?

As mentioned in the role design process there are 3 major types of roles:

1. Functional roles,
2. Business roles and
3. System roles

Functional roles are just a bundle of corporate functions.

Business roles are functional roles further narrowed in by applying constraints of different dimensions.

System Roles are business roles reduced to that part, which applies to just one system.

You might come across more seemingly different role types, which however can be reduced to the existing ones. E.g. organisational roles are business roles with always the same very general function, (e.g. employee, or member) but the two constraints organisational unit and location are varied.

How to maintain a high role quality

The entire role model of an enterprise needs to have assigned a responsible owner.

It is in his responsibility to …

• Scan for redundancies, detect, discuss and eventually remove them.
• Define health metrics for the role model and keep records of their status.
• Check for adherence to the naming conventions
• Check, if by an improved role-model security breaches, SoD violations, SoD exceptions or business complaints could have been avoided
• Report the status of the role model on a regular basis.

Who is responsible for roles?

Next to the role model owner, there are role owners, who hare typically responsible not just for a single role but for a bunch of roles.

For functional roles and business roles the role owners need to be business people.

For system roles the owners will be located most probably within information technology (IT).

For linking the business view on the roles with the technically offered functionality role owners of both sides need to meet in regular sessions or on demand.

What other processes are associated with role modelling?

Generally, there are three layers of processes, as with all business there are operation, managerial and governance processes …

1. Operational processes

Assumed a common static role model is in use the typical operational processes are assigning and revoking roles. For the regular standardised business jobs these processes should run in a fully automated way.

Only the assignment of additional role, which are not part of the pre-defined job descriptions need to be assigned via a request and approval process.

2. Managerial processes

The managerial layer encompasses all role maintenance processes including those mentioned in the chapter “How to design roles”.

Special care however has to be applied to role change and role deletion.

As long as roles are in use any change may cause unwanted side effects. The involved risks may be reduced, if a role versioning is supported, so that the old version of a role, which is subject to change, may stay unaffected and only new role assignments benefit from the actual role content.

A deletion of roles is only appropriate once no references to the role exist any longer, i.e. they are no longer in use.

3. Governance processes

As governance is defined as “direction & oversight”, the mostly informal processes regarding role strategy are located here as well as all audit, re-certification, expiration and quality management processes, like the above-mentioned processes to maintain a high role quality.

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[1] National Institute of Standards and Technology – NIST , https://csrc.nist.gov/glossary/term/role