Explorative Research into a Contingency Based Approach of Strategic Personnel Planning

Explorative Research into a Contingency Based Approach of Strategic Personnel Planning

Name: Student number: Address:

Caspar van Knippenberg S353098 Noord Besterdstraat 35 5014 JE, Tilburg

Study programme: Theme: Exam Committee:

Human Resource Studies Strategic Workforce Planning Prof. Dr. J. Paauwe Dr. M. Verhagen 1-9-2011 20-11-2012

Start: Graduation date:

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Abstract.

Strategic Personnel Planning has been receiving growing attention over the past

decades. Numerous case studies have been written and several attempts of a universal model have been proposed. This explorative research goes beyond these studies and proposes contingency based strategic personnel planning based on the contextually human resource theory of Paauwe. Several competitive, configurational and institutional contingencies are proposed as being indicative for the design and application of strategic personnel planning. Interviews are conducted in nine profit and nonprofit organizations in the Netherlands in order to determine a potentially indicative set of contingency factors. The interviews are coded using direct content analysis. The results show that dynamics of the product market appear to be indicative for the need for flexibility. Organizations that are operating in a tight labor market appear to have more developed strategic personnel planning. Although further study is needed, several labor market characteristics, institutional characteristics and configurational characteristics are potentially indicative for strategic personnel planning. This study strengthens the idea that a contingency based approach benefits the research on strategic personnel planning. Limitations and suggestions for future research are discussed.

Keywords: Strategic personnel planning, contingency, workforce planning, explorative research, contextual human resource theory.

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Table of contents 1. Introduction

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2. Strategic Personnel Planning

7 7 8 11 12 12 13

2.1 The concept and definition of Strategic Personnel Planning 2.2 The process of Strategic Personnel Planning 2.3 Analyzing techniques in Strategic Personnel Planning 2.3.1 Supply analysis techniques 2.3.2 Demand analysis techniques 2.3.3 Intervention analysis

3. Context dependent Strategic Personnel Planning 3.1 Competitive mechanisms 3.1.1 Predictability and stability of the product market 3.1.2 Level of competition in the product market 3.2 The configuration of the organization 3.2.1 Structure 3.2.2 Size 3.2.3 Profit-nonprofit 3.3 The labor market and institutional mechanisms 3.3.1 The level of competition and the tightness of the labor market 3.3.2 The composition of the workforce 3.3.3 Labor contracting laws 3.3.4 The sector 3.4 Segmentation in Strategic Personnel Planning 3.5 Overview of the contingency factors

4. Method 4.1 The sample 4.2 Data collecting and analyzing

5. Findings 5.1 Findings regarding the contingency factors 5.1.1 Competitive mechanisms 5.1.2 The configuration of the organization 5.1.3 The labor market and institutional mechanisms 5.2 Findings regarding Strategic Personnel Planning 5.2.1 Supply analysis 5.2.2 Demand analysis 5.2.3 Intervention analysis

14 16 16 19 20 20 21 22 22 22 25 25 26 26 28 30 30 31 33 33 33 34 34 36 37 37 37 2

5.2.4 Implementation 5.2.5 General state of Strategic Personnel Planning 5.2.6 Segmentation 5.3 Findings on the relation between contingency factors and SPP components 5.3.1 Competitive mechanisms 5.3.2 The Configuration of the organization 5.3.3 The labor market and institutional mechanisms 5.3.4 Segmentation

6. Conclusions 6.1 Competitive mechanisms 6.2 The configuration of the organization 6.3 The labor market and institutional mechanisms 6.4 Segmentation 6.5 Contingency based Strategic Personnel Planning

7. Discussions 7.1 Competitive mechanisms 7.2 The Configuration of the organization 7.3 The labor market and institutional mechanisms 7.4 Segmentation

39 39 40 42 43 44 47 51 52 52 52 53 53 53 55 56 57 58 60

8. Contribution

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9. Limitations

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10. Suggestions for future research

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11. References

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12. Appendices 12.1 Interview schedule 12.2 Competitive Mechanisms 12.3 The configuration of the organization 12.4 The labor market and institutional mechanisms 12.5 Segmentation 12.6 Supply analysis 12.7 Demand analysis 12.8 Intervention Techniques 12.9 Implementation 12.10 Hindering factors 12.11 State, goal and focus of Strategic Personnel Planning

69 73 77 80 84 87 90 93 99 102 103

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1. Introduction Strategic Personnel Planning (SPP) has been receiving growing attention, both in science as well as in the business world. Most studies on SPP focus on individual cases and describe extensive customized models of the SPP in organizations. Across these studies several SPP-steps return frequently; supply analysis, demand analysis, gap analysis and solution analysis (Anderson, 2004) in order to prepare the workforce for future needs. A best practice approach claims there is a superior personnel planning model that will lead to the best outcome in all organizations. Anderson (2004) mentions general success factors for SPP: management commitment and support, human resources staff support, employee involvement, linkage to other plans, quality planning data (accurate, current and readily available data), implementation strategy and communication. Although these factors are indeed of influence on the success of SPP, these conditions will most likely have a positive effect on all HR policies. Best practice approaches lack specific conditions for SPP. Specific organizations with specific wishes will always be in need for customized models. This statement is in contradiction with the best practice approach and assumes a contingency based approach. A contingency based or best fit approach states that if an organization has a certain characteristic, the design of its personnel planning model should have a matching characteristic. “For a certain set of organizational and environmental conditions, an optimal strategy exists” (Harvey 1982, p.81 in Ginsberg & Venkatraman 1985). For example, an organization in a dynamic environment should have a workforce that is able to react quickly to changes, while for an organization in a stable environment such a characteristic would be redundant. The process of SPP should contain policies to ensure that the changes are noticed and contain interventions that provide a quick reaction. Evers and Verhoeven (1999) mention that small organizations need a different oriented planning system than large organizations and organizations with fixed career patterns are unlikely to have a similar planning system as organizations without fixed career patterns. Large organizations for example focus on groups or categories, whereas small organizations are more focused on individuals (Evers & Verhoeven, 1999). Kispal-Vitai and Wood (2009) note that some forecasting instruments are more effective in stable environments or industries where long term planning is possible than other instruments. 4

Van Donk (1995) supports a contingency based approach by claiming that the current SPP literature and handbooks lack differentiation between situations. Potential influencing factors are: different environment or production processes, differences in urgencies, variation in type of change such as growth, stability or shrinkage and a different nature of the labor market in which the organization operates. (Van Donk, 1995) “Each of these (or combinations of) situations possibly requires an own process of personnel planning in which certain parts are emphasized with more or less precision” (Van Donk, 1995, p. 69-70). Comparable issues regarding different approaches to personnel planning are mentioned by Evers and Verhoeven (1999), based on the work of Geurts, Evers and Dekkers (1996) and Geurts (1995), mention several important influences in customized personnel planning; the type of organization, the labor market segment and the type of career pattern. They formulate 12 types of personnel planning based on the typology of Mintzberg (1979), the labor segment and the career configuration of an organization. These studies suggest a contingency approach that differentiates the SPP of organizations dependent on their external and internal environment would be desirable. In order to design such an approach it is necessary to identify configurational design parameters of SPP and organizational characteristics. Patterns between the two will lead to a better understanding of SPP. The scientific goal of this study is to contribute to the contingency perspective of SPP and identify patterns of coherence in the relation between the design of SPP models and organizational contextual factors. New insights in these contingency factors will lead to the development of customized applications that better align with specific organizational needs in their specific context. To support this, the following research question and research objective are formulated: Research question: Which set of contextual factors can be identified as indicative for the design and application of a Strategic Personnel Planning model? Research objective: Increase the knowledge on Strategic Personnel Planning needed to develop custom-made applications that better align with specific organizational needs in their specific context. This study will begin with an extensive overview on the subject of SPP as it is presented in previous research, the SPP process and SPP techniques (chapter 1). Secondly it will discuss why SPP models are

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context dependent. Thirdly, different contextual factors will be discussed and potential requirements will be formulated (chapter 3). Using an explorative and iterative process of literature and field study these requirements are translated into design criteria of SPP. To study the requirements and design criteria, empirical data are collected via interviews in nine organizations that are supposed to vary on relevant contingency factors. Levels of these contingency factors of the organizations are assessed (chapter 5.1) and requirements and designs are distinguished (chapter 5.2) in order to study the influence of the contingency factors on SPP (chapter 5.3). Conclusions on which set of contingency factors are indicative for the design and application of an SPP model are drawn (chapter 6) and findings are discussed (chapter 7). Finally the contribution to the previous literature, limitations of this study and suggestions for future research are discussed.

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2. Strategic Personnel Planning At the start of this research it is important to give an understanding of the concept of SPP. In this section the concept, the process and the techniques of strategic workforce planning will be discussed to give insights in what are the important parts of SPP.

2.1 The concept and definition of Strategic Personnel Planning In the most basic form, SPP is focused on ensuring that the organization has the right number of people with the right skills, experiences, and competencies in the right jobs at the right time (United States Department of Health & Human Services, 1999). SPP has been discussed in multiple forms mainly in a normative and prescriptive way. All types of planning rely on the use of data, either quantitative or qualitative or a combination of the two (Cotten, 2007). Lam and Schaubroeck (1998) distinguish three types of HR planning systems objectives: operational, traditional HR planning and strategic planning objectives. Operational objectives focus on the near-term work necessities and identify current capabilities and trends; traditional HR planning objectives focus on longer term demands and are based on forecasts about the future; strategic planning is based on coping with alterations in strategy and the influence of these changes on the demand of employees. Van Donk (1995) claims that a workforce planning system/ or a definition should contain a relationship between personnel planning on one side and organizational- planning, - activities and/or -strategies on the other side. This characteristic indicates that strategic workforce planning is related to other organizational characteristics and gives it a strategic intent. Other workforce planning systems such as mathematical planning mechanisms, which calculate the number current and future amount of employees, lack the connection with the organizational activities and act as an isolated process (Roelvink, 2007; Van Donk, 1995; Evers & Verhoeven 1999). When the present study refers to SPP or strategic workforce planning, it is because of the relationship with organizational strategy. Evers and Verhoeven (1999) describe that personnel planning happens at three levels in an organization; the macro-, meso- and micro- perspective. The micro perspective focuses on inflow, through flow and outflow in different functions. The meso perspective discusses the planning at the different departments. The macro perspective focuses on the interaction between the organization as an entity

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and the external environment. In this perspective the organization itself is a black box and only the total of out and inflow is measured (Evers & Verhoeven, 1999). Research on strategic workforce planning has focused both on the process as well as on the results of the process. In most studies, the process is based on four steps; the supply analysis, the demand analysis, the gap analyses and the solution analysis (Anderson, 2004). These concepts are discussed in section 2.2. Emmerichs, Marcum and Robbert (2004) propose three goals of workforce planning. Firstly, it should contain a clear representation of the workforce that is needed to carry out the strategic intent. Secondly, it should develop an aligned set of human resource policies and practices to ensure the appropriate workforce will be available. Thirdly, it needs to establish a convincing rationale to create support in the organization. This support is necessary to implement the changes in HR policies and programs (Emmerichs et al, 2004). Evers (2011) uses the following definition of SPP: the “preparing, designing, and implementing of strategic policies around the inflow, through flow and outflow of personnel, in order to achieve an effective and efficient allocation of labor” (p.37). The International Public Management Association for Human Resources (IPMA-HR, 2002) uses the definition: “Workforce planning is the strategic alignment of an organization’s human capital with its business direction. It is a methodological process of analyzing the current workforce, identifying future workforce needs, establishing the gap between the present and the future, and implementing solutions so the organization can accomplish its mission, goals and objectives” (p.10). This definition is more in line with the current study because it contains the three aspects of strategic workforce planning discussed in the above section; the process, the goal and the strategic intent. From a contingency perspective one would expect contingency factors (either explicitly mentioned or a reference to the existence of contingency factors) included in the definition of SPP. This definition (with the exception of the business direction) lacks contingency factors that influence SPP. Currently a definition containing contingency factors is not found the literature.

2.2 The process of Strategic Personnel Planning As mentioned earlier, Anderson (2004) describes that most of the basic workforce planning models are based on four steps. The supply analysis of the current workforce consists of analyzing the current internal supply for labor based on qualitative and quantitative data (Evers, 2011). The demand analysis 8

measures the future activities, workloads and describes which competencies are necessary in the future. The gap analysis identifies the mismatch between the supply now and the demand in the future. The solution analysis is the developing of strategies to close the competency gap. The models of Colley and Price (2008), Stokker and Hallam (2009), Kispal-Vitai and Wood, (2009), Roelvink (2007) and Cotten (2007) are all based on these four analyses (figure 1). These analyses focus on the supply, demand, gap and gap-solution of competencies (individual knowledge, skills and attitudes). Supply analysis

Demand analysis

Gap analysis

Solution analysis

Figure 1. Strategic Personnel Planning.

Some adaptations are made to the model by several authors. Existing practices will already have an influence into the future composition of qualities and quantities of personnel. Therefore, several studies (Roelvink 2007; Emmerichs et al., 2004) explicitly mention a step in the model that translates the current situation into the future, if HR policies and practices remain unchanged. The future gap should be based on the future supply (after the influences of current HR practices) and the future needs. Roelvink’s (2007) first step is the mapping of external and internal factors such as mission, vision, strategy and developments. A similar remark is made by Colley and Price (2008). They note that changes in the environment and core business activities are the drivers for workforce planning. Cotten (2007) also describes the importance of an internal and an external environmental scan. She mentions external macro factors such as industry trends, public sector employment trends, labor market forecasts, technological trends and external micro trends such as local labor supply, strength of the local economy, the appeal of the area to prospective employees, the political environment and demographic composition of customers and employees. Furthermore, internal analysis can focus on workforce trends, HR transactions, organizational structure, organizational culture, employee morale and performance levels. These internal and external contexts are of influence on both the supply and the demand of personnel. Objectives are set in the context of internal and external environment, and the values of the organization (Lam & Schaubroeck, 1998). Cotten (2007) introduces a seven steps plan for strategic human resource planning, to align organizational human capital with its mission. She recommends that before the internal and external environmental scan, the strategic direction and core capabilities of the organization should be defined. 9

Becker, Huselid and Beatty (2009) describe that organizational strategy should be the starting point of all human resource policies. The strategic direction, the internal and external environmental scans describe capabilities that are important for the organization. They refer to the term ‘strategic capabilities’ as “describing business processes absolutely essential for executing a firm’s strategy” (p.22). Capabilities refer to organizational characteristics, whereas competencies refer to individuals’ characteristics. The organizational capabilities determine what competencies (knowledge, skills and attitudes) are needed. The strategy, external and internal environment provide insights in possible changes that lead to demands for different competencies (Cotten, 2007). In het model there is an increased attention to the implementation of the gap closing strategies. In line with other models (Wan, Chen & Kuriger, 2011) the necessity to evaluate the effectiveness of the gap-closing actions and interventions is mentioned by Cotten (2007). In conclusion, many aspects of strategic workforce planning are mentioned in the literature: organizational strategy, the internal and external environment, supply analysis, estimations of the future characteristics of the current workforce, future demand analysis, workforce strategy, gap analysis, the solution analysis, the implementation and the evaluation. Furthermore, in the existing literature there are numerous references of contingency factors influencing these parts of SPP (f.e. Cotton, 2007; Colley and Price, 2008; Kispal-Vitai & Wood, 2009). Figure 2 is an overview of the literature described above based on the work of Anderson (2004), KispalVitai and Wood (2009), Cotton (2007), Wan, Chen & Kuriger (2011), Roelvink (2007), Emmerichs et al (2004), Becker and Huselid (2009), Colley and Price (2008), Stokker and Hallam (2009). In line with Cotten (2007) and Becker (2009) the model starts with the strategic direction of the organization. All human resource policies should start with the organizational strategy (Becker et al., 2009). The strategy, external and internal scan determine what capabilities are important for the organization. The capabilities determine what competencies (knowledge, skills and attitudes) are present in the organization and what competencies are needed in the future. Furthermore, describing organizational missions, directions, goals and visions gives an opportunity to evaluate the contribution of the SPP to the organizational goals. The model is not presented as the way an SPP model should be, but as an

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overview of the components and a ranking order that previous literature mentioned as relevant factors/aspects.

Define strategic direction Internal and external environmental scan Define organizational capabilities

Supply analysis of the competencies Forecast future characteristics of competencies when policies are unchanged

Demand analysis of future desired competencies

Gap analysis Solution and intervention analysis Implementation Evaluation Figure 2. The process of SPP based on Anderson (2004), Kispal-Vitai & Wood (2009), Cotton (2007), Wan et al. (2011), Roelvink (2007), Emmerichs et al (2004), Becker & Huselid (2009), Colley & Price (2008) and Stokker & Hallam (2009).

2.3 Analyzing techniques in Strategic Personnel Planning Lavelle (2007) claims that the analyzing techniques used in SPP have moved from a basic gap analysis to workforce analytics, modeling and forecasting and segmentation. Segmentation is the most sophisticated and differentiates roles and skills based on their vitality to the business success (Lavelle, 2007). Kispal-Vitai and Wood (2009) discuss several tools and techniques to analyze the current supply of personnel and future demand for personnel. They note that these tools often are very quantitative in nature. Qualitative information on competencies is more difficult to insert in supply and demand analyses but there are techniques that provide the possibility.

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2.3.1 Supply analysis techniques Before analyzing the internal supply of personnel, a type of inventory of the knowledge, skills and abilities of the members and some basic demographics are essential (Kispal-Vitai & Wood, 2009). The supply analysis of the current workforce consists of analyzing the current internal supply for labor based on qualitative and quantitative data (Evers, 2011). Kispal-Vitai and Wood (2009) discuss several methods to determine the internal supply of personnel. Stock and flow models follow the paths of employees to predict the future composition of the workforce. Wastage analysis measures the difference between employees leaving and employees entering, while stability analysis measures the amount of employees staying during a specific period. Replacement charts is a more qualitative supply analyses technique. It lists jobs, the number of employees, skill, knowledge and abilities, readiness and willingness to move to a certain position. Other supply analyses describe and predict people movements in organizations to determine the future situation of personnel supply and their competencies. Succession planning as a supply analysis technique involves having a clear idea of employees which employees are able to fill vacancies. 2.3.2 Demand analysis techniques Kispal-Vitai and Wood (2009) give multiple approaches to demand forecasting and make the distinction between judgmental methods and statistical methods. Judgmental methods are direct managerial unit forecasting and statistical methods are based on hard data such as cash flows and rate of return. In unit forecasting managers decide the amount of employees they need. This can be bottom-up and/ or topdown. In the best guess approach, the need for employees is the total of the guesses of all managers. Trend projection is based on finding a business factor that is related to the desired number of employees. Demands can also be based on historical ratios. The Delphi technique uses the opinions of experts to find consensus on the demand. In the nominal group technique each member writes down ideas and these will be discussed in a group to find consensus. A number of qualitative factors can be incorporated in this technique. In scenario analysis, scenarios of the future workforce are predicted and turning points and crucial factors are identified as well as possible interventions. These methods are judgmental because it involves managerial decision making and are based on subjective evaluation. 12

Time series and work-studies are statistical methods for measuring demands. Time series analysis examines trends in the environment to define the future employment need. Work-study is the technique which studies both the work-process and the individual activities of the employee to determine the total demand of work. In time series analysis coupled with productivity trends, the changes in productivity of employees are a factor in the analyses. Regression analysis models determine quantitative needs in different categories in the organization. These authors mention two techniques that combine judgmental and statistical models. Balancing equations is a regression technique which includes variables that determine staffing requirements. Based on experts’ judgments subjective weights are assigned to these determinants. The combination technique uses the number of staff, current turnover, expected growth in turnover and productivity improvements to determine the future needed number of staff. 2.3.3 Intervention analysis Based on the work of Mello (2005) Kispal-Vitai and Wood (2009) distinguish interventions in case of shortages in employees and competencies or interventions in case of a surplus. When shortages occur, managers can decide to recruit new employees, offer incentives to postpone retirement, rehire retirees, attempt to reduce staff turnover, overtime work for the current staff, subcontract work out, hire temporary staff and/ or redesign job processes. In the case of surpluses, managers can freeze the hiring of new employees, stop replacing leavers, offer incentives for early retirement, reduce working hours, leave of absence for voluntary service, across-the-board pay cuts, lay workers off, reduce outsourced work, increase employee training, switch to variable pay systems and/or expand operations. Roelvink (2007)mentions that the interventions can be at the individual level such as an individual training and development program and on the organizational level such as changing the job structure, mobility centers and organizational image.

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3. Context dependent Strategic Personnel Planning The previous section gives an overview of the concept of SPP as well as different components and techniques of the SPP process that are found in the literature. The question remains whether any model is applicable as best practice for all organizations or whether different organizations require a different design of the model, as suggested by Van Donk (1995) and Evers and Verhoeven (1999). In other words, are there organizational external and internal contextual factors influencing the organizational requirements and composition of a model of SPP? Multiple studies have suggested that the design and application of SPP is dependent on the external and internal organizational environment (Van Donk, 1995; Evers & Verhoeven, 1999; Kispal-Vitai & Wood, 2009). However none have distinguished clearly what these contingency factors are. In this section, different potential factors that affect organizations will be proposed (contingency factors) as well as related design parameters of an SPP model. The aim of this exploratory study is to contribute to the literature available on context dependent SPP by providing insights in contextual factors that potentially influence the design and application of SPP in order to better develop custom-made applications that better align with specific organizational needs in their specific context. To support this study, the following research question has been formulated: Which set of contextual factors can be identified as indicative for the design and application of a Strategic Personnel Planning model? To answer this research question it is important to not only look at what happens in the organization, but also to analyze what shapes the SPP, to determine what problems organizations are facing and what organizations require from SPP. A useful theory to gain insight into contextual factors influencing SPP is the contextually based human resource theory, described by Paauwe (2004) and presented in figure 3. This theory states that the best fit regarding a certain HR policy is dependent on a number of contextual factors. These factors are combined in three mechanisms and influence the shaping and nature of human resource practices; competitive mechanisms, organizational configuration and institutional mechanisms. The contextually based human resource theory of Paauwe is further presented in this study with a focus on SPP in order to determine contingency factors. When applying the contextually based human resource theory on SPP, the competitive mechanisms explain the way SPP is influenced by demands arising from product market combinations and the

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appropriate technology. Due to competitive forces, organizations are forced to perform at certain demands of efficiency, effectiveness, flexibility, quality, innovativeness and speed (Paauwe, 2004) The institutional mechanism consists of the social, cultural and legal context which also influences the demands of organizations on the SPP model. Paauwe identifies institutional demands such as societal views on fairness and legitimacy with regard to work, time, money, know-how and participation as impacting on the shape of HRM practices and policies.

Figure 3. The contextually based human resource theory (Paauwe, 2004, p.91).

The author describes the configurations of the organizations as the “outcomes of past choices of strategy in interaction with the way in which structuring issues were originally posed and the kind of organizational culture this has engendered” (p.91). He refers to the concept of administrative heritage (Bartlett & Ghoshal, 1989) and the construct of path dependency (Barney, 1995) to explain the organization is formed by historic decisions that influence the current human resource policies. Paauwe (1989) discusses that the structural configuration (based on the typology of Mintzberg, 1979) influences HR practices. It is important to mention that contextual factors are not deterministic. The dominant coalition is responsible for making decisions in shaping and selecting the SPP instruments that contributes towards 15

achieving strategic fit. The dominant coalition can make its own strategic choices based on the market strategy, financial position etc. (Paauwe, 2004) in order to create a workforce that contributes to the competitive advantage. The model illustrates that all HR practices should contribute to the competitive advantage by creating a workforce that is valuable, inimitable, rare and non-substitutable, in line with the resource based view of the firm (Barney, 1986; Armstrong & Shimizu, 2007). The model is frequently used in HRM research (f.e. Paauwe, 1996; Farndale & Paauwe, 2007; Paauwe & Boselie, 2002) as well as in executive training programs. The above section indicates why SPP should be viewed as a contingency based policy, not as a best practice. In the following section of this study, the model will be further used as a heuristic framework to develop a number of propositions on SPP contingency factors. Based on the literature and the heuristic framework different contingency factors are determined. What competitive mechanisms, configurations and institutional mechanisms are important for the design and applicability of an SPP model? These contingency factors are used to formulate potential requirements of an SPP model (supply, gap and solution & intervention analyses, in figure 2) as well as instruments and tools that should be represented in the design to meet these requirements.

3.1 Competitive Mechanisms The contextually based human resource theory suggests that competitive mechanisms influencing SPP are the product, market and the technology dimension (Paauwe, 2004). In this section, dimensions will be formulated based on differences between organisations on the product market. The different dimensions will be discussed regarding their influence on SPP and on the basis of that, propositions will be formulated. 3.1.1 Predictability and stability of the product market One part of SPP is the forecasting of the needed capabilities and quantities of personnel (Colley & Price, 2008; Stokker & Hallam, 2009; Roelvink, 2007; Cotten, 2007). Evers (2011) point out that determining the internal demand for labor is the main challenge for SPP. In most studies, the demand analyses measures needed competencies. Anderson (2004) describes the demand for labor as measuring future activities and workloads plus describing what competencies the future workforce needs. This forecasting of the demand can be done in multiple ways, as is described by Kispal-Vitai and Wood (2009). Stone and 16

Fiorito (1986) claim HR forecasting indicates a degree of predictability and stability (based on Walker, 1980). Kispal-Vitai and Wood (2009) point out the predictability of the dynamics is of importance in SPP. This study will examine the effects on SPP of the predictability and stability of the product market as well as the combined effect of the two (figure 4). These determine the demand and potential to determine the demand of needed competencies. The possibility of a stable environment that is unpredictable is discarded as an option because stable environments are assumed to be predictable.

Not predictable

- Constant demand for products and competencies. - Statistical demand forecasting techniques - Retaining the current workforce competencies. - Controlling the in/through and outflow.

- Demand forecasting based on multiple scenarios. - Quick adoption to short term needs. - Changing job content - Frequent demand analysis. - Subjective methods for forecasting - Long term planning based on growth or shrinkage or changes in needs. - Changing job content - Frequent predictions.

Predictable Stable Figure 4. Overview of the proposed potential demands, influences and interventions per product market quadrant.

Dynamic

A dynamic product market, in which the demand for the product fluctuates, leads to a situation in which a flexible workforce is needed. In a stable product market, there is no need for such flexibility. Demands can be flexible both in quantities (the size of the demand can differ) and in qualities (the required competencies can differ between periods). For example, the amount of employees that is needed for the harvesting of vegetables depends on the season. The competencies that are needed in libraries have changed (and will continue to change) due to the impact of technology (Stocker & Hallam, 2009), which indicates the need for different qualities over time. Taking in account the predictability of the dynamics (Kispal-Vitai & Wood 2009; Stone & Fiorito, 1986) some products, such as products subjected to predictable seasonal variation demand different flexibility than products of which the demand is less predictable. Including multiple scenario analyses in SPP might be the solution for organizations with a less predictable product market but redundant for organizations that act in a predictable product market. Scenario-analyses, based on multiple scenarios and dependent on a number of developments in the organizational environment can be useful for SPP (Evers, 2011). Boxall and Purcell (2011) mention that scenario planning gives readiness for change in the future. The precision of forecasts might reduce the 17

number of scenario’s that have to be dealt with. These considerations with uncertainty result in the possibility to react quickly to changes (Evers, 2011). A flexible staff is needed, both in qualitative as in numerical perspective to react to these changes. This is in contradiction with the claim of Van Donk (1995) that the goal of the different SPP models is to create a situation of stability in which the workforce is maintained. The goal of stability might be more applicable in an environment with a stable demand than in a dynamic environment. For some organizations such as agile organizations in a dynamic environment medium and long term planning is impossible (Nijssen & Paauwe, 2012). These organizations have a dynamic and unpredictable demand and should be able to react to all changes that can occur. Agile organizations intend to develop the ability to naturally shift, flex and adjust, alone or with the use of alliances (Paauwe, 2004). The consequence of this for SPP is that the organizations should gather new competencies quick, either from the labor market or internally. Kispal-Vitai and Wood (2009) claim more subjective methods for planning and forecasting are used in environments that are uncertain. The stability of the demand might also influence the frequency of the analyses in the SPP process. Organizations with highly dynamic demands might be in need of more frequent use of analyses than organizations with stable demands. When demands are predictable competencies can be forecasted. However, when demand is less predictable the scenario’s need to be tested for accuracy more frequently. Predictable future demands provide the opportunity to develop long term policies, long term hiring and long term developmental programs. Van Donk (1995) discusses that variability in requirements increases the need for long term personnel planning. Variability refers to a predictable change in requirements and/or availability (Van Donk, 1995). Some competencies will only be needed at a specific point in time but are cyclical. These requirements are more likely to be outsourced when they are too costly and/or not crucial to the organizational (Lepak & Snell, 1999). 1. The stability and predictability of the demand for products influences the needs of SPP.

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3.1.2 Level of competition in the product market Another dimension of the product market that potentially influences SPP is the level of competition. Competition in the product market can be either fierce or weak. In a competitive product market, an organization must strive more fanatically for efficiency, effectiveness, flexibility, quality, innovativeness and speed than organizations that operate in a market with less competition. This implies that organizations that are operating in markets with fierce competition, the SPP should focus on attracting better and/or different personnel than the other competing organizations in order to increase the quality of their human capital. Becker et al. (2009) propose that organizations compose a workforce that best execute the organizational specific capabilities. Differentiating the strategic capabilities of the workforce from the capabilities of the competition as suggested by Becker et al. (2009), based on ‘Moneyball‘ (Lewis, 2003) might be an option to deal with the competition in the product market. The case of ‘Moneyball’ provides an example of a baseball team that uses a different workforce strategy to deal with the competition in the product market and their financial position. Certain individual competencies of players such as batting average were highly valued in the market which made players more expensive. By composing a workforce that focused on team’s on-base and slugging percentages (Lewis, 2003) the baseball team aimed at less expensive competencies and players. The different workforce strategy was both less expensive and more successful in their competitive environment. This example indicates that organizations can choose different strategies to cope with the same competition. When we accept that in a competitive product market, where efficiency, effectiveness, flexibility, quality, innovativeness, and speed (Paauwe, 2004) are of greater importance, individual performance measurement regarding current and future competencies is a logical consequence to be included in an SPP process. Furthermore, in the attempt to become efficient and effective a competitive environment can result in the need to tune the supply and demand more precise than in a less competitive environment. This potentially results in more frequent supply and demand analyses or the inclusion of other data in the analyses (such as individual performance). 2. The higher the level of competition in the product market, the higher the need for SPP.

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3.2 The Configuration of the organization The contextually based human resource theory suggests that the historical grown configuration of the organization also influences the HR-policies (Paauwe, 2004). According to Paauwe (2004) the configuration is the outcome of past choices of strategy in combination with the way the structure was initially formulated and the organizational culture this has produced. This section discusses components of the organizational configuration that potentially influence the demands of SPP. 3.2.1 Structure Evers and Verhoeven (1999) explain that structural configurations differ in the ability for (internal) mobility and therefore affect SPP. To distinguish structural configurations they use the typology of Mintzberg (1979). Mintzberg developed an organizational typology that classifies all organizations in five “typical” structural configurations: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form and adhocracy. These five structural configurations differ on a number of design parameters that build the organizational structure. These parameters of organizational structure are identified as horizontal and vertical decentralization, liaison devices, planning and control mechanisms, unit size, unit grouping, training indoctrination, behavior formalization and job specialization (Mintzberg, 1979). As mentioned before, Paauwe (1989) discusses the design parameters of Mintzberg as influencing HR policies and practices. In SPP, the divisionalized structure is excluded as an organizational type because the structural configurations of the different divisions will be shaped as one of the other types (Evers & Verhoeven, 1999). Evers and Verhoeven (1999) explain that in a machine bureaucracy, the organization can only be entered through a limited number of bottom positions: the entry ports. Furthermore, there are many possibilities for development and internal upward mobility which is used to fill other positions. In a simple structure, professional bureaucracies and adhocracies chances for internal upward mobility are less likely due to the flat structures of these configurations. In professional bureaucracies, simple structure and adhocracies horizontal mobility might be a possibility for employees who want or need to change positions. In adhocracies, different projects can result in different work contents without changing the level in the organizations. In all three types changing the job content can lead to different work without shifting positions. Certain intervention techniques might be more applicable in organizations with specific characteristics. The configuration of organization might be indicative for 20

specific needs regarding SPP such as the need for mobility centers in organizations with a multi-layered structure. The current study will explore which configurational characteristics are indicative in the design and application of SPP. 3. The configuration of organizations influences SPP needs and application. 3.2.2 Size The size of the workforce differs between organizations. Blumenstock (1993) claims that in small and middle large organization identifying demand needs is of greater importance because their limited management capacities and low means of production put them in an adverse position (compared to large organizations). Crucial in improving this position is knowledge on capabilities that are necessary in the future. Choudhury (2007) studied the SPP of small local governments because of their supposed difference in political status, administrative capacity and culture in order to discover difference in perceived needs and components of SPP (supply and demand analyses). The author claims that the size of organizations increases the formality of the demand tracking. Formal assessing of demands is described as a periodic evaluation of job descriptions and informal assessing of the demands is described as managers’ day-today evaluation of needs. Due to the small size of the organization, managers believe they can get adequate information quickly, which makes professional experience and professional contacts sufficient for demand tracking. Large organization might be more in need of formal procedures regarding SPP. In small organizations need assessment is more likely to happen based on informal processes. Formal SPP is more difficult in small organizations due to the lack of administrative capacity. Mintzberg (1979, 1980) refers to formalization as the degree to which procedures are standardized 4. Large organizations will make use of formal information in SPP, whereas small organizations tend to use informal procedures. Small local governments do not simply replace an empty position but are able to evaluate each function with the needed competencies (Choudhury, 2007). Evers and Verhoeven (1999) mention that small organizations with solid organizational structures are in need of individually oriented planning, whereas larger organizations should focus more on categories of employees. Small local governments identify skill gaps and focus on difficult to hire or difficult to develop jobs. Furthermore centralization is used to 21

create redundancy (Choudhury, 2007). This redundancy makes it possible for employees to take over the work of others when they are absent. 5.

Small organizations are more likely to focus on individual positions for SPP whereas larger organizations focus on groups or cohorts.

SPP can be deployed in a centralized or decentralized way (Young, 2003). In small organizations all decisions regarding SPP will be at the top of the organization, while in larger organizations decisions can be delegated to lower units such as divisions or departments. 6. Small organizations will implement SPP more centralized, whereas larger organizations will decentralize parts of SPP. 3.2.3 Profit-nonprofit Organizations can be either profit or nonprofit. The study of Rodwell and Teo (2004) shows that there are similarities and differences in the adaptation of HRM depending on the sector in which they operate. Profit and nonprofit will be further discussed as a configurational aspect. Profit organizations operate in another institutional environment, than nonprofit organizations. 7. Profit organizations require different oriented SPP and application, than nonprofit organizations.

3.3 The labor market and Institutional mechanisms The contextually based human resource theory suggests that the third dimension, that influences the SPP demands, consists of institutional mechanisms (Paauwe, 2004). These influences are the social, cultural and legal dimension in the sector in which the organization operates. Furthermore the labor market will be discussed as an institutional mechanism. The institutional environment can put different types of pressure on the organizational which result in specific demands regarding SPP. 3.3.1 The level of competition and the tightness of the labor market. The labor market is another market that potentially influences the SPP of an organization. Geurts et al. (1996) and Evers and Verhoeven (1999) discuss organizations operate in different labor market segments, with variations in work, entry-demands, labor conditions, career paths, etc. The 22

argumentation of Evers and Verhoeven (1999) and Geurts et al. (1996) focuses mainly on possibilities for in-, through- and outflow. Although segments have different characteristics, this is more a configuration characteristic than a labor market characteristic. Regarding SPP this study opts for an approach that focuses on the external labor market and the availability of personnel. Other studies (e.g. Cotton, 2007) indicate the need to include the labor market analysis in SPP. Characteristics of the external labor market that influence SPP can be differentiated across two dimensions: the tightness of the labor market and the competition in the labor market (figure 5). Organizations can operate in a tight labor market, in which there is fewer staff available than jobs. Or they can operate in a slack labor market where there is more qualified staff than available jobs. As Evers and Verhoeven (1999) mention, for organizations that operate in a tight labor market long term planning is more crucial as opposed to organizations that operate in a slack market. Closely related to the tightness of the labor market is the dimension ‘competition in the labor market’. Organizations can operate in an environment where the competition for employees is fierce or they can operate in an environment where the level of competition for labor is low. Tight Labor market

- Extensive searching and widening the target group - Internal training and development - Retention of personnel - Profiling of the function

- Profiling the organization - Long term contracting - Changing job process and content - Meeting individual demands

- Strict selection - Differentiation - Flexible workforce - Changing job process and content - Discard individual demands Low competition Figure 5. The proposed potential interventions in the labor market situations. Slack labor market

High competition

A slack labor market with low levels of competition will result in few problems for expanding the workforce size, replacing staff that is poorly performing or filling vacancies as a result of turnover or retirement. Furthermore it gives possibilities for a flexible workforce and a fierce selection because employees are available when needed. Demands from personnel such as continuity (Kispal-Vitai & Wood, 2009), work conditions and work-life balance issues can be easily dismissed because there are other options available. A tight labor market with low levels of competition arises when there is high demand for a certain type of employees but to which few organizations are competing. An example of such a function is a policeman or soldiers. Internal development, promoting the work, high compensation, widening the 23

target group and reducing turnover might be solutions for these jobs in case of shortages. Potential gaps should be identified in time. Studying why employees leave their job might result in useful planning outcomes and reducing outflow. Changing the job-process (Kispal-Vitai & Wood, 2009) can result in more efficient use of rare employees and their specific skills, knowledge and abilities. A slack labor market with high levels of competition is the result of a situation where sufficient employees are available but organizations aim for the best possible candidates. Training and development will have a less prominent place in SPP because better personnel is available in the labor market. Meeting individual demands regarding continuity and work conditions is used for attracting the best candidates. Long term contracting and high wages for high performers are possible ways to plan in a tight market with high competition. However there are other solutions such as changing the job content to make the function more appealing to interested top candidates. A tight market with high competition results in a situation where multiple organizations strive for the same employees. Profiling of the organization and long term contracting are ways to deal with this situation. Identifying potential gaps in qualities and quantities must be done in time because these gaps are difficult to fill. Extra effort should be placed in retaining employees. Furthermore, in this situation internal training to create potential employees, changing the job content to make the organization more attractive can be a part of strategic workforce planning. The previously discussed case of ‘Moneyball’ (Lewis, 2003) might be also applicable in a competitive labor market. Focusing on different competencies might be an option to deal with competition in the labor market. Differentiating your workforce strategy as suggested by Becker et al. (2009) and the required competencies might result in the need for different (less demand in the labor market and less costly) personnel. Van Donk (1995) mentions high rigidity and high variability on requirements and availability as reasons for long term personnel planning. Rigidity refers to a situation of difficult to influence requirements or availability which is the case in a tight labor market. Variability refers to the predictability of change in requirements and availability on the labor market. 8. The level of competition and the tightness of the labor market influence the organizational needs regarding SPP. 24

3.3.2 The composition of the workforce Cotten (2007) gives the example of an organization that needs to obtain a certain level of diversity in their workforce. Diversity demands can be based on the employment level of women, minorities or disabled persons. Collecting demographic data is necessary to get a clear view on the composition of the workforce. Diversity demands can be internally imposed, imposed by law, by Collective Bargaining Agreement (CBA) or other agreements between social partners. For example, the Dutch law makes employers partly responsible for the reentering of disabled employees. 9. The demand for diversity in organizations influences SPP needs. The Dutch workforce is subjected to the governmental interventions that employees in the future will have to work until the age of 66 (in the year 2020) and 67 (in the year 2025) instead of 65 (Facts and figures, 2011). Highly labor intensive work is an exception to this rule (Smulders, Houtman & van den Bossche, 2009). This has important consequences for the SPP demands. In some organizations functions need to be changed for elder employees. Other organizations are able to manage problems of the increased retirement age with the use of internal mobility. Longer working employees result in a decrease in vacancies which results in less external inflow of personnel. 10. Changes in (mandatory) retirement age influence organizational needs regarding SPP. 3.3.3. Labor contracting laws Dutch labor laws provide numerous rules and regulations that influence SPP. It goes beyond the scope of this study to identify them all. For example, organizations are only allowed to give employees a limited number of three consecutive temporary contracts (www.rijksoverheid.nl). This gives restrictions to the interventions that organizations that would like to use, such as using temporary contracting as long as possible to respond to flexibility needs. Organizations must search for other ways to create flexibility in their workforce. De Leeuw, Wiers, Smits and Couwenberg (2011) discuss different types of flexible contracts in the Dutch context: flexible planning of employees with fixed contracts, job rotation and workload balancing as possibilities to create flexibility in the workforce. 11. Labor laws influence intervention possibilities in SPP.

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3.3.4 Sector The culture in which the organization operates potentially influences the SPP. Some organizations operate in a sector that is very competing, while other organizations focus on collaboration. Kispal-Vitai and Wood (2009) distinguish between liberal markets and collaborative markets. In liberal markets the competitiveness is higher as opposed to the collaborative markets (Kispal-Vitai & Wood, 2009 based an earlier study of Dore, 2000). For SPP this implies that in collaborative markets organizations are more aimed at development of employees and have a more long term approach to employee contracting while organizations in a liberal market focus on cost cutting in staff (Kispal-Vitai & Wood 2009). In a collaborative culture organizations might work together to place redundant employees in a nearby similar organization to perform similar work. In a competing environment, organizations might be less cooperative as they are afraid of losing employees to a competing organization or are less inclined to work together to cope with redundancies in personnel. 12. The culture of the sector (collaborative or liberal) in which an organization operates influences SPP needs. 3.4 Segmentation in Strategic Personnel Planning The above section suggests that there are differences between organizations and the way their SPP is designed and applied. The following line of arguments proposes that there will be differences in SPP within the organizations, due to the differences between positions. Although it can be argued that differences in positions are part of the configuration (“outcomes of past choices of strategy in interaction with the way in which structuring issues were originally posed and the kind of organizational culture this has engendered” Paauwe, 2004, P. 91), segmentation is treated separately because it is considered as an SPP characteristic, not as an organizational characteristic. Segmentation is the strategic choice to differentiate between positions in SPP. Lavelle (2007) refers to workforce segmentation as “the differentiation between roles and skill sets in terms of how vital they are to business success” (p.374). Harris, Craig and Light (2010) state segmentation should be used to treat groups differently and target the most valuable employees.

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There are several reasons to assume that segmentation in SPP should be applied. Lepak and Snell (1999; 2002) argue that employees in organizations contribute to the organizations competitive advantage to a different extent and HR policies should reflect these differences accordingly. They propose an architecture that classifies the human capital based on their uniqueness and the strategic value. The strategic value level is “the potential to improve the efficiency and effectiveness of the firm, exploit market opportunities, and/or neutralize potential treats” (Lepak & Snell, 2002 p.519, based on Barney 1991; Ulrich & Lake, 1991). The same authors refer to the uniqueness of a position as “the degree, to which it is rare, specialized, in the extreme, firm specific” (p.519). They suggest that there are differences in the hiring of staff between functions. In functions that contribute to the strategy of the organization, contracting of personnel is focused on the aptitude and potential rather than of the current achievement. Lavelle (2007) uses the dimensions; business impact, talent scarcity/cost and required employment relations to differ between segments. Huselid, Beatty and Becker (2005) and Becker et al. (2009) mention that different positions contribute to the organization to a different degree. Two important concepts in their logic are that of the performance variability and the strategic impact of jobs. Performance variability is the effect/difference between good performance and bad performance (Becker et al., 2009). Positions are strategic “when they have disproportionate impact on the firm’s ability to execute business strategy through strategic capabilities” (Becker et al., 2009, p.59). Huselid and Becker (2011) state “some jobs are more valuable (strategic) than other, and they should be managed accordingly” (p.424). These studies use ABC-positions to distinguish the contribution of the function to the organizational capabilities: “business processes absolutely essential to executing a firm’s strategy” (p.22). A-positions are those positions that contribute the most to organizational capabilities and therefore to organizational performance and should be filled with A-players because of the high performance variability in these functions. A-players are those employees who possess the skills and competencies to perform excellent in A-positions. B-positions create wealth for the organization, but only to a certain extent: excessive performance has only modest revenue. C-positions contribute very little to organizations, but are crucial to operational excellence. The performance variability is low in these Cpositions, while in A-positions the performance variability is high. Highly unique skills and knowledge are difficult to find in the labor market (Lepak & Snell, 1999) and are costly (Lavelle, 2007). Positions that require unique skills require long term planning, internal 27

development, storage of organizational specific knowledge as well as the distribution of the knowledge. Commitment of the employees is important because of their uniqueness, turnover must be prevented. Competencies that are less unique are easier to find in the external labor market. Assuming that SPP will completely solve the gap between needed and available competencies in time without making over-investments will be far too optimistic. For some positions, choices regarding a potential competency gaps will result in an overinvestment to outweigh potential damage. For other positions the costs of overinvestment (greater quantity or quality of competencies than needed) overshadow the costs related to a potential competency gap, which leads to fewer investments. The above argumentation suggests that in all likelihood organizations will differentiate in positions, this differentiation will influence either the need for SPP or the application of practices. 13. Differences between functions influence the need and application of SPP. 3.5 Overview of the contingency factors The previous section proposes a number of contingency factors that potentially influence SPP. The origin of these contingency factors is divided into competitive factors, configuration factors and institutional factors based on the contextually based human resource model (Paauwe, 2004).

Competitive mechanisms - Stability of the product market - Predictability of the product market - Competition in the product market Configuration - Configurational characteristics - Size - Sector (profit-nonprofit) Institutional mechanisms - Tightness of the labor market - Competition in the labor market - Demands for Diversity - Laws and Regulations - Culture in the sector

Room for maneuver Dominant coalition Strategic choice

Design and application of the constituent parts of strategic personnel planning

Figure 6. The proposed model for contextually based SPP

The proposed competitive mechanisms are the stability and dynamics of the product market. The structural contingency factors such as the size of the organization influence SPP. Proposed institutional 28

contingency factors for SPP are the tightness and the competition in the labor market, demand for diversity, labor laws and the nature of the sector. These contingency factors have been reasoned to be of influence on the choices regarding the needs of (and opportunities for) supply analysis, demand analysis and intervention techniques. Furthermore differences in functions result in segmentation regarding SPP. The proposed dimensions are not exhaustive, nor are they without interaction or overlap. An overview of the contingency factors is presented in figure 6. Important to notice a second time is that the contextually depended human resource theory (Paauwe, 2004) is not deterministic, the dominant coalition can make strategic choices regarding the personnel planning. The three mechanisms determine the leeway for strategic choice that the dominant coalition has. Multiple contingency factors influence the SPP of organizations at the same time and these influences are potentially contradictory.

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4. Method The contextually based human resource model of Paauwe (2004) was used as a heuristic framework to develop a number of exploratory propositions on contingency based SPP. The proposed model (figure 6) contains all previously discussed contingency factors. To study these propositions and determine which set of contextual factors are indicative for the design and application of SPP, theoretical sampling is applied. Based on the different contingency factors, from a pool of interested organizations that are contacts of Human Capital Group (a Dutch consultancy firm) and Pointlogic (specialized in the development of software), eleven Dutch organizations were selected with the intention to create a pool that contains variation in: - Size. - Stability and predictability of the demand for competencies. - Level of competition in the product market - Competitiveness of their labor market. - Tightness of the labor market. - Profit-nonprofit Assessing variations on other (than the above mentioned) configurational and institutional contingency factors is more difficult because these factors are less specifically formulated. 4.1 The sample Due to unforeseen circumstances, two of the organization dropped out of the pool which resulted in a total of nine participating organizations. Table 1 displays all organizations with fictional names, the sector in which they operate, the number of employees, their current situation regarding SPP and their focus in SPP. The sample consists of six nonprofit organizations and three profit organizations. The size varies between 700 and 10.000 employees. Assurance Co. is an organization that operates in the field of insurances and banking. Healthcare Co. is a healthcare organization that provides home-care and nursing houses in the south-west of the Netherlands. High Tech Co. is an international operating high tech organization that produces machinery for chip fabrication and is located in the Netherlands. Education Co. is a school with multiple settlements in the south of the Netherlands. Local government provides services for the residents of a city in the Netherland. Railroad Co. is responsible for the Dutch

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railroad. Regional Gov. is responsible for management activities in one of the Dutch provinces. Bank Co. mainly focuses on banking and partly on insurances. Table 1, overview of the sample Sector

Size

Primary tasks of the organization

Assurance Co. Healthcare Co. High Tech Co. Education Co. Local gov.

Profit

5.000

Insurance and bank

Nonprofit

2.200

Provision of healthcare

Profit

10.000

Developing machinery for chip fabrication

Nonprofit

2.500

Provision of Education and research

Nonprofit

2.200

Development and management of the city and providing services for the residents

Polder Co.

Nonprofit

700

Controlling the water level and providing clean drinking water

Railroad Co.

Nonprofit

4.600

Responsible for the railroad infrastructure and everything related.

Regional Gov. Bank Co.

Nonprofit

2.000

profit

7.500

Regulatory and governance, special management, management of infrastructure and public transport concessions for the province Banking and insurance

4.2 Data collecting and analyzing Data has been collected via face to face semi-structured interviews (appendix 1, interviews schedule) and other documentation that is provided during or after these interviews. In each of the organizations a semi-structured interview took place with an HR professional or a policy advisor who has insights in SPP and the organizational environment. Information was gathered concerning the nature of the different contingency factors, SPP in the organization and the supposed relationship between the two. The interviews have been completely recorded, transcribed and coded. The information obtained during the interviews was analyzed to discuss the explorative propositions using direct content analysis (Hsieh & Shannon, 2005). These authors mention that in direct content analysis various codes are formulated based on the literature before the interviews, as occurred with the contingency factors. Following these authors, others codes are formulated based on the content of the interviews, using the theoretical framework as guidance regarding subjects such as implementation, process of SPP or policies. Key phrases that represent specific contextual factors are highlighted, classified and coded in tables. Phrases that represent specific strategic personnel goals, policies, hindering factors or parts of the strategic process were categorized in tables and codes are assigned based on the content. Codes have 31

been assigned when similar influencing factors and/or effects are mentioned in multiple interviews (Hsieh & Shannon, 2005). The interviews have been coded both on evidence of similarities and evidence on differences (Farndale and Paauwe, 2007). In this process, patterns of coherence between influencing factors and their effects on SPP will appear. In the next part of this study the codes and reasoning regarding the formulated contingency factors and policies on the topic of SPP are presented. The organizations are labeled as high, intermediate or low on the different contingency factors. Their views and policies regarding SPP will be further coded based on the content of the interviews. Phrases of the interviews and reasoning regarding the codes are presented in the appendices to provide insights and openness regarding the process of coding. After the coding, findings on the patterns of coherence between the contingency factors and SPP will be presented. Conclusions will be drawn on the patterns of coherence and the results will be discussed. The results of the explorative and qualitative research are used to reformulate the relationship between the contingency factors and SPP more specifically.

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5. Findings In this section, firstly the scores of each organization on the different competitive mechanisms, configurational factors and institutional mechanism will be provided (5.1). Secondly, characteristics of SPP (demands, implementation and general state of SPP) that are discussed in the interviews are described and coded (5.2). Finally patterns between competitive mechanisms, configurational factors and institutional factors, and SPP demands and implementation will be presented extensively (5.3). The scores on the different competitive mechanisms and the characteristics of SPP will only be presented briefly while the focus on this study is on the relationship between the two. These patterns will be discussed more extensively. 5.1 Findings regarding the contingency factors Due to the comprehensiveness of the study, this part of the study only provides the labels of each organization on the different competitive, configurational and institutional contingency factors (table 2). The quotes of the interviews and the argumentation resulting in the labels are provided in appendices 2, 3 and 4. 5.1.1 Competitive mechanisms Table 2 shows that six organizations are labeled as operating in a dynamic product market, two are labeled as operating in a stable product market and the interview with Railroad Co. provided mixed results. Three organizations are labeled as working in a predictable product market, four as working in an unpredictable product market, High Tech Co. as mixed, and Local Gov. mentioned they make no predictions on the future activities. Three organizations are labeled as operating in a competitive labor market and five as operating in a non-competitive labor market. Not predictable

-Assurance Co. -Healthcare Co. -Bank Co. -Education Co. -Polder Co. -Regional Gov.

Predictable Stable Dynamic Figure 7. The product market classification

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Figure 7 focuses on those organizations of which both the predictability and the stability was clear. Organizations with mixed or unclear values are not presented. The results indicate coherence between the two concepts. The analyses will be based on the concept of dynamics because the results of this concept can be interpreted more unambiguously. 5.1.2 Configuration of the organization The sample consists of six nonprofit organizations and three profit organizations. Five organizations are labeled as ‘Very large’ and four organizations as ‘Large’. The sample contains no small or medium organizations. Turnover levels are included as a contingency factors while one of the organizations mentioned their low turnover rates as a part of their personnel planning problem, one other organization mentioned the near-future outflow of personnel as a situation that influences SPP. Six organizations have low turnover rates of personnel, in two organizations future increase in turnover is mentioned, and for one organization turnover figures are not mentioned (Regional Gov.). These labels are presented in table 2. 5.1.3 The labor market and Institutional mechanisms The labor market is the only institutional contingency factor for which coding is relevant. Other institutional factors and their influences will be discussed in the result section of the study. Three of the organizations are considered to operate in a generally slack market and four in a generally tight labor market. The remaining two organizations have internally decided that they, in general, will not attract employees from the external labor market. In the study, these organizations are labeled as having a “locked” labor market. These organizations are excluded from the comparison. They are not further considered in this comparison, because they a too narrow view on the labor market with only a focus on specific groups. These codes are presented in table 2. The sample consists of four organizations that operate in a competitive labor market and three in a noncompetitive labor market. Figure 8 gives an overview of the cells of the labor market quadrants and the classifications of the organizations. The two organizations with a locked labor market are excluded from this overview.

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tight

High Tech Co. Education Co.

Healthcare Co. Polder Co.

Railroad Co.

Assurance Co. Bank Co.

Slack Low competition

High competition

Figure 8. The labor market classification

The goal of the sample was to differentiate on a number of contingency factors; profit, size, stability in demands for competencies, competitiveness of the labor market and tightness of the labor market. The previous findings section indicates some contingency factors fail to contain the entire spectrum that was proposed. First, there are no small or medium organizations in the sample. Second, because all organizations claim their product market is dynamic, in hindsight a different criterion is chosen to distinguish stable and dynamic product markets (appendix 2). Third, the level of predictability of the product market proves to be difficult to determine. Fourth, two organizations are limited in their use of the external labor market, which narrows the sample regarding this contingency factor down to seven organizations. Table 2, scores on the different contingency factors per organization Product market

Configuration

Labor market

Stability

Predictability

Competition

Sector

Size

Turnover

Tightness

Competition

Assurance Co. Healthcare Co. High Tech Co. Education Co. Local Gov.

Dynamic

Unpredictable

Competitive

Profit

Low

Slack

Yes

Dynamic

Unpredictable

Competitive

Nonprofit

Very large Large

Tight

Yes

Dynamic

Mixed

Profit

Tight

No

Dynamic

Unpredictable

No

-

Will increase Low

Tight

Dynamic

Locked

Polder Co.

Stable

Predictable

Railroad Co. Regional Gov. Bank Co.

Mixed

Predictable

Stable

Predictable

Dynamic

Unpredictable

Noncompetitive Noncompetitive Noncompetitive Noncompetitive Noncompetitive Noncompetitive Competitive

Will increase Low

Nonprofit

Very large Very large Large

Nonprofit

Large

Low

Tight

Yes (highly job specific functions) Yes

Nonprofit

Very large Large

Low

Slack

No

-

Locked

Very large

Low

Slack

Yes (specialized function) Yes, depending on the location

Nonprofit

Nonprofit Profit

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5.2 Findings regarding Strategic Personnel Planning The previous part provides the labels of the organizations regarding the different contingency factors of the organizations in the sample. This section presents the labels of the characteristics of SPP in the sample in order to study relations between contingency factors and SPP (chapter 5.3). At the same time it presents an overview of the current state of SPP in the organizations. The characteristics of the supply analysis (5.2.1), the demand analysis (5.2.2), the intervention analysis (5.2.3), the overall state of SPP (5.2.4) and the implementation of SPP (5.2.5) are presented. The gap analysis is omitted in this section, because the interviews provided little information on the content of this part of SPP. An overview of the scores is presented in table 4. Only a brief overview of the scores of each of the organizations on the components of SPP is presented (table 4). The details of the interviews and argumentations regarding the labels are presented in appendices 6-9. In 5.2.6 the results regarding segmentation in SPP are provided. Table 4, Overview of SPP in the sample. (Highlighted are the organizations with an advanced state of SPP.)

Focus in SPP

Supply analyses Quantitative

Qualitative

Readiness and willingness to move 5 years in one function -

Demand analyses Quantitative

Qualitative

Implicit

Implicit

Intervention analyses Interventions based on identified gap -

Present

Present

Yes

Advanced

State of SPP

Assurance Co.

Developing vision

Documented

Documented

Healthcare Co.

Remaining as agile as possible Dealing with shortages on the labor market Sustaining wellbeing of current personnel Data collection Development of personnel Implementing ‘lean’ Documenting mobility possibilities Creating a culture for mobility

Documented

Implicit

Documented

Documented

Making inventory

Present

Present

Yes

Advanced

Documented

Documented

-

Not present

-

-

Beginning

Documented

Implicit

-

Present

-

Beginning

Documented

Documented

-

yes

Advanced

Documented

Documented

Making inventory -

Not present Present

-

-

-

Stopped

Documented

Implicit

Making Inventory

Present

Starting

-

Beginning

Documented

Documented

Making Inventory

-

Present

-

Beginning

High Tech Co.

Education Co.

Local Gov. Polder Co. Railroad Co. Regional Gov. Bank Co.

Beginning

36

5.2.1 Supply analysis Table 4 shows that all organizations have documented their quantitative supply (such as age, contracts and outflow). Six organizations have documented their qualitative supply and in three organizations such information is implicit. Four organizations have (or currently making) an inventory of the readiness and willingness of employees to move and in one organization such in inventory is present for personnel that is in one function for over 5 years. None of the organizations appeared to apply the supply analysis techniques in such a structured manner as suggested by Kispal-Vitai and Wood (2009). 5.2.2 Demand analysis The interviews indicate that organizations differ in their knowledge of the future needs and ways to forecast the demands. Similar to the supply analysis there appears to be a difference in predicting quantities and predicting qualities, both in ways to predict and the progress that is made in predicting. Not all interviews provide the opportunity to differentiate between the qualitative and quantitative determination-process (Assurance Co., High Tech Co. & Local Gov.). Organizations appear to have more tools to determine qualitative needs, than to determine quantitative needs. A complete overview on ways that organizations determine their future demand is presented in appendix 7. In four organizations quantitative demands in the future are more or less known (labeled as ‘present’), one organization mentions the quantitative needs are not known (labeled as ‘not present’), in three interviews the presence of known quantities was unclear. Assurance Co. is labeled as having implicit quantitative and qualitative demands. Four organizations mention that their qualitative needs are more or less known (labeled as ‘present’) and one organization mentions they are currently starting documenting the future qualitative needs (Reg. Gov.). Local Gov. mentions future qualitative demands are currently unknown to the organizations (labeled as ‘not present’). Two interviews provided too little information to label the presence (Education Co. and Railroad Co.). 5.2.3 Intervention Analysis During the interviews several interventions techniques were mentioned: profiling of the organization or the branch, implementing flexibility (in order to create an agile or more flexible workforce), actively stimulating mobility, policies for personnel exchange with other organizations. The scores regarding 37

each of the intervention techniques are presented in table 5. A more detailed description and reasoning for the codes regarding the interventions is presented in appendix 8. Four organizations are labeled as ‘profiling of the branch’ and three organizations are labeled as ‘profiling of the organization’. Five organizations are classified as having an active policy to stimulate internal mobility. Four of the organizations in the sample are labeled as ‘high on implemented flexibility’, four other organizations are labeled as ‘low on flexibility’ and one organization has no label (Assurance Co.). Assurance Co. is currently considering the implementation of flexibility in their workforce. Three organizations in the sample mention practices that indicate there is an exchange of employees with other organizations in their environment to cope with gaps in needs and supply of personnel. Table 5, intervention techniques Profiling of the organization

Profiling of the branch

Policies for personnel exchange No

Implemented flexibility

Interventions based on identified gap

-

Policy to stimulate internal mobility High

Assurance Co. Healthcare Co. High Tech Co. Education Co. Local Gov.

Yes

-

-

-

Yes

Low

No

High

Yes

Yes

Yes

High

Yes

High

Yes

-

-

Low

No

Low

-

-

-

Low

Yes

High

-

Polder Co.

-

Yes

Low

Yes

Low

yes

Railroad Co. Regional Gov. Bank Co.

-

-

High

No

Low

-

-

-

High

No

Low

-

Yes

Yes

High

No

High

-

Figure 2 indicates that in SPP, intervention analyses should be based on an identified gap between the future supply and future demand. The results of the supply (5.2.1) and demand (5.2.2) show that not all organizations are analyzing these systematically. However, several intervention techniques are used in these organizations as well (5.2.3). This is due to the fact that the intervention techniques are, next to potential techniques in SPP, also regular HR practices. This means that they can occur in organizations without SPP. In addition to the overview of intervention techniques, table 5 presents an overview of the organizations that implement the intervention techniques based on an identified gap. Three organizations are labeled as having interventions based on an identified gap. 38

5.2.4 Implementation The theory suggests that organizations differ in the degree of formalization and centralization in SPP. The interviews gave no reason to assume SPP should be delegated to department level in any of the organizations. All organizations indicated the need for centralized SPP. Six organizations are labeled as formal and three organizational are labeled as informal. Next to formalization and centralization a third implementation strategy came forward. Organizations differ in the use of the environment to find solutions for encountered problems (addressing at an interorganizational level). Six organizations are labeled as addressing SPP at an inter-organizational level, three as not addressing SPP at an inter-organizational level. The interviews provide several insights in ways organizations can benefit from their environment. The coding regarding the implementation is presented in table 6 and more detailed information and the argumentation is given in appendix 9. Table 6, Implementation Level of centralization

Level of formalization

Addressing SPP at an inter-organizational level

Assurance Co.

Centralized

Formal

No

Healthcare Co.

Centralized

Informal

Yes

High Tech Co.

Centralized

Formal

Yes

Education Co.

Centralized

Formal

No

Local Gov.

Centralized

Formal

Yes

Polder Co.

Centralized

Formal

Yes

Railroad Co.

Centralized

Formal

Yes

Regional Gov.

Centralized

Informal

No

Bank Co.

Centralized

Informal

Yes

5.2.5 General state of Strategic Personnel Planning. The organizations in the sample differ in the progress that is made in SPP. Appendix 11 provides information on the goals of SPP mentioned. Several organizations state that they are just starting their interests in SPP. The “focus in SPP” (table 4, p.36) indicates organizations’ focal point of attention in SPP, it does not imply that the organization is not dealing with issues other organizations have. The label

39

“focus” represents the most mentioned issue regarding SPP, during the interview. Due to the great variety, generalization of the focus and goals in SPP is not possible. To provide an indication of the state of SPP throughout the different organizations, table 4 presents an overview of several codes. These codes represent the characteristics of the supply, demand and intervention techniques, the focus in SPP and the score of the status of SPP. It is difficult to objectively determine which organizations are more advanced than others. This study assigns the labels ‘advanced’ based on the authors judgment on the time organizations are engaged in SPP and the overall state of SPP: the supply and demand analyses of an organization, and if intervention techniques are based on the assessment of the future supply and future demand. Organizations are labeled as “beginning” when the intervention techniques are not based on the gap between supply and demand. Three organizations are labeled as “advanced” by the authors’ judgment. Several interviewees mention that there is an awareness of the necessity regarding SPP in the organization. A business case, such as the need to reduce the number of staff, is mentioned as being helpful at bringing attention to SPP. The interviews provide a number of hindering factors for SPP: a conflict of interests between what is best for the managers and what is best for the organization as a whole. Managers are reluctant to let their good performing or familiar employees leave their unit, which results in less internal mobility. Furthermore managers might have problems with individual judgments of staff, which is needed to evaluate them on current and future competencies. A more detailed description is presented in appendix 11. 5.2.6 Segmentation The interviews show that organizations differentiate between groups inside their organization regarding SPP. Organizational specific knowledge is not considered to be an issue in SPP on which should be focused to a greater extent. However, the transfer of the knowledge should be considered. In this part of the study, only the distinguished groups are given (table 7). Extended information on segmentation and differences between groups is presented in Appendix 5. Two organizations stipulated their SPP focuses on the core business (Healthcare Co. and High Tech Co.). In multiple organizations there is a difference between the top of the organization and lower level positions (Assurance Co., Bank Co., Railroad Co. & Regional Gov). Three respondents distinguish between specialists and generalists in SPP (Regional Gov, Bank Co. and Assurance Co.) Two organizations 40

mention difference in SPP based on the changing nature of functions (Railroad Co and Regional Gov).Two organizations mention that the permanent formation is treated different compared to variable staff (Regional Gov and Bank Co).Three organizations (Education Co., Local Gov. and Polder Co.) mention that SPP focuses on groups with labor market shortages. Table 7, Segmentation Assurance Co. Healthcare Co.

Groups

Reasoning/ implementation consequences

Specialists The top of the organization Core business

-Limited internal exchange possibilities. -Traineeship.

High Tech Co.

Core business

Education Co. Local Gov.

Prolonged shortage

Polder Co. Railroad Co. Regional Gov

Bank Co.

Groups with shortage in the labor market Groups with shortage Changing functions Top of the organization Generalists and specialists Permanent group, not changing function Trainees Specialists Permanent formation Top of the organization

-In the core business, SPP is more acute compared to overhead functions -Magnitude of the core business is greater -Overhead is less dependent on the demand -Overhead has a more ad hoc approach -The focus is on the core, more stable business line. -Overhead functions have a more ad hoc approach, external replacement and no internal education. There is no SPP in overhead functions. -Focus is on the groups of employees were there is a prolonged shortage. -Certain types of personnel (high level of job-specific knowledge)s are not located in the internal labor market. -Creation of career paths to retain employees for the organization. -Storage of knowledge of key positions. -Planning is easier when work doesn’t change. -Management trainees -Specialists are less mobile in the organization. -Focus, because this group gets forgotten. -Top of the organization -External hiring -Internal education -Succession planning

The goal of section 5.2 was to discover similarities and differences in SPP between organizations. The majority of the sample is currently starting their SPP process, which is characterized by low levels of well developed supply and demand analyses. Most of the differences that are discovered in the sample are found in the use of intervention techniques, while these can be the results of the demand analyses and can occur as part of regular HR-activites. In the next part of the study, where the relation between contingency factors and SPP components are discussed, the focus will be on intervention techniques.

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5.3 Findings on the relation between contingency factors and SPP components In this section the results of the interviews regarding the central research question will be presented. Based on claims of influences and patterns between the different contingency factors on the one hand and differences in SPP needs and application on the other hand, indicative factors will be distinguished. Because of the explorative nature of this study, results on both the proposed contingency factors as well on those contingency factors that arose during the interviews will be presented. Which set of contextual factors can be identified as indicative for the design and application of an SPP model? Before the results regarding the research question can be presented, two circumstances should be mentioned. These circumstances are of major influence on the results regarding the relationship between contingency factors and SPP components. Firstly, the results show that the sample does not include the full range of possible contingency factors. Secondly, in this section the focus regarding the components of SPP is predominantly narrowed to intervention techniques (implemented flexibility, profiling of the branch and organization, policies to stimulate mobility and policies for personnel exchange). The reason for this change in focus is a result of unexpected findings, and this is probably a consequence of the explorative nature of this study and the beginning state of SPP in the sample. The relations between contingency factors and SPP will be supported and illustrated with quotes of the interviews. These quotes are, for a large part, derived from the interviews with Healthcare Co., High Tech Co. and Polder Co. because these organizations have a more advanced SPP. Suggestions of contingency factors mentioned during an interview are given and when possible immediately compared to the results obtained in other interviews to validate the claim. Per contingency factor, only the SPP components that appear to be relevant are presented in a table. Furthermore, the results regarding segmentation in SPP are presented.

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5.3.1 Competitive mechanisms All organizations mentioned the need for flexibility in their workforce. Four organizations explicitly mentioned that the need for flexibility is the consequence of dynamics in the product market: Healthcare Co: “Due to shifts in financing, we need to stay as flexible as possible” High Tech Co: “The organization is arranged to anticipate to the volatility of the market” Assurance Co.: “Changing production processes result in more demands regarding flexibility” Education Co.: “Due to the dynamics, unpredictability and uncertainty the organization needs more flexibility in the contracting” The organizations that are labeled as having a stable product market also indicated the need for flexibility. Their flexibility is based on temporary/project work and expected future budget-cuts. The flexibility of the product market appears to result in the need to build in flexibility in the workforce. This suggestion is strengthened by the fact that both of the organizations with a stable environment score low on the implementation of flexibility. In a dynamic product market all organizations, except Education Co. and Assurance Co. score high on implementing flexibility (table 8 and appendix 8). Table 8. Results regarding the stability of the product market.

Stability Implemented flexibility

Dynamic Assurance Co. Dynamic -

Healthcare Co. Dynamic High

High Tech Co. Dynamic High

Education Co. Dynamic Low

Local Gov. Dynamic High

Bank Co. Dynamic high

Mixed Railroad Co. Mixed Low

Stable Regional Gov Stable Low

Polder Co. Stable Low

The results of the predictability of the product market largely overlap the results of the stability due to the earlier discussed relation between the two. All organizations mention (more or less explicitly) difficulties determining future needs due to unpredictability of the product market. Education Co. mentions that the number of specific staff is difficult to predict because of the unknown amount of students per course per year. Local Gov. claims that the future product market situation is based on the continuation of the present state because of the assumed unpredictability of the future product market situation.

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Table 9. Results regarding the competition of the product market.

Competition Policies for personnel exchange

Low competition High Regional Tech Co. Gov. Low Low Yes Yes

Education Co. Low No

Local Gov. Low No

Railroad Co. low No

Polder Co. Low Yes

High competition Assurance Healthcare Co. Co. High High No No

Bank Co.. High No

Assurance Co. states that the growth of competition implies that their organization needs to become more agile and quick to react. No other influences of competition in the product market on SPP were mentioned explicitly during the interviews. The results indicate that the possibility to exchange staff, as is proposed by High Tech Co., Local Gov Co. and Polder Co. appears to be solely used by organizations in a non-competitive product market (table 9). However, not all organizations in a non-competitive product market use such possibilities. The results concerning the competitive contingency factors suggest that firstly the stability of the product market appears to be indicative for the amount of flexibility needed in the organization’s workforce. The less stable the product market, the more markets appear to be in need for flexibility. A dynamic product market increases the application of policies that create flexibility such as the use of flexible contracts, arrangements on tasks with suppliers and customers, shifting staff inside the organizations and external hiring of staff. Secondly, although the study did not reveal insights into the exact relationship, the interviews suggest that the predictability of the product market is indicative for the potential to study the demands. The combination between the predictability and the stability of the product market provide no additional results as a contingency factor in SPP. 5.3.2 The configuration of the organization As was proposed in the theory of this study, several interviews suggest that the size influences SPP: Education Co. states that their large size results in an increase of internal possibilities regarding mobility. Regional Gov. claims that their relative small size (700 employees), compared to their competition, makes them less competitive in the labor market and limits their exchange 44

possibilities with organizations in their environment. High Tech Co. mentions their size (10.000 employees) increases the need for formalization. In the sample, the organizations that are labeled as “very large” are more inclined to have policies actively stimulating the mobility of personnel (Table 10). The information in the nine interviews indicates no relationship between the size of the organization and the need for formalization in SPP. Local Gov. mentions that their large size hinders the collection of factual data of employees. Table 10 shows that all the very large organizations in the sample have documented their qualitative (knowledge, skills and abilities) supply, while of the four large organizations three only has documented these demands. All organizations in the sample have a quantitative documentation of their supply. These results are in contradiction with the claim of Local Gov. that the size of the organization hinders documentation of data. Table 10. Results regarding the size of the organization. Very large organizations

Size Profiling the organization Policy for to stimulate mobility Qualitative supply

Large organizations

Assurance Co .

High Tech Co.

Education Co.

Railroad Co.

Bank Co.

Local Gov.

Polder Co.

Regional Gov.

Healthcare Co.

Very Large Yes

Very Large Yes

Very Large -

Very Large -

Very Large Yes

Large

Large

Large

Large

-

-

-

-

High

High

Low

High

High

Low

Low

High

Low

Documented

Documented

Documented

Documented

Documented

Implicit

Documented

Implicit

Implicit

Table 10 indicates that profiling of the organization is a more common practice in very large than in large organizations. Although large organizations appear to be more inclined to use profiling of the organization as an intervention technique, table 11 suggests that the sector in which the organization operates is also indicative for the use of profiling the organization. The relation between sector and profiling of the organization appears to be more ambiguous while all profit organizations use the intervention technique (opposed to none of the nonprofit organization).

45

Table 11. Results regarding the sector of the organization.

Sector Profiling the organization

Profit organizations Assura Bank nce Co. Co. Profit Profit Yes Yes

High Tech Co. Profit Yes

Nonprofit organizations Healthcare Education Co. Co. Nonprofit Nonprofit -

Local Gov. Nonprofit -

Polder Co. Nonprofit -

Railroad Co. Nonprofit -

Regional Gov. Nonprofit -

Several other configurational contingency factors are mentioned as influencing SPP (Appendix 3). Organizations mention their aging workforce demands changes such as changing the activities, focus on composition of groups, work schedules or rewards. Low employee turnover is mentioned as increasing the need for SPP and the need for internal mobility. Assurance Co. state that low turnover results in the need for mobility or it (as happened) results in problems and the need for reorganization when product markets change: “The long employment relations result in a need for mobility, otherwise employees will become less employable in the labor market”. Organizations with high turnover can better regulate the amount of personnel because they can temporary reduce the inflow of staff until the desired level of staff is reached. If employees are not employable in the labor market, the expenses of such reorganizations increase due to the contribution to unemployment-costs. High Tech Co. mentions that the organization is trying to recruit personnel not just for a function, but for a complete career: “This choice for long term career paths increases the need for SPP and simultaneously demands other selection techniques, development, make or buy decisions and reward policies.”

They furthermore mention that the length of the training in their organization increases the need for SPP. Bank Co. mentions their configurational characteristic of having a multitude of establishments with a variety of demands, results in autonomy for these establishments in their application. The results concerning the configurational contingency factors suggest that the characteristics size, employee turnover levels, an aging workforce and a diffusion of locations appear to be indicative for the design and application of SPP. Larger organizations appear to use policies that stimulate mobility more 46

often and have documented their qualitative supply (competencies) more frequently. Profiling of the organization is potentially influenced by the size of the organization (larger organization use profiling more frequent) and by the sector (profit organizations use profiling of the organization more frequent.). Low turnover results in the need to keep employees employable in the labor market, different selection techniques, development decisions, make or buy decisions and reward policies. An aging workforce results in the need to change the activities, work schedules or rewards and focus on the composition of groups. Having multiple settlements with different needs regarding SPP is stated to be indicative for more autonomy in these establishments.

5.3.3 The labor market and institutional mechanisms The (highlighted) results in table 12 show that organizations operating in a tight labor market are more advanced in SPP, as expected: organizations that operate in a tight labor market have a more developed SPP process (interventions are based on the supply and demand analyses), than organizations that operate in a slack labor market. Several interviews mentioned the need to adopt the labor market situation in a model for SPP: High Tech Co. mentions that international recruitment is needed due to the shortage of educated staff in the Netherlands. Furthermore the interviewee mentioned that “the possibilities in the labor market determine the possibilities for flexibility”. Healthcare Co. has changed the organization of the work in order to decrease the need for functions where shortages occur and the organization feels pressure to grant individual demands when shortages occur. Polder Co. made an inventory to discuss possibilities for branch wide career paths for functions with a tight labor market. These practices indicate that interventions in SPP are influenced by the tightness of the labor market. In addition to these claims, table 12 suggests that profiling of the branch occurs in three out of four organizations that operate in a tight labor market. This implies that a shortage in the labor market is indicative for the use of profiling of the branch. Profiling of the organization occurs in one of the organizations that are operating in a tight labor market and two organizations that operate in a slack

47

labor market. Shortages on the labor market do not seem to be indicative for the use of profiling the organization. Table 12. Tightness of the labor market. Tight labor market Education High Tech Co. Co. Labor market Tight Tight State in SPP Beginning Advanced Profiling of the Yes branch Profiling of the Yes organization Addressing SPP No Yes at an interorganizational level Exchange of No Yes staff

Healthcare Co. Tight Advanced Yes

Polder Co. Tight Advanced Yes

Slack labor market Assurance Railroad Co . Co. Slack Slack Beginning Beginning -

Slack Beginning Yes

Locked labor market Local Regional Gov. Gov. Locked Locked Beginning Beginning -

-

-

Yes

-

Yes

-

-

Yes

Yes

No

Yes

Yes

Yes

No

No

Yes

No

No

No

Yes

No

Bank Co

The table furthermore shows that the tightness of the labor market is not indicative for the use of the environment such as exchanging staff, or the addressing SPP at an inter-organizational level. High Tech Co. mentions exchange concerns the outplacement of redundant staff and gives no examples of groups with shortages. High Tech Co., Polder Co. and Local Gov. mention exchange is focused at employees leaving, not recruiting staff. Exchange of staff to deal with shortages or redundancies is not influenced by the tightness of the labor market. Addressing SPP at an inter-organizational level occurs in six of the nine organizations, regardless of their general labor market situation. Table 13 presents the results regarding the competition in the labor market. High Tech is the only organization in the non-competitive labor market that mentions branch profiling. Three organizations, operating in a competitive labor market, mention practices to promote the branch to attract employees (Bank Co., Healhcare Co. and Polder Co.). These organizations mention their competitive position in the labor market is influenced by the image of the branch. Bank Co.: “Together with the union of insurers and banks enthuse people to work in the sector” “The sector has a gray image” Polder Co: “The image of the branch is important for the organization”. 48

Profiling of the organization only occurs in two out of the four organizations that operate in a competitive labor market and in one organization in a non-competitive labor market. The competition in the labor market is not indicative for the use of profiling of the organization (Table 13). The proposed combined effect of tightness of the labor market and competition in the labor market provided no results regarding the SPP components. Table 13. Competition in the labor market. Low competition High Education Tech Co. Co. Competition in Low Low the labor market Profiling of the Yes branch Profiling the Yes organization

Railroad Co.

High competition Assurance Healthcare Co . Co.

Polder Co.

Bank Co.

Locked labor market Local Regional Gov. Gov.

Low

High

High

High

High

-

-

-

-

Yes

Yes

Yes

-

Yes

-

-

Yes

-

-

Next to the proposed competition and tightness of the labor market, Regional Gov. mentions that the relative position in the labor market (reputation/image) can also be of influence on SPP. This potentially influences efforts of organizations to promote itself in the labor market to change the position. High Tech Co and Railroad Co. claim that being highly attractive in their specific sector results in lower turnover level of staff. In addition to the labor market, several institutional contingency factors were discussed such as laws and regulations, Collective Labor Agreements and diversity policies. Table 14 provides an overview of the institutional contingency factors that the different organizations mentioned during the interview as influencing SPP. The overview of the phrases is presented in appendix 4. Governmental subsidies in Healthcare Co. have been temporary installed to promote permanent employment for employees for certain groups. High Tech Co. received subsidies to outplace redundant staff that would be unemployed without the outplacement. Polder Co. mentions subsidies that stimulate the retaining of elder employees in the organization. Education Co. and Healthcare Co. mention that the maximum number of temporary contracts that can be provided is impacting SPP.

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Table 14. Overview of the institutional contingency factors that organizations mention as influencing SPP Laws and regulations Assurance Co.

-

Collective Labor Agreement -

Diversity policies

Healthcare Co. High Tech Co.

Subsidies, contracting possibilities

Yes

No

Subsidies

-

No

Education Co.

Limited number of temporary contracts

Yes

No

Local Gov.

Law work and income

Yes

No

Polder Co.

-

Age and fulltime-parttime

Railroad Co.

Governmental organizations are excesscarriers. Subsidies to retain elder employees -

-

-

Regional Gov. Bank Co.

Contracting possibilities Contracting possibilities

Yes -

-

No

A number of organizations mention that they are exploring different types of contracting to remain agile. Local Gov. argues that due to the law on work and income employees with disabilities get a more active role in the employment-process. Polder Co. notes that all the governmental organizations are excess-carriers, which implies that they are -for a large part- financial responsible for employees who get unemployed. This increases external hiring of personnel through third parties such as work agencies. In four of the organizations aspects of the Collective Labor Agreement have been discussed as influencing SPP. Healthcare Co. mentions that their Collective Labor Agreement is based on equality which makes variation in wage impossible and influences possibilities for competition and flexibility incentives for staff. Healthcare Co. and Local Gov. both claim that the collective labor agreement has positive influences on the flexibility of the organization as well; employees are under contract of the entire organization, not just one department. This increases mobility possibilities between departments.

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Education Co. mentions that the Collective Labor Agreement restricts contracting possibilities. Regional Gov. states they are not allowed to evaluate employees on competencies outside their function profile. A result of this prohibition for SPP is the development of generic competencies. In six interviews diversity was discussed. There were no formal policies concerning gender, minorities or disabled persons as was suggested in the theoretical framework. Other social mechanisms are of influence on SPP. Railroad Co. mentions that in the Dutch context, promotion is received when the hierarchical position of an employee increases. This results in managers that are not fit for managers’ tasks, but were the best employees. “You lose a fine craftsman and you receive a poor manager, but you can’t blame someone for aiming for a higher income position.” The results indicate that the institutional contingency factors laws and regulations, subsidies and the Collective Labor Agreement influence SPP choices on intervention techniques. These institutional mechanisms are decisive in hiring decisions, outplacements and the potential agility of the organization. The tightness of the labor market is indicative for the development of SPP. Organizations that operate in a tight labor market are more advanced in their SPP. Profiling of the branch is potentially influenced by the tightness of the labor market and the competition in the labor market.

5.3.4 Segmentation The findings provide no information on the relationship between competitive, configurational or institutional contingency factors and segmentation in SPP. There are no explicit suggestions that the focus on specialists, top of the organization, core business, groups with shortages on the labor market, changing functions or permanent formation is the result of one of the contingency factors.

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6. Conclusions Based on the previous described findings on the relation between contingency factors and SPP components (chapter 5.3) several conclusions can be drawn. These conclusions will be presented in this part of the study. Which set of contextual factors can be identified as indicative for the design and application of an SPP model? 6.1 Competitive mechanisms The stability of the product market appears to be indicative for the amount of flexibility needed in the organization’s workforce planning. A more dynamic product market results into a higher need for flexibility and increases the application of policies that create flexibility such as the use of flexible contracts, arrangements on tasks with suppliers and customers, shifting staff inside the organizations and external hiring of staff. Furthermore, the interviews suggest that the predictability of the product market is indicative for the potential to study the future demands. There is a small indication that high competition in the product market increases the need for adequate response to changes in the product market. The combination between the predictability and the stability of the product market provide no additional results as a contingency factor in SPP because both concepts are strongly related. 6.2 The configuration of the organization Configuration characteristics such as size, employee turnover levels, an aging workforce and a diffusion of locations appear to be indicative for the design and application of SPP. Larger organizations use policies that stimulate mobility more often and have documented their qualitative supply (competencies) more frequently. Profiling of the organization is potentially influenced by the size of the organization (very larger organization are more likely to use profiling of the organization than large organizations) and by the sector (profit organizations are more likely to use profiling of the organization than nonprofit organizations). Low turnover results in the need to keep employees employable. The choice for long term employment relations result in different selection techniques, development decisions, make or buy decisions and reward policies. An aging workforce results in the need to change the activities, work schedules or rewards and focus on the composition of groups. Having multiple

52

locations with different needs regarding SPP is stated to be indicative for autonomy in SPP in these locations. 6.3 The Labor market and institutional mechanisms The results of the labor market contingency factors show that the tightness of the labor market is indicative for the development of SPP. Organizations that operate in a tight labor market are more advanced in SPP. In addition, tight labor markets and a competitive labor markets are indicative for the use of profiling of the branch. The relative position in the labor market (the attractiveness of the organization compared to the competitors) is a potential labor market contingency factor that is important for SPP. Furthermore, the institutional contingency factors laws and regulations, subsidies and the Collective Labor Agreement influence SPP decisions concerning. These institutional mechanisms are decisive in hiring decisions, outplacements choices and the potential agility of the organization. 6.4 Segmentation The results of the study indicate that organizations differentiate between groups in SPP. Groups that are mentioned as being different/ having priority are: specialists, the top of the organization, core business, groups with shortages on the labor market, changing functions and the permanent formation. The findings provide no insight in contingency factors that are indicative for the segmentation in SPP. 6.5 Contingency based Strategic Personnel Planning The conclusions can be translated into adaptations of the proposed model (figure 6). Figure 9 presents the changed overview of the contingency factors that are potentially decisive in SPP. All product market contingency factors are retained in the framework, as are the configurational factor size of the organization and the sector in which the organization operates (profit /nonprofit). An aging workforce, turnover levels and diffusion of locations are included in the adapted version as potential configurational contingency factors. The labor market characteristics tightness and competition are retained in the framework and the relative position of the organization in the labor market is included as a new contingency factor. The proposed contingency factors “required diversity” and “culture in the sector” are removed from the framework, because they appear to be of no significance for the design and application in SPP. None of the interviewees refer to these factors. 53

The contingency factors influence the room for maneuver that the organization has regarding the design and application options of the constituent parts of SPP. The dominant coalition in the organization can make its strategic choice regarding the design and application of these constituent parts based on the market strategy, financial position etc. (Paauwe, 2004). Healthcare Co. and High Tech Co. mention the pressure of the dynamics in the product market to implement flexible workforce. However due to shortages in the labor market, both organizations choose to offer long term contracts to employees.

Competitive mechanisms - Stability of the product market - Predictability of the product market - Competition in the product market

Configuration -Size -Profit/nonprofit -Aging workforce* -Turnover* -Diffusion of locations*

Room for maneuver Dominant coalition Strategic choice

Design and application options of the constituent parts of strategic personnel planning

Institutional mechanisms - Tightness of the labor market - Competition in the labor market - Relative position in the labor market* - Laws and regulations - Subsidies -Contracting possibilities *Added potential contingency factors based on the interviews Figure 9. Overview of the contingency factors that are potentially decisive in SPP.

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7. Discussion Based on the detailed conclusions in section 6, there is a general conclusion that this study partially succeeds in its goal: to distinguish a number of contingency factors that are potentially decisive in SPP, although not all contingency factors lead into clear-cut influences. This conclusion supports the contingency based approach for SPP. Furthermore, the study provides insights that segmentation should be incorporated in an approach to SPP. Before discussing the results on the relationship between the proposed contingency factors and SPP, two remarks on the nature of this study are repeated. These remarks are of major influence on the findings regarding the relation between the contingency factors and SPP components (supply, demand, gap & intervention analyses). Firstly, as noted earlier, the sample does not contain the complete range of the proposed contingency factors. Secondly, several discrepancies between SPP in the organizations and the theories appeared: The majority of organizations in the sample are currently starting their SPP. This impedes studying a fully developed SPP program and differences in that respect between organizations was not possible. The literature proves to be further ahead in SPP than the common practice in organizations in the sample. The studying of differences in SPP might require more sophisticated policies. Furthermore, the proposed techniques for supply and demand analyses (Kispal-Vitai & Wood, 2009) are hardly applied in practice and in some organizations a vision of the future is not explicit in the HR policy. The organizations show different analysis techniques regarding quantitative needs and qualitative needs (both for the supply as the demand), while in the consulted literature this distinction is absent. These different techniques and less developed SPP resulted in incomplete and incomparable information on the demand analyses (Appendix 7) and few differences on the information regarding the supply analyses (Appendix 6). The interviews provided little results on the content of the gap analyses. Multiple differences were discovered in the intervention techniques that were studied (Appendix 8). This indicates that the intervention techniques occur in organizations without the presence of well developed SPP, potentially as general HR-practices. With these restrictions in mind this part of the study discusses the results and composes figure 10 (based on figure 2).

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Define strategic Direction Internal and external environmental scan

(7.1) Product market - Dynamics - Predictability - Competition

(7.2) Configurational characteristics - Size - Sector - Turnover - Aging workforce - Diffusion of locations

Define organizational capabilities

Supply analysis of the competencies

(7.3) Labor market characteristic - Tightness - Competition - Relative position

(7.3) Institutional contingency factors - Laws and regulations - Subsidies - Contracting possibilities

Demand analysis of future desired competencies

Forecast future characteristics of competencies when policies are unchanged Gap analysis

Solution and interventions analysis -Profiling of the organization -Profiling of the branch -Flexibility Implementation -Formalization -Addressing SPP at an interorganizational level Evaluation Figure 10. The process of SPP improved with results obtained in the study.

7.1 Competitive mechanisms The results show that the stability of the product market is indicative for the need for flexibility that should be obtained in the workforce. In higher dynamic product markets SPP should include policies that create such agility. High Tech Co. states that the labor market situation provides the opportunity to

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become flexible. Assurance Co. mentions that the competitiveness results in the need for quick reactions in their workforce when changes in the product market occur. This claim indicates a moderating effect of competitiveness of the product market on the relation between the stability of the product market and SPP. Although in hindsight the study uses a different criterion to distinguish stable and dynamic product markets than the study had originally intended, the study results clearly show the stability of the product market is indicative for the demand for flexibility. In line with the claim of Evers (2011) all organizations mention difficulties determining future needs. The unpredictability of the demands imposed by the product market appears to be of influence. Although some organizations such as High Tech Co. partly determine their own needs, results indicate that the predictability of the product market is of influence on the possibilities for demand analyses. The present study shows no clear-cut differences between unpredictable product markets and predictable product markets or the combined effects of stability and predictability. This might be due to the coding of the organizations; some organizations are more competent in predicting the future than others, which does not imply the product market is more predictable. As mentioned before, the information regarding demand an analysis is incomplete and incomparable, which might be due to the less matured state of SPP in the sample and differences in quantitative and qualitative demand analysing. Even though it is not explicitly mentioned during the interviews, the intervention technique of exchanging staff between organizations appears to be only used in organizations that operate in a noncompetitive product market. This implies a relation between the level of competition in the product market and use of specific intervention techniques. (Figure 10 present these relations)

7.2 The configuration of the organization Due to the absence of small organizations in the sample, the suggestion that ‘the larger the organization is, the higher the need for formalization in SPP’ cannot be confirmed. However, one claim gives support to this idea (High Tech Co.). Throughout the sample, only one large organization is coded as informal implementation. This is considered to be the result of having multiple locations with different needs (Bank Co.). Regional Gov. claims relative size in the sector is potentially indicative of influence on the competitive position in the labor market.

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The results indicate that low turnover in organizations increases the need for SPP. In organizations with low turnover the focus of SPP potentially should be on career planning (High Tech Co.) and mobility (Assurance Co.). Organizations with high turnover might be more in the need for proper documentation and transfer of relevant information. However, as mentioned before, the pool contains no organizations that have high levels of turnover to fully discuss the influence of turnover levels. An aging workforce results in the need to apply HR-policies and instruments to support the elderly staff. The different organizations propose several interventions to deal with an aging workforce. The results indicate that the intervention technique ‘profiling of the organization’ to attract employees is only used by very large organizations and organizations in the profit sector. This indicates that configurational characteristics influence the use of intervention techniques and the supply analyses (collecting of specific data). 7.3 The labor market and institutional mechanisms The three organizations that are labeled as being advanced in SPP (Healthcare Co, High Tech Co. and Polder Co.) are all operating in tight labor markets. This shows that the tightness of the labor market is indicative for the progress organizations have made in the development of SPP. These three organizations, prepared interventions based on an identified gap between future supply and future demands. Organizations that are operating in tight labor markets appear to be more in need of SPP than organizations that operate in a slack labor market. Other organizations have implemented interventions as well, but not as a result of an identified gap between an analyzed supply and an analyzed demand. As a result of tightness in the labor market organizations have implemented several practices to deal with shortages such as international recruitment and changing of functions. Tightness of the labor market also leads to pressures to give in to individual employees’ wishes. A tight labor market seems not indicative for ‘profiling of the organization’. The intention of this technique might not be solving the problem of shortages. As ‘profiling of the organization’ is used in both tight and slack labor markets. It might be aimed at getting the best candidates from the labor market while it only appears in the profit sector. Both Assurance Co. and Bank Co: There are few quantitative problems in getting staff. However getting high quality employees is more difficult. 58

Shortages in the labor market and level of competition in the labor market appear to be indicative for applying profiling in the branch. Profiling of the branch is intended to increase the number of potential candidates in the labor market. However the branch image might not be equally important to all organizations or in all labor markets. The relative position in the labor market is a potential institutional contingency factor for SPP. Adding the relative position in the labor market as a contingency factor in the heuristic framework might provide new insights. The labor markets of both Local Gov. and Regional Gov. are labeled as “locked”, which means the organizations are limited in their possibilities to attract employees from the labor market. This study provides no information on the reason behind this strategic choice. The economical situation of the organization and downsizing policies drive the decision to “lock” the labor market. This study mentions several institutional factors that are of importance for the choice of intervention techniques (figure 10). Governmental subsidies have been used to promote permanent contracting, reduce unemployment or contracting elder staff. These subsidies influence decisions regarding strategic workforce planning. The maximum of temporary contracts is reducing the flexibility that can be created in a workforce, however other contracting types such as project based work can create flexibility. Organizations that are excess-carriers (to larger extent responsible for unemployed employees) have increased costs when their staff gets unemployed. This stimulates the use of external hiring of staff through agencies to reduce risks. The Collective Labor Agreement can be used to create flexibility by increase the employability of personnel to an entire organization, not just one department. However, it is also mentioned as decreasing the possibilities to differentiate and stimulate personnel. To illustrate this mechanism: Healthcare Co. refers to the situation in which they offered fulltime long term contracts to employees to ensure continuity in their tight labor market. Partly due to requirements of the collective labor agreements, employees refused these offers and preferred to be flexible with fewer obligations.

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7.4 Segmentation The results indicate that different types of employees require different approaches in SPP (table 7). The different groups are classified as: groups for which there are shortages in the labor market, core business, changing functions and permanent formation. In line with the suggestions of Lepak and Snell (1999; 2002) and Lavelle (2007) this study provides indications that differentiation in SPP between groups is needed. The present study proposes other groups that should be distinguished than these studies and does not identify patterns in choices. Traineeships and succession planning is used for the top of the organization, as is proposed by Lepack and Snell (1999; 2002). Specialists are less internally mobile than generalists, which prevents them from participating in regular mobility programs. Both organizations that focus on their core business face shortages in the labor market regarding their core business. These shortages might be the underlying cause for their focus on the core business. Although the study indicates the need for segmentation in SPP. Only two organizations (Healthcare Co & High Tech Co.) propose to focus on their core business as is proposed by Lepak and Snell (1999; 2002) and Becker et al. (2009). High Tech Co.: The use of a flexible layer around the organization (f.e. temporary employees) results in less competent staff, which is not good enough. “For supportive positions, we don’t need planning, because we don’t need the best candidates for those functions”. Healthcare Co.: The focus is on the core business, SPP in these functions is more acute in these functions. These statements indicate a focus on getting the best possible candidates for business that is absolutely essential to the firm. The focus is on attracting A-players for A-positions, as is proposed by Becker et al. (2009) and Huselid et al. (2005).

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8. Contribution This study has contributed to the literature in several ways. First it demonstrates that the contextually based human resource theory (Paauwe, 2004) provides a useful framework to study SPP. Second, it provides evidence and insights in SPP as a contingency based phenomenon. Third, many researchers have proposed models (Cotton, 2007; Roelvink, 2007; Chen & Kuriger, 2011; Colley and Price, 2008) for SPP and have indicated the need to assess influencing external and internal factors. Cotten (2007) provides the most extensive overview of these factors. Labor market forecasts, technological trends and external micro trends such as local labor supply, strength of the local economy, the appeal of the area to prospective employees, the political environment and demographic composition of customers and employees. Internal analysis can focus on workforce trends, HR transactions, organizational structure, organizational culture, employees’ morale and performance levels. These studies (Cotten, 2007; Roelvink, 2007; Chen & Kuriger, 2011; Colley and Price, 2008) provide no insides in the nature of these factors. Considering the labor market situation, (Cotten, 2007) provides no information on the exact contents of the concept ‘labor market’, nor does it provide the potential influences. In contrast to these previous studies, the present study gives operational meaning to the different contingency factors and tries to identify the relationship with SPP with more precision.

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9. Limitations Firstly, as mentioned earlier the sample consists of few advanced SPP. This is probably a consequence of the self-selection of organizations. Contacts of Human Capital Group and PointLogic were asked to participate in the study which resulted in a sample with interested organizations that are just starting their interest in SPP. Secondly, the limited amount of developed SPP policies influences the amount of distinct characteristics and views. Five organizations were labeled as ‘beginning” concerning SPP because, they claimed to have just started their interest in SPP, or they have not applied interventions based on an identified gap between supply and demand (figure 2) and one organization had stopped their SPP. Thirdly, the study is based on one interview per participating organization which leads to potential subjectivity and limited information. More objective measurements of the product and labor market contingency factors are needed to demonstrate the influence of the different contingency factors. Fourthly, the coding of the qualitative data is potentially biased due to subjectivity in interpreting the data. Attempts to prevent such a bias have been made by means of discussing the codes and give openness by presenting the phrases in appendices. Fifth, the sample of the present study is small (only nine organization) which limits the generalizability of the results. The possibility to generalize is limited by the fact that the study was executed with a Dutch sample, not representative for all types of organizations. Finally, Paauwe (2004) mentions HR demands arise from the relevant product market as well as the appropriate technology (competitive mechanisms). Mintzberg (1979) discusses the sophistication (the complexity of the systems) and regulation (the extent to which work is determined) of technology influences the design of the organization. In this study the focus lies on the product market, the appropriate technology as a contingency factors has not been studied.

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10. Suggestions for future research The intention of the study was to discover a set of contingency factors that are potentially decisive in SPP. The partial achievement of this goal leads to a number of specific relations that need be further studied. In a broader perspective, this study started the development of contextually based SPP. Future research is needed to further develop this approach. Such an approach would benefit from a quantitative study using objective measurements for the proposed contingency factors or the study of actual policies using documentation present in organizations to expose differences. Questionnaires on policies, usefulness and application of different demand analysis, intervention techniques and formal or informal procedures will result in different insights regarding contingency based SPP. The contingency based approach will benefit from an active search for differences in needs between organizations. Future studies should abandon the previously used case study approaches (which only emphasize unique traits and do not compare organizations) and prescriptive one size fits all studies (which do not compare organizational characteristics) in order to come to an understanding of influencing factors. SPP in practice desires the consideration of specific organizational conditions and comparing organizations on their similarities and differences will expose the indicative factors. Furthermore the cause of the discovered need for segmentation in SPP should be investigated. There might be a contingency factor that results in a specific type of segmentation, several contingency factors could interact and result in specific needs, potentially there is a best practice such as a focus on the core business of an organization, or several groups should be treated differently (e.g. generalists and specialists).

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Cotten, A. (2007). Seven steps of effective workforce planning. Retrieved September 12, 2012 from http://www.businessofgovernment.org/sites/default/files/ CottenReport.pdf. De Leeuw, S., Wiers, V., Couwenberg, C. & Smits, M. (2011). Manpower planning strategies in times of financial crisis: Evidence from logistics service providers and retailers in the Netherlands, proceedings of the EUROMA 2011 conference, EUROMA: Cambridge. Retrieved May 13 2012 from http://personal.vu.nl/s.l.j.m.de.leeuw/Publications_files/de%20leeuw%20et %20al%20E urOMA2 011_0 409.pdf. Emmerichs, R.M., Marcum, C.Y. & Robbert, A.A. (2004). An operational process for workforce planning. Retrieved on September 12 2012 http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA42 6608 Evers, G.H.M. & Verhoeven, C.J. (1999). Human resources planning: een integrale benadering van personeelsplanning, Kluwer. Evers (2011). De struisvogel op het gouden ei. Handen en voeten geven aan strategische personeelsplanning. Gids voor Personeelsmanagement, 3, 36-39. Geurts, T.W. (1995). Personeelsplanning in organisaties: een contingentiebenadering. Doctoraalscriptie Rijksuniversiteit Limburg. Geurts, T.W., Evers, G.H.M. & Dekker, R.J.P. (1996). Human resource planning: A contingency approach. Retrieved September 12 2012 from http://repository.uvt.nl/id/iruvt-nl:oai:wo.uvt.nl:3776633 Ginsberg, A. & Venkamatraman, N. (1985). Contingency Perspectives of Organizational Strategy: A Critical Review of the Empirical Research. The Academy of Management review, Vol. 10( 3), 421434. Harris, J.G., Craig, E. & Light, D.A. (2010). The new generation of human capital analytics. Accenture institute for high performance research report, 2-10. Retrieved September 12 2012 from http://www.cpwerx.eu/SiteCollectionDocuments/PDF/ACC_4608_HRanalytics_FINAL.pdf Harvey, D. F. (1982). Strategic management. Columbus, OH: Merrill. 65

Hsieh, H.F. & Shannon, S.H. (2005). Three approaches to qualitative content analysis. Qualitative Health Research, 15, 1277-1288. Kispal-Vitai, Z. & Wood, G. (2009). HR planning: Institutions, Strategy, Tools and Techniques. in Collings, D.G. and Wood, G. (2009). Human resource management: A critical approach, New York, Taylor and Francis e-library. Lam, S. & Schaubroeck, J. (1998). Integrating HR planning and organizational strategy. Human Resource Management Journal, 8(3): 5-19. Lavelle, J. (2007). On workforce architecture, employment relationships and lifecycles: Expanding the purview of workforce planning & management. Public Personnel Management, 36(4): 371-385. Lepak, D.P. & Snell S.A (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24, 31–48. Lepak, D, P. & Snell, S.A. (2002). Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28(4): 517-543. Lewis, M., M. (2003). Moneyball: The art of winning an unfair game. Norton, New York. Mello, J.A. (2005). Strategic human resource management. London: Thomson South Western. Mintzberg, H. (1979). The structuring of organizations: A synthesis of the research. Englewood Cliffs, NJ: Prentice Hall. Mintzberg, H. (1980). Structure’s in 5’s: A synthesis of the research on organization design. Management of Science 26(3), 322-341. Nijssen, M. & Paauwe, J. (2012). HRM in turbulent times: How to achieve organizational agility? The International Journal of Human Resource Management, 23(16): 3315-3335.

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Paauwe, J. (1989). Sociaal ondernemingsbeleid: Tussen dwang en ambities. Een theoretisch-empirisch onderzoek naar de vormgeving van ondernemingen ten tijde van reecessie en herstel. Alphen aan de Rijn: Samson Bedrijfsinformatie. Paauwe, J. (1996). Key issues in strategic human resource management: Lessons from the Netherlands. Human Resource Management Journal, 6(3), 76–93.

Paauwe, J. (2004). HRM and performance: achieving long-term viability. Oxford: Oxford University Press. Rodwell, J.J & Teo, S.T.T. (2004). Strategic HRM in for-profit and non-profit organizations in a knowledge intensive industry, Public Management Review, 6(3): 311-331. Roelvink, R. (2007). Strategische Personeelsplanning. Wat houdt ons tegen? Retrieved September 12 2012 from http://www.dageraadadvies.nl/publicaties/251007_artikel_SPP_RR.pdf Singhapakdi, A., Sirgy, M.J. & Lee, D.J. (2010). Is small business better than big business for marketing managers? Journal of Business Research, 63, 418–423. Stokker, J. & Hallam, G. (2009). The right person, in the right job, with the right skills, at the right time: A workforce-planning model that goes beyond metrics. [DOI:10.1108/01435120911006520]. Library Management, 30(8), 561-571. Stone, T.H. & Fiorito, J. (1986). A perceived uncertainty model of human resource forecasting technique use. The Academy of Management Review, 11( 3): 635-642. United States Department of Health & Human Services (1999) Building successful workforce planning in HHS. Office of Human Resources Assistant Secretary for Management and Budget. Retrieved September 12 2012 from http://www.hhs.gov/ohr/workforce/wfpguide.html. Van Donk, D.P. (1995). Een model voor personeelsbesturing. Charlotte Heymanns Publishers. Verhoeven, C.J. (1982). Techniques in corporate manpower: Methods and applications, Kluwer, Boston.

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Appendix 1: Interview Schedule Dit onderzoek naar strategisch personeelsplanning heeft als doel het gebruik, aard en samenstellende delen van strategische personeelplanning in kaart te brengen evenals organisatie- en omgevingskenmerken die hier invloed op hebben. Het interview zal beginnen met een aantal algemene vragen over het HR-beleid en strategische personeelsplanning. Hierna zullen meer specifieke vragen volgen over de invloed van de organisatie en omgevingskenmerken op personeelsplanning. -

Wat zijn de voornaamste werkzaamheden van de organisatie?

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Wat zijn de speerpunten van het organisatiebeleid op dit moment?

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Waar liggen de voornaamste accenten/ speerpunten van het HR beleid?

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Wat wordt er verstaan onder strategische personeelsplanning?

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In welke mate wordt strategische personeelsplanning op dit moment toegepast?

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Wat draagt/zou strategisch personeelsplanning bij(dragen) aan het huidige HR-beleid?

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Wat is het doel/doelen van strategische personeelsplanning?

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Wat zijn de eisen die worden gesteld aan een model voor strategisch personeelsplanning?

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Uit welke onderdelen bestaat het strategisch personeelsplanningsysteem? (strategie, interne en externe omgevingsscan, benoemen van capabilities, aanbod analyse, voorspellingen toekomstig aanbod, vraag analyse, analyse van de hiaten, analyse van oplossingen en interventies, implementeren en evaluatie.

-

Welke gegevens zijn er nodig voor de strategische personeelsplanning?

-

Welke zijn bekend, welke zijn nog onbekend?

Op basis van de theorie onderscheidt het onderzoek drie verschillende invloeden op HR beleid. De eerste categorie bestaat uit de afzetmarkt. Over deze invloeden zal kort een aantal vragen worden gesteld waarna de invloeden voor strategische personeelplanning in kaart zal worden gebracht

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Afzetmarkt a. Opereert de organisatie in een markt met veel concurrentie? b. Is de vraag naar producten stabiel of dynamisch? c. Is de vraag naar producten voorspelbaar? Hoe wordt dit voorspeld?

Kerncompetenties zijn de eigenschappen die cruciaal zijn voor het uitvoeren van de core business van een organisatie. a. Wat zijn de kerncompetenties van de organisatie? b. Zijn deze stabiel of aan verandering onderhevig? Zo ja, is deze verandering voorspelbaar?

Strategische personeelsplanning Welke gevolgen hebben deze invloedsfactoren op de aard en samenstelling van het personeelsplanningsysteem? a. Op welke manier beïnvloedt de vraag naar producten, kerncompetenties en de voorspelbaarheid van de vraag naar personeel strategische personeelsplanning? b. Ligt de focus op het behouden van het personeelsbestand en de kerncompetenties of op het inspelen op nieuwe kerncompetenties? c. In welke mate wordt bij strategisch personeelsplanning gekeken naar de concurrenten? d. Welke factoren werken begunstigend voor strategische personeelsplanning en welke belemmerend? De tweede groep factoren die invloed heeft op HR beleid is de vormgeving van de organisatie. Op basis van de theorie onderscheiden we de grootte van het personeelsbestand, de aard van het werk, cultuur en de verschillende posities de organisatie. Over deze organisatiekenmerken zal kort een aantal vragen worden gesteld waarna de invloeden voor strategische personeelplanning in kaart zal worden gebracht Structuur a. Hoe groot is het personeelsbestand? Welk deel hier van is vast en welk deel flexibel? b. Is de besluitvorming in de organisatie gecentraliseerd of gedecentraliseerd met betrekking tot het niveau waar de besluiten genomen worden in de organisatie? c. Is de besluitvorming formeel of informeel? d. Is het werk kapitaalsintensief of arbeidsintensief? 70

e. Zijn er delen van het productieproces uitbesteed? Welke? f.

Zal 1 van deze factoren in de nabije toekomst veranderen?

Interne verschillen a. Is strategische personeelplanning van even groot belang voor alle functies? b. Is het proces van strategische personeelsplanning hetzelfde voor alle functies? Welke kenmerken van het personeel hebben hier invloed op? - opleidingsniveau - al dan niet strategisch belang van bepaalde personeelscategorieën - cruciale kennis- doorstroommogelijkheden

Strategische personeelsplanning Welke gevolgen hebben deze factoren (grootte, aard van het werk, formaliteit, centralisatie of verschillen in functie) op de aard en samenstelling van het personeelsplanningsysteem? a. Op welk niveau in de organisatie worden beslissingen over strategisch personeelsplanning gemaakt? b. Is er ruimte om naar individuele functies te kijken of moet de focus liggen op groepen of functieniveaus? c. Moet individuele beoordeling meegenomen worden in strategisch personeelsplanning? d. Moet er bij strategische personeelsplanning gekeken worden naar alle functies/ groepen of alleen naar een select aantal functies/ groepen. (Op welke basis wordt dit onderscheid gemaakt?) e. Behoren sommige functies extra aandacht te krijgen wat betreft strategische personeelsplanning? (op basis van wat moet er dan onderscheid gemaakt worden? Functies in organisaties verschillen in eigenschappen zoals de mate waarin medewerkers over unieke, organisatiespecifieke, vaardigheden of kennis moeten beschikken of in de mate waarin medewerkers bijdragen aan de kerncompetenties van de organisatie. a. Moeten functies waarvoor unieke kwaliteiten of kennis nodig is anders benaderd worden in strategische personeelsplanning dan functies waarvoor dat niet geldt? Welke verschillen zijn er aan te wijzen? b. Moeten medewerkers met grote mate van strategisch belang anders benaderd worden in strategische 71

De derde groep factoren die invloed heeft op HR beleid zijn kenmerken van de arbeidsmarkt en de politiek-maatschappelijke omgeving van de organisatie. Op basis van de theorie onderscheiden we een krappe en ruime arbeidsmarkt, een arbeidsmarkt met veel en weinig concurrentie, diversiteit, cultuur, wetgeving en rol van vakbonden en werkgeversorganisaties. Over deze invloeden zal kort een aantal vragen worden gesteld waarna de invloeden voor strategische personeelplanning in kaart zal worden gebracht Arbeidsmarkt a. Is er een ruime of krappe arbeidsmarkt? b. Is er veel competitie naar personeel? c. Zit hier verschil in tussen categorieën/type personeel? Welke? d. Is er zicht op de situatie in de toekomst? (ruim/krap & competitie) e. Wat is de invloed van vergrijzing, aantrekkingskracht voor jongeren etc. hierop?

Samenstelling a. Zijn er eisen m.b.t. tot de diversiteit (leeftijd, geslacht, etniciteit) van het personeelsbestand? Door wie zijn de eisen opgelegd? b. Wat zijn de eisen met betrekking tot de pensioensgerechtigde leeftijd?

Sector a. Hoe zou u de relaties in de sector omschrijven? - Wordt er veel samen gewerkt of veel geconcurreerd in de sector? - Zijn de relaties hecht of zijn er losse netwerken? Wetgeving a. In welke mate heeft de wetgeving invloed op strategische personeelsplanning? ( Pensioenen, contracten, flexibel werk, etc.) b. In welke mate hebben vakbonden invloed op strategische personeelsplanning? ( Pensioenen, contracten, flexibel werk, etc )

Strategisch personeelsplanning a. Welke gevolgen hebben deze factoren (de arbeidmarkt, samenstelling, de cultuur in de sector of de wetgeving) op de aard en samenstelling van het personeelsplanningsysteem? b. Welke factoren werken begunstigend voor strategische personeelsplanning en welke belemmerend? 72

Appendix 2: Competitive Mechanisms Assurance Co.

Healthcare Co.

High Tech Co.

Education Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

Stability of the product market

-Verzekeraar van pensioen, leven en schade en een bank. -Meer concurrentie van kleinere organisaties. -Nu wordt er geld verdiend als investmentbank, maar dat is geen houdbare situatie. - Maar dat is natuurlijk niet een sustainable situatie uiteindelijk. Je kunt het heel lang volhouden, want het gaat om zoveel geld, maar uiteindelijk kan dat natuurlijk niet.

-Het verlenen van zorg in de breedste zin van het woord. -Verandering in financiering. -De vraag naar zorg stijgt. -Zorgvraag verandert. - Natuurlijk blijft er altijd vraag naar zorg. -Veranderingen in werk door andere visie op het werk.

-Of we moeten andere technieken gebruiken of op andere markten richten met dezelfde technologische kennis. -Omdat de hele semiconductorindust rie zeer volatiel is, waanzinnige bewegingen, daar moeten wij op ingericht. - Flexibiliteit van de vraag naar veel personeel is zo wisselend dat de flexschil niet toereikend was.

-Dynamisch Product en eisen veranderen. -Kerncompetenties zijn stabiel. -Dynamische afzetmarkt. -Grote groei vraag.

Worden veel taken bij de organisatie neergelegd vanuit het rijk. -Inspelen op verandering van taken, opgelegd door regering. -Taken van de gemeente schuiven naar de burger vanwege hoge kosten.

-Visie bepaalt de taken, projecten en geld. -Zelf tarief bepalen naar de klanten. -Nog geen forse bezuinigingen. -Minder afhankelijk van het rijk (dan de provincie) omdat de taken toch uitgevoerd moeten worden. -Inkomsten minder grillig dan in de zorg. -Autonomer dan een zorginstelling. -Termijn 2030. -Kijken of taken de komende 418 jaar veranderen.

-Functies afhankelijk van de keuzes van het bestuur en de wettelijke taak. -Bestuurlijke omgeving heeft veel invloed op de competenties die nodig zijn Coalitieprogramm a bepaalt de taken van de organisatie, het directieteam bepaalt hoe het gedaan moet worden. De afdelingshoofden moeten bepalen wat dat inhoudelijk betekent voor het soort medewerkers. Om de 4 jaar wordt het bestuur vervangen

-Fluctuaties in productie door acties -In kernbedrijf fluctuatie door druk externe toezichthouders -Kerncompetenties blijven de komende 5-10 jaar -Komende 10 tot 15 jaar de organisatie neerzetten met de huidige competenties. -Door de fluctuerende markt.. -Flexibiliteit van de vraag in de productie en de projecten

Label

Dynamische vraag

Dynamische vraag

Dynamische vraag

Dynamische vraag

Dynamische vraag

Stabiele vraag

- Een programma wat ingezet was na 2020. De minister heeft aangegeven dat ze dat programma wil inleveren in het kader van de bezuinigen. -Inspelen op de vraag van de klant is sinds 2005, toen prorail werd geprivatiseerd toegenomen. -Overheid zorgt voor meerjaren geldstromen en alle inschattingen zijn kort houdbaar. - Prorail ook getroffen door bezuinigingen. -Keuzes voor werkzaamheden worden vaak gedreven vanuit incidenten. Door het incidentgedreven karakter heb je weinig aan spp, -Hier gaat het om de korte termijn en reageren op incidenten. -Planning voor een spoor is 12-20 jaar, dat is minder dynamische dan in de profit omdat de doorlooptijden korter zijn daar. mixed

Stabiele vraag

Dynamische vraag

73

Predictability Of the product market.

maar dat is natuurlijk niet een sustainable situatie uiteindelijk. Je kunt het heel lang volhouden, want het gaat om zoveel geld, maar uiteindelijk kan dat natuurlijk niet

Eisen voor werknemers zijn bekend voor nieuwe visie en werk. maar hoe de producten gefinancierd gaat worden is niet te voorspellen. Wel scenario’s: overheid, en particulier Moeilijk te onderzoeken hoe verandering in financieringsstromen de vraag van klanten verandert door voor te leggen aan klanten De vraag naar zorg stijgt

Groei is verwacht 3 tot 5 jaar is in deze industrie al best wel lang vooruit om te kijken. Onze personeelsbehoefte wordt aan de ene kant bepaald door onze technology roadmap, dus welke ontwikkeling. over 8 jaar moeten wij .. (intern) Productie daar zal altijd enige volatiliteit in blijven. (extern)

Dat is heel moeilijk te voorspellen, studenten schrijven zich op 3 of 4 verschillende plekken in. En je weet nooit precies waar ze terecht komen Contacten met klanten gebruiken om te voorspellen afwachten wie je voor de deur hebt staan elk jaar op 1 augustus, Dat is heel moeilijk te voorspellen 1 jaar

Label

unpredictable

unpredictable

mixed

unpredictable

Type organisatie bepalen. 3-4 jaar, verder kun je niet kijken Als organisatie wil je verder kijken, politiek gezien is dat lastig Gaan nu uit van een scenario dat het beleid ongewijzigd blijft Heel veel scenario’s mogelijk. Scenario’s moeten beter in kaart gebracht worden. gebeurt niet

Scenario’s voor de werkzaamhede n door externe experts en interne overleggen Alle taken blijven doen? Kun je de taak afstoten? Termijn 2030 Kijken of taken de komende 418 jaar veranderen

Voorspellen wat je in de toekomst wil, is moeilijk voor ons. Buiten de grote lijnen Planning voor een spoor is 12-20 jaar, dat is minder dynamische dan in de profit omdat de doorlooptijden korter zijn daar

Politiek bedrijf; Om de 4 jaar wordt het bestuur vervangen. Doordat het een politiek bedrijf is, merk je dat het coalitieprogramm a, de keuzes direct doorwerken Coalitieprogramm a bepaalt de werkzaamheden

Ontwikkelingen op de woningmarkt worden in de gaten gehouden om de vraag naar producten te voorspellen. Verkiezingen worden in de gaten gehouden Hypotheekproduct en stopzetten, de werknemers onder brengen op andere plekken in de banken. Was niet strategisch, meer een noodgreep scenario’s worden gekoppeld aan personeelsbestand en, maar die zijn niet gekoppeld aan een toekomstplanning Bijna wekelijkse scenarioplanning

predictable

predictable

predictable

unpredictable

74

Competition in the product market

Label Effects of competitive mechanisms

-Sterke concurrentie. -Veel nieuwe concurrenten -Meer concurrentie van kleinere organisaties. -Efficiënter werken door toegenomen concurrentie. -Wendbaarder worden, sneller en dat soort dingen door de concurrenten. Ja -Veranderende productieprocesse n zorgen voor meer eisen wat betreft flexibiliteit. -Efficiënter werken door toegenomen concurrentie. -Wendbaarder worden, sneller en dat soort dingen door de concurrenten.

-Toekomst: meer concurrentie. -Concurrentie zorgt voor ontwikkelen nieuwe producten en diensten. - Grootste organisatie in de omgeving.

-90% van de chips worden met onze machines gemaakt. -2 kleine concurrenten. -Er is een monopoly gecreëerd. -Bijna geen concurrentie.

-Geen echte concurrentie.

-Geen concurrente n.

-Andere samenwerkings verbanden zijn mogelijk, maar er is geen concurrentie. -Er zijn fusies geweest bij waterschappen en die zullen er ook wel komen in de toekomst.

-Weinig concurrentie

-Geen concurrentie

-Concurrentie

Ja -Omslag vraagt andere competenties van management, middenkader en medewerkers -Zo flexibel mogelijk blijven met behulp van flexibele contracten om in te spelen op de politieke veranderingen -Maar mensen die dus niet dat vaste contract hebben, die krijgen dat natuurlijk hier niet -Grote flexibiliteit om in te spelen of wisselende financiering. Vastigheid om in te spelen op wensen van de klant -Medewerkers omscholen om in te spelen op andere vraag

Nee -Organisatie inrichten op de volatiliteit

Nee -Door grote groei van de vraag ligt de nadruk op korte termijn. -Meer flexibiliteit in contracten vanwege dynamiek, onvoorspelba arheid en onzekerheid bezuinigingen-

Nee -Op hoger niveau zijn er meer generalisten nodig. Door de verandering aan eisen van de overheid, in taken die uitgevoerd moeten worden -Taken zelf vermindere n om te besparen.

Nee -Bij projecten waar mensen tijdelijk nodig zijn, de afweging vast, tijdelijk of extern.

Nee -Keuzes voor werkzaamheden worden vaak gedreven vanuit incidenten. -Door het incidentgedreven karakter heb je weinig aan spp, hier gaat het om de korte termijn en reageren op incidenten.

Nee -Vooruitlopend op de bezuinigingen, worden nu tijdelijke contracten aangeboden.

ja -Flexibiliteit van de vraag in de productie en de projecten: voldoen aan boekhoudkundige eisen, moet je externe kennis voor binnenhalen. Om dat snel te doen.

75

Coding of the competitive mechanisms

based on the concept of dynamics because the results of this concept are more unambiguous to interpret.

In contrast with the expectations, all of the interviewees claimed the product market of their organization as being dynamic, due to changes in demand in

Three out of the nine organizations claim to operate in a competitive environment

products and/or services. The changes in the product market have different origins

or will be in the near future (Assurance Co., Healthcare Co., Bank Co.). High Tech

in different organizations. Dynamics arises as a result of different circumstances

Co. currently has few competitors but is aware of the possibility that this situation

such as changes in demands from customers, changes in imposed tasks imposed by

might change in the future. Education Co. claims that although there are other

the government or the changed funding of the work. In this study only two out of

schools in the environment, there appears to be no competition and schools work

nine organizations are classified as having a stable product market (Polder Co. and

as isolated units. All of the studied competitive contingency factors are presented

Regional Gov.). These are classified as “stable” due to the assumption that changes

in table 15.

in tasks are the result of internal choices. The interview with Railroad Co. provided

Table 15. Labels on the product market contingency factors

‘mixed’ results regarding the stability of the demand. In their situation dynamics

Stability

Predictability

Competition

are externally imposed, however certain projects are planned for the next 12-15

Assurance Co.

Dynamic

Unpredictable

Competitive

years. All other organizations claim the demand for products is dynamic due to the

Healthcare Co.

Dynamic

Unpredictable

Competitive

previously mentioned external forces and are therefore labeled as “dynamic”.

High Tech Co.

Dynamic

Mixed

Non-competitive

Education Co.

Dynamic

Unpredictable

Non-competitive

With respect to the predictability of the product market, Local Gov. mentions that

Local Gov.

Dynamic

-

Non-competitive

they make no predictions on future activities and focus on the continuation of

Polder Co.

Stable

Predictable

Non-competitive

Railroad Co.

Mixed

Predictable

Non-competitive

Regional Gov.

Stable

Predictable

Non-competitive

Bank Co.

Dynamic

Unpredictable

Competitive

current activities. The organization however is aware of the possibility of change in the future. Assurance Co. is in a period where the income is generated as an investment bank, the demand for their core products (insurance and banking products) is currently low. The duration of this situation is unknown. Polder Co., Railroad Co., Regional Gov. are labeled as having a predictable product market due

Not predictable

-Assurance Co. -Healthcare Co. -Bank Co. -Education Co.

to the term of predictions (4-20 years). High Tech Co. states the predictability is dependent on the business line and is therefore classified as mixed. -Polder Co. -Regional Gov.

Figure 11 focuses on those organizations of which both the predictability and the stability was clear. Organizations with mixed or unclear values are not presented. The results indicate coherence between the two concepts. The analyses will be

Predictable Stable Figure 11. Product market classification

Dynamic

76

Appendix 3: The configuration of the organization Assurance Co.

Healthcare Co.

High Tech Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

Profit

Educatio n Co. Nonprofit

Sector

profit

Nonprofit

Nonprofit

Nonprofit

Nonprofit

Nonprofit

profit

Size

5.000

Label Turno ver

Very large -Mensen werken hier lang laag verloop, dat is het probleem, daar komt de noodzaak voor bewegen vandaan en de reorganisatie. - als de business slecht gaat, en de business daar gaat natuurlijk ook slecht, dan nemen ze even niet zoveel mensen aan. Dan zet je die knop even uit. En die knop hebben wij niet. En dan moet je weer harde maatregelen nemen zoals zo’n.. ja echt een beetje een zwaktebod zo’n reorganisatie wat je dan.. met de botte bijl: hop, al die mensen eruit.

2.200

10.000

2.500

2.200

700

4.600

2000

7.500

Large -Omdat de huidige bezetting veroudert, stromen er binnenkort mensen uit.

Very large -Langere dienstverbanden leidt tot noodzaak spp. -Organisatie wil werknemers voor loopbanen aannemen, niet alleen voor banen Mensen haken binnen 2 jaar af, of gaan nooit meer weg, verloop tussen 35 en 40=0. -Cijfers verloop bekend Laag verloop leidt tot snel verouderen.

Very large -Verloop gaat groter worden in de toekomst onder jongeren.

Large -Hoog verloop onder hoogopgeleide. -Uitstroom op basis van pensioenleeftijd is 185. -Als de arbeidsmarkt aantrekt, dan nog 10% extra.

Large -Laag verloop 12% pensioen en dienstverba nden die aflopen. -Hoog verloop onder jongeren.

Very large -Veel lagere uistroom dan landelijk; 2.5% -Mensen zijn vergroeid met het bedrijf en managers zijn vergroeid met de mensen die er zitten dat vertroebelt soms de blik van managers.

Large -Uitstroom en verloopcijfers zijn bekend.

Very large Uitstroompercent age is heel laag

Label

Laag verloop

Gaat groter worden

Laag verloop

Gaat groter worden

Laag

Laag verloop

Laag verloop

-

Laag verloop

77

Confi gurati on

-Dus mensen werken hier dan 30-40 jaar en allemaal hartstikke goede arbeidsvoorwaarde n, allemaal hartstikke mooi geregeld. Het is wel leuk voor de mensen, maar ze zijn dus ook heel slecht employable eigenlijk op de arbeidsmarkt. -Vergrijzing: Dat is ook iets wat eigenlijk ook in zo’n plan, moeten er ook over nadenken wat vinden we daar van. Misschien moeten wij wel proactief gaan zeggen, dat we willen dat mensen makkelijker tot hun 67 kunnen doorwerken als pensioenverzekera ar bijvoorbeeld. Of juist niet. -IT is uitbesteed. -Klantcontact bewust niet outsourced. -Klantkritische processen niet outsourcen.

-Scenario pensioensleeftijd huidige werknemers naar 65 . -Scenario dat werknemers langer doorwerken vanwege pensioenleeftijd man. -Langer volhouden is afhankelijk van fysieke omstandigheden, maar ook met roosters, werkdruk en de sfeer in het team. -Werknemers moeten langer inzetbaar blijven. -Maar alle mensen die aan de beurt zijn voor een her-indicatie of mensen die nieuw in de zorg komen, die krijgen allemaal een indicatie ‘huishoudelijke hulp’. Dus die krijgen allemaal zo’n indicatie waarbij wij bemiddelen.

-Hoogopgeleid personeel/ vereiste specifieke set van competenties. -Organisatie wil werknemers voor loopbanen aannemen, niet alleen voor banen. -Lange opleidingstijd voor personeel zorgt voor de noodzaak voor lange termijn denken. Langere dienstverbanden leidt tot noodzaak spp; -Mensen aantrekken voor loopbaan ipv voor een baan leidt tot andere selectietechnieken, andere development, make or buy decision en reward tooling. -Wij zijn te groot geworden dat een aantal individuen de peultje in hun hoofd te hebben laten zitten en dan op inzicht te laten beslissen. -Veel onderdelen worden uitbesteed.

-Grootte geeft mogelijkh eden, ook intern. Professio nals zijn moeilijk employab le in andere sector. Wel employab le in de sector zelf. -Weinig uitbestee d.

-Grootte maakt het moeilijk alle gegevens in kaart te brengen. -2200 medewerkers. Daardoor focus op moeilijk invulbare functies. -Qua probleemfuncties en vergrijzing vanaf 2014. Gemiddelde leeftijd is 48. -Gemiddelde leeftijd gaat stijgen. -Jongeren blijven niet hangen in de organisatie en hoog verloop onder hoogopgeleide. -Korte loopbaanpaden zijn niet bewust gekozen door de organisatie. -Voor uitvoerende functies gekeken naar de ouderwordende medewerker. Vooral in fysiek zware beroepen. -Cao besteedt aandacht aan fysieke belasting. -Aandacht voor de inzetbaarheid van ouderen. Voor sommige functies testen of medewerkers het lichamelijk nog aan kunnen. -Heel bewust weinig uitbesteding. -Functies hebben contact met de klanten, daarom geen uitbesteding. -Niet uitbesteden zorgt voor flexibiliteit. -Bewust gekozen minder expertise te outsourcen -Niet outsourcen kan vanwege de grootte.. maar anders kan het regionaal.

-Kijken naar duurzame inzetbaarhei d, of medewerke rs nog wel fysiek zwaar werk of onregelmati g kunnen blijven werken. -Uitbesteed zijn facturering, laboratioriu mwerkzaamh eden -En nu na aan het denken over de schoonmaa k En misschien de catering. -Nu is een deel van de schoonmaa k in dienst, wil de organisatie er uit.

-Vakinhoudelijke monopoly zorgt er voor dat werknemers lang blijven . -Keuze om de regie voor werk naar binnen te halen heeft geleid tot een groei van de organisatie.

-Het rijk is de grootste concurrent, wij zijn klein en hebben een kleiner budget. -Er wordt wel heen en weer geschoven met personeel tussen het rijk en de provincie, maar we zijn te klein om echt generieke afspraken over te maken. -De verbinding met de inhoud van het werk belemmert de doorgroei -We zijn een hiërarchisch ingestelde organisatie, dus het Is belangrijk dat spp vanaf de top gedragen wordt -Er zijn geen productieprocessen uitbesteed.

-Alkmaar gezeten dat je daar.. daar waren we de grootste werkgever, hadden we een belangrijke mate een fabriek maar ook wel productontwikkeli ng, hadden we een hoge school en relatief weinig concurrentie. -Afhankelijk van de specifieke behoefte maar een ---- wat in --zit, wat zich richt op pensioenen -Bijvoorbeeld Nieuwe werken (organisatie van het werk) zorgt voor externe inhuur. -1000 externen flexibel (Deel voor de projecten) Bij specialisme ook externe kennis nodig. .

78

-Werknemers zijn weinig mobiel geweest -Invloed vergrijzing

-Invloed van de vergrijzing wordt meegenomen

-Hoog opgeleid personeel -Lange opleidingstermijn -Keuze voor lange dienstverbanden -grootte

-Grootte Professio nals

-Vergrijzing -Grootte -Korte loopbaanpaden

Coding of the configurational factors

-Vergrijzing

-Vakinhoudelijk werk

-Grootte -Hiërarchische organisatie

-Meerdere vestigingen

mentioned, and for one organization turnover figures are not mentioned in the interview. Outflow of personnel is only mentioned during the interviews as the

The ample consists of three profit organizations and 6 nonprofit organizations. In several studies discussing organizational size (f.e. Singhapakdi, Sirgy & Lee, 2010; Basil, Runte, Easwaramoorthy & Barr 2009) small organizations are discussed as smaller than 100 employees and large organizations as having respectively 1000

result of retirement (Healthcare Co.), turnover of highly educated personnel, high turnover among young employees (Education Co.) and turnover of starters because of the high performance culture of the organization (High Tech Co.). All labels are presented in table 16

and 500 employees. In the present study organizations with a workforce over 2.500 employees are considered very large and workforces below 2500 employees are

Table 16. labels on the configurational contingency factors

labeled as large. The pool contains no small organizations (the smallest

Configuration

Sector

Size

Turnover

organization has 700 employees). This classification results into a pool containing 5

Assurance Co. Healthcare Co. High Tech Co. Education Co. Local Gov. Polder Co. Railroad Co. Regional Gov. Bank Co.

Profit Nonprofit Profit Nonprofit Nonprofit Nonprofit Nonprofit Nonprofit Profit

Very large Large Very large Very large Large Large Very large Large Very large

Low Will increase Low Will increase Low Low Low Low

very large organizations and 4 large sized organizations. One of the organizations mentioned their low turnover rates as a part of their personnel planning problem, one other organization mentioned the near-future outflow of personnel as a situation that influences SPP. These facts resulted in the adoption of staff turnover-situations in this study. Six organizations have low turnover rates of personnel, in two organizations future increase in turnover is

79

Appendix 4: The labor market and Institutional mechanisms Assurance Co.

Healthcare Co.

High Tech Co.

Education Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

Tightne ss of the labor market

-Kwantitatief geen probleem om mensen te vinden.

- Arbeidsmarkt staat onder druk -Op dit moment een tekort aan geschoold personeel.

-Krappe arbeidsmarkt door vereiste specifieke set van competenties.

-Ligt aan functie. -Krapte op de markt blijft op de gebieden waar het nu is -Vergrijzing en beperkt aanbod jongeren. -Geen beleid, Misschien op afdelingsniveau (vergrijzing beperkt aanbod jongeren). -Focus spp moet op groepen met langdurige krapte in de arbeidsmarkt. -Bij docenten in de techniek ligt dat een stuk lastiger, daar is dat een stuk krapper.

-Geen nieuw personeel in de regio. -Als er geen interne kandidaat is, dan moet in de regio een kandidaat gevonden worden die al bij een gemeente werkt. -Geen beeld hoe lang de arbeidsmarkt op slot blijft. -Hogere functies, met vakinhoudelijke kennis van hoog niveau, mogen wel naar buiten. -Tekort in ICT functies.

-Gaan te maken krijgen met een krapte, door vergrijzing en ontgroening. -Nu nog weinig last van krapte. -Krapte bij Specifieke functies, beroepskennis. -ICT is tijdelijk moeilijk geweest vanwege de schaarste.

-Moeite met vervullen van sommige functies door de opgeschroefde eisen, en met de krapte op de arbeidsmarkt door te weinig opgeleid personeel. -Grote hoeveelheid personeel binnenhalen is ondanks de verwachting goed gelukt. Wat aangaf dat de marktkennis niet zo goed was. - Problemen op technisch zware functies, door de krapte op de arbeidsmarkt, leidt tot inhuur.

-Totale arbeidsmarkt is ruim. -Medewerkers moeten een niveau hebben bij binnenkomst en permanent ontwikkeld worden dan is de arbeidsmarkt krapper. -Heeft met de geografie te maken, heeft ook te maken met wat ik net zei; je aanbod, niet alleen maar in zijn algemeenheid de arbeidsmarkt maar vaak ook de plaatselijke arbeidsmarkt.

Label

Geen krapte

Krapte

Krapte

krapte

Op slot

krapte

Geen krapte

-Arbeidsmarkt zit zo goed als op slot. -Een paar specialistische functies mogen naar buiten, maar meeste wordt intern opgevuld. -Er komen uiteindelijk wel goede mensen. -Voor de hoge functies moet een extern bureau worden ingeschakeld, die haal je niet uit je eigen netwerk. - Voor financiën is het lastig mensen binnen te krijgen. -Juristen aanbestedingsrecht is ingewikkeld, omdat die vaak bij een groot kantoor zitten en niet makkelijk mobiel zijn. Op slot

Geen krapte

80

Compet ition in the labor market

-Echte toppers is moeilijk, die wil iedereen. -Concurrentie op personeel van grote organisaties. -Slechte reputatie van sector. Beursgenotee rd bedrijf, Hoofdkantoor in Nederland, trekt werknemers. -Concurrentie voor de topkandidate n. maar krijgen wel goede Aantrekkingsk racht experts door functieinhoud.

Er is concurrentie van organisaties op medewerkers.

-Waar kun je mooier spelen als researcher dan in een bedrijf dat maximaal daarin investeert waarin je weet dat je met de front end technology aan het werk bent, met de beste faciliteiten die je maar kunt bedenken. Bedrijfsspecifiek e competenties maakt je waardevol maar ook afhankelijk asml.

-Geen beeld van competitie naar personeel. -Concurrentie zou je verwachten, maar zo werkt dat niet . -Geen beleid op concurrentie.

Imagoprobleem als gemeente.

- Moeilijk te verkrijgen kandidaten gingen meestal naar andere bureaus vanwege de arbeidsvoorwaarden. -Merkt de concurrentie, maar zit een wisselwerking in op basis van levensfase van personeel. -Niet nodig om te concurreren (arbeidsvoorwaarden) . -Promoten van de sector, met de sector. -Bekendheid creëren met de taken van de organisatie. -Brancheimago is belangrijk voor de werkgever. -Ook bezig met organisatie-imago.

-Dan is er maar 1 bedrijf in onderhoudt, dat is Railroad Co. -Vakinhoudelijke monopoly zorgt er voor dat werknemers lang blijven .

-Het rijk is de grootste concurrent, wij zijn klein en hebben een kleiner budget. -Tweesprong om te investeren in imago of het imago te accepteren als verlies.

-Arbeidsvoorwaarden moeten marktconform zijn. -Voorbeeld van een locatie met heel weinig concurrentie als werkgever - Plaatselijke arbeidsmarkt.

Label

Concurrentie

Concurrentie

Geen concurrentie

Geen concurrentie

Concurrentie (op slot)

Concurrentie

Geen concurrentie

Concurrentie (op slot)

Concurrentie afhankelijk van locatie

Instituti onal mechan isms

-Er is geen formeel beleid voor diversiteit, het gebeurt wel in de praktijk. -Meer

-Geen beleid t.b.v. etnische diversiteit. -Geen formeel beleid gericht op diversiteit van geslacht. Wel beleid om jongeren aan te nemen. In de praktijk valt de keuze toch op

-Kregen vergoeding voor plaatsen bij andere organisaties Dus een combinatie van maatschappelijk

-Gebonden aan de CAO, maar proberen Steeds meer korte termijn contracten. -Lange termijn contracten bij

-Vangnetconstructie als je zonder werk komt. -Cao zegt dat medewerkers in algemene dienst moeten zijn, binnen een gemeente

-Wet flex en zekerheid, eigen risicodrager zorgt voor neiging naar externe inhuur. -Extra geld beschikbaar om ouderen in dienst te

- In Nederland moet je in de hierarchie stijgen om beloning te krijgen - En die past natuurlijk niet in de Nederlandse

-Omdat er niet beoordeeld mag worden op competenties buiten het profiel van medewerkers. Bij spp competenties

-Mogelijkheid onderzoeken om in de vaste contracten flexibiliteit in te bouwen op basis van gemiddeld aantal uren per week.

81

diversiteit in het managementt eam gewenst

diversit eit

No

de beste kandidaat. -In de overhead, wel focus op leerbare kandidaten bij moeilijk in te vullen vacature. Dus daar wel focus op verjonging. -2010 veel stimulans om werknemers vaste dienst te nemen met subsidies. Nu juist niet in dienst, maar bemiddeling. -Geen concurrentie met salarissen, Gebonden aan cao. -Cao zegt nu dat een werknemer beschikbaar moet zijn voor alle diensten. -Cao is te gericht op gelijkheid om variabel loon in te voeren. -Arbeidsrecht beperkt mogelijkheid tot onderscheid. -Wegens reiskosten die zijn vastgelegd in de cao is het voor mensen buiten de regio niet aantrekkelijk. No

e betrokkenheid en subsidies leiden tot externe plaatsingen. -Geen beleid om meer vrouwen aan te nemen. Alleen algemene promotie.

krapte. -Beperkt aantal tijdelijke contracten is wel beperkend voor flexibiliteit, afdelingen hebben er toch geen moeite mee-Geen beleid voor diversiteit. Wel informeel op leeftijd. Niet formeel. Geen formeel beleid voor geslacht. Geen formeel beleid voor etniciteit. Geen beleid voor langer door willen werken.

-Voor regio is een brug te ver. Niet voor 1 directie, maar voor de organisatie. -Zorgt voor interne mobiliteit. -Cao besteedt aandacht aan fysieke belasting; -Wet werk en inkomen: medewerkers met een handicap moeten actiever mee in het reguliere arbeidsproces. -Etniciteit wel ooit in kaart gebracht, die is niet meer. geen aparte groepen. -Wel aandacht aan een logische manvrouw verdeling. -Voor uitvoerende functies gekeken naar de ouderwordende medewerker Vooral in fysiek zware beroepen.

houden. Geld wordt gestoken in, flexibel met functieomschrijving en werkzaamheden voor ouderen. Aanpassen van de functie en werkzaamheden voor ouderen -Tijdelijk in dienst nemen wordt lastig gemaakt door de wet flex en zekerheid. Zorgt voor inhuur en daarmee extra kosten Overheidsorganisaties zijn eigen risicodragers

context. Dus daarom krijg je nog al eens te maken met managers die geen manager zijn, maar waren wel het beste jongetje, meisje in de klas. Dus je verliest een hele goede vakman en je krijgt er een hele slechte manager voor terug. Je kunt iemand niet kwalijk nemen dat hij een andere inkomenspositie inneemt.

benoemd die onder generieke profielen vallen.

No

No

No

Age and fulltimeparttime

-

-

-

CAO

-

Yes

-

Yes

Yes

-

-

Yes

-

Laws and regulati os

-

Subsidies, contracten mogelijkheden

Subsidies

Beperkt aantal tijdelijke contracten

Wet werk en inkomen

Overheidsorganisaties zijn eigenrisicodrager Subsidies om ouderen in dienst te hebben

-

Contractmogelijkhe den

contactmogelijkhede n

82

Coding of the labor market contingency factors Three of the organizations are considered to operate in a generally slack market

depends on the geographical location, Bank Co. is labeled as having a competitive

and four in a generally tight labor market. Two organizations have internally

labor market because strategic personnel policies, such as recruitment, are

decided that they, in general, will not attract employees from the external labor

adapted in some locations as a result of the competition in the labor market.

market. Only highly specialized functions are an exception to this rule. In the study,

Railroad Co. is labeled as having no competition while they claim that they are the

these organizations are labeled as having a “locked” labor market. These

only organization for their target group.

organizations are left out of the comparison. They are not used in this comparison, because they are considered as having a narrow view on the labor market with their focus on highly specialized functions.

The score of the different organizations regarding the labor market are presented in table 17. Figure 12 gives an overview of the cells of the labor market quadrants and the classifications of the organizations. The two organizations with a locked

Table 17. labels on the labor market contingency factors Tightness

Competition

Assurance Co.

Slack

Yes

Healthcare Co.

Tight

Yes

High Tech Co.

Tight

No

Education Co.

Tight

No

Local Gov.

Locked

Yes (highly job specific functions)

Polder Co.

Tight

Yes

Railroad Co.

Slack

No

Regional Gov.

Locked

Yes (specialized function)

Bank Co.

Slack

Yes, depending on the location

labor market are excluded in this overview and in the analysis concerning the labor market

tight

High Tech Co. Education Co.

Healthcare Co. Polder Co.

Railroad Co.

Assurance Co. Bank Co.

Slack Low competition

High competition

Figure 12. the labor market classification

Concerning the level of competition in the labor market, the pool consists of four organizations having a competitive labor market and three having a noncompetitive labor market. Although the level of competition in the labor market

83

Appendix 5: Segmentation Assurance Co. Segm entat ion

-Vakspecialisme leidt tot beperkte uitwissingmogelij kheden. -Traineeships voor functies met specialistische vakkennis, waarbij kandidaat ook sociaal onderlegd moet zijn. Organisatiekennis is te leren.

Healthcare Co. -Spp moet ook in de overhead, maar is minder accuut dan de core business. -Ook wat betreft omvang bereik je bij de core business meer. -Overhead is minder afhankelijk van de vraag, maar het werkt wel door. -Spp in de overhead is minder gericht op kwantiteit en meer ad hoc. -Ook in de overhead: Nu veel vaste contracten aanwezig. Wel zo lang mogelijk tijdelijke contracten.

High Tech Co.

Education Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

-Hoogopgeleid personeel Focus op 1 bedrijfstak in spp; R&D (meest stabiele, ook core) e 3 bedrijfstak is de meest volatiele; daar op termijn een vaste en flex omdat er sneller geschakeld kan worden in de productie -Andere bedrijfstak wordt vraag gecreëerd door klanten Voor support geen planning. -Support wordt in de markt gekocht, niet de beste nodig -Support is Ad hoc, worden met impulsen mensen aangetrokken. -Support is geen core business Ad hoc wanneer impulsen nodig zijn bij support. -Succession planning voor top Directe vervanging niet noodzakelijk, taken kunnen overgenomen worden intern. -Extern werven is waarschijnlijk, voor top. -Spp minder bij ondersteunende functies. Kennis afdekken wel belangrijk. Ad hoc vast dienstverband niet alleen bij core business. e - Flexschil leidt tot 2

-Flexibiliteit door, belang van contact met het bedrijfsleven, -Koppeling aan flucturerende thema’s/ vraag (4 jaar). -Waar de krapte is op dit moment, dat is een hele essentiële, waar langdurige krapte is.

-Hogere functies, met vakinhoudelijke kennis van hoog niveau, mogen wel naar buiten. Niet vanwege tekort op dit moment. Organisatiespecifi eke kennis niet van belang voor deze functies. Van buiten is juist verfrissend Organisatiespecifi eke kennis is te leren

-Voor groepen met krapte loopbaanpad en creëren: horizontaal, verticaal, diagonaal om ze behouden voor de organisatie, of sector. Sleutelpositie s zijn niet onmisbaar. Kennis moet overgedragen worden aan het eind van een loopbaan -Kritische functies zijn functies die wegvallen die op de externe arbeidsmarkt moeilijk te vinden zijn -Wordt niet gekeken naar cruciale taken binnen de organisatie in spp

-Bij operationele functies is planning simpeler, zolang je hetzelfde blijft doen, kun je alleen het proces nog optimaliseren Voor deze operationele functies blijven de competenties gelijk. -Bij moeilijk invulbare posities wordt er vanuit angst door managers een lange termijn contract gegeven, dat is onnodig. -Management development groep. Dus dat is de groep waarin je eigenlijk uiteindelijk je poogt je toppers te halen in termen van doorstroom. En als je daaronder de management

-Het gaat om de groep mensen die het leuk vindt om te bewegen -Generalisten kunnen altijd rouleren, specialisten moet je op hun plek laten als je beleidsmatige ruimte open laat om specialisten minder te laten rouleren, dan zijn leidt dat tot meer specialisten. -Leidinggevenden bewegen niet veel omdat ze aan de inhoud van de functie zijn verbonden. Voor financiën is het lastig mensen binnen te krijgen, de rest gaat relatief snel. -Juristen aanbestedingsrecht is ingewikkeld, omdat die vaak bij een groot kantoor zitten en niet makkelijk mobiel zijn. -We gaan vrij ver in externe werving, dus uiteindelijk heb je overal wel een specialist voor. -Strikt met de arbeidsvoorwaarden -Beleidsontwikkeling is projectgestuurd en dynamisch, beleidsbheheersing is statischer. Bij de statische groep moet bewust een besluit genomen worden of iemand op zijn plek zit, dat is

-Bij specialisme ook externe kennis nodig, die snel een project kunnen doen, dat is een andere flexibiliteit. -Voor de vaste kern moet je altijd aan zelf opleiden doen. Bij tekorten in vaste kern, niet creatief omgaan met belonen, maar in gesprek met managers over zelf opleiden. -Beheersmatige zaken, die je niet makkelijk outsourced en het vaste werk ondanks seizoensinvloede n is de vaste kern. -Kennisintensieve functies is moeilijker te vervullen. Beroepsspecifieke kennis, In gesprek met directeuren of deze groepen zelf zijn op te leiden

84

garnituur werknemers. Die zijn niet goed genoeg

Distin ct group s

-Vakspecialisme -Trainee voor top

-Core business & overhead

-Core business & overhead -Stabiel & volatiel

trainee groep zet, he dan weet je. Dat zijn wel uitingen hoe je dan bezig bent naar de toekomst toe.

-Focus op groepen met langdurige krapte

Coding of the segmentation

-Focus op functiegroepen op basis van krapte op de arbeidsmarkt

-Groepen met krapte

-Planning is simpeler als het werk niet verandert.

de vergeten groep. -Focus op de statische, vergeten groep Specialisten kunnen niet in een roulatieschema, die moeten hun werk doen. -Als je veel als specialistisch werk bestempelt, ga je minder in gesprek over de mobiliteit in de organisatie. -Met specialisten zou je in gesprek kunnen over uitwisseling met andere organisaties. -Specialisten blijven vaker zitten dan generalisten werving gestart voor trainees voor aankomend jaar. -Kennis borgen moet meer een issue zijn. Dat zou meegenomen moeten worden in spp maar is op dit moment nog niet over nagedacht. -Generalisten/ specialisten. -Mobiliteitswens -Statische groep

Niet mee gaan in dik belonen om het op te lossen. -In de top van de organisatie, is een opvolgingsprogra mma. -Wordt constant over opvolging gesproken in de top van de organisatie. -Vanuit een voorbeeldfunctie moet daar ook mobiliteit zijn

-Specialismen -Vaste kern krapte

organization regarding SPP. The groups that are mentioned as being different/

The respondents provided several indications that segmentation of SPP is

having priority are: specialists, the top of the organization, core business, groups

implemented in organizations. All Interviewees indicate either SPP focuses on one

with shortages on the labor market, changing functions and the permanent

specific group or the SPP is differently designed on behalf of different groups. The

formation (Table 18).

interviews show that organizations differentiate between groups inside their

85

Organizational specific knowledge is not considered to be an issue in SPP on which

Three respondents distinguish between specialists and generalists in SPP.

should be focused to a greater extent (Assurance Co., High Tech Co., Local Gov. and

Generalists are able to move in the organization while specialists are less inclined

Regional Gov.). However, the transfer of the knowledge should be considered. Two

to move (Regional Gov. & Assurance Co.). Two organizations mention difference in

organizations stipulated their SPP focuses on the core business. Personnel planning

SPP based on the changing nature of functions. Railroad Co. mentions SPP is easier

in their overhead and support staff for business operations has a more ad hoc

when functions remain the same. Regional Gov. states the focus in SPP should be

approach.

on the functions that remain the same, while employees in these functions are less

Multiple

organizations

implemented

succession

planning

and

management traineeships for the top of the organization which indicates

inclined to be mobile.

differentiation between the top of the organization and lower level positions. Table 18. Segmentation Assurance Co. Healthcare Co.

Groups

Reasoning/ implementation consequences

Specialists The top of the organization Core business

-Limited internal exchange possibilities. -Traineeship. -In the core business, SPP is more acute compared to overhead functions -Magnitude of the core business is greater -Overhead is less dependent on the demand -Overhead has a more ad hoc approach -The focus is on the core, more stable business line. -Overhead functions have a more ad hoc approach, external replacement and no internal education. There is no SPP in overhead functions. -Focus is on the groups of employees were there is a prolonged shortage.

High Tech Co.

Core business

Education Co.

Prolonged shortage

Local Gov.

Groups with shortage in the labor market Groups with shortage

Polder Co. Railroad Co. Regional Gov

Bank Co.

Changing functions Top of the organization Generalists and specialists Permanent group, non changing functions Trainees Specialists Permanent formation Top of the organization

-Certain types of personnel (high level of job-specific knowledge)s are not located in the internal labor market. -Creation of career paths to retain employees for the organization. -Storage of knowledge of key positions. -Planning is easier when work doesn’t change. -Management trainees -Specialists are less mobile in the organization. -Focus, because this group gets forgotten. -Top of the organization -External hiring -Internal education -Succession planning

86

Appendix 6: Supply analysis Assurance Co. -Floatschouw van je personeel. -We hebben een performancema nagement systeem met competenties en met resultaatgebied en. Dus standaard, wat heel veel bedrijven hebben. -Kijken naar kwaliteit en kwantiteit van de bezetting. Nu heel erg ad hoc -Gesprekken met mensen die 5 jaar op dezelfde plek zitten over mobiliteit om beweging te creëren Continu kijken wat de organisatie heeft. -Mensen werken hier lang.

Healthcare Co. -Leeftijd in beeld brengen is het meest grijpbare. -Kwalitatieve, hoe competenties veranderen in beeld krijgen is moeilijk. -Monitoren hoeveel vaste contracten er zijn. -Omdat de huidige bezetting veroudert, stromen er binnenkort mensen uit, daarom meer mensen in vaste dienst nemen. Competenties van medewerkers zijn niet in kaart gebracht. -Leidinggevende kent de kwaliteiten

High Tech Co.

Education Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

-We niet zozeer uit van de headcount, wat voor veel bedrijven het uitgangspunt is. Maar wij gaan uit van competenties. Begonnen met die competenties helder in beeld te krijgen. -Individuele competenties in kaart te krijgen. -Verschil tussen werknemers wat betreft mobiliteitswens. -Langere dienstverbanden leidt tot noodzaak spp. -Organisatie wil werknemers voor loopbanen aannemen, niet alleen voor banen -Mensen haken binnen 2 jaar af, of gaan nooit meer weg, verloop tussen 35 en 40=0.Cijfers verloop bekend -Laag verloop leidt tot snel verouderen

-Foto van de afdeling duurzaamheidk arakter: tevredenheid, enthousiasme en vitaalheid medewerkers in de toekomst (5jr). -Uitgaande van het bestaande personeelsbesta nd en waar mogelijke problemen ontstaan. -Foto aan het maken over de kwalitatieve en kwantitatieve aspecten van de organisatie. -Potentieel van mensen zit impliciet bij de directeuren, niet centraal. Moet wel bekend zijn voor strategische personeelsplan ning -Ontwikkeling eigen personeelsbesta

-Kwalitatief inzichtelijk maken is moeilijk. Opleidingsgegeve ns zijn niet gedigitaliseerd. -Functioneren en beoordelingsgesp rekken automatiseren. -Uit de systemen kunnen halen wat de kwalitatieve en kwantitatieve situatie is. -Verloop in moeilijk invulbare functies. -Nu al een langdurig tekort in sommige functies. -Uitstroom komende 5 jaar in kaart gebracht in moeilijk invulbare functies. -Kwaliteiten en inschattingen bepaald door leidinggevenden. -Hoog verloop onder hoogopgeleide. -Uitstroom op basis van

-Huidige bezetting in kaart brengen. -Kwantitatief en kwalitatief. -Kijken naar functie, verblijftijd, leeftijd, hoe lang kunnen ze nog blijven? Willen, kunnen mensen ontwikkelen en bewegen. -Frequentie om naar het aanbod te kijken, moet na evaluatie van de pilot blijken. Elk jaar monitoren om bij te sturen. Jaarlijks uitzetten hoe medewerkers er voor staan en wat ze moeten doen aan ontwikkeling. -Nu ad hoc, teveel op basis van individuele keuzes en wensen. Moet op basis van afdelingsplan, wat er nodig is en gestructureerder -Laag verloop 12% pensioen en

-Je moet vastleggen wat je huidige kwaliteit is. -Je weet het verloop, je weet de kwaliteiten die je nodig hebt, dat is goed in kaart te brengen. -Verkeersleiders: Het enige wat er strategisch aan is, is dat we een keer een systeemsprong gaan maken waardoor er minder en andere kwaliteiten nodig zijn. -geen beeld hoe die er uit ziet. Nu is het gericht op instroom, en uitstroom en opleidingsuitval. -Het liefst 1 keer per jaar een foto van de totale afdeling en ook individueel, wie zijn je backbones en wie gaan het niet redden en wie moeten naar een andere plek schuiven. -Eerste stap voor spp is het in kaart brengen van je populatie Op afdelingsniveau wordt nadrukkelijker geschouwd. -Het liefst alle gegevens vast leggen in

-Wat is er nu aanwezig, wat is er nu nodig op basis van mensentypen. -Nu vindt er inhuren van externen plaats als er een intensivering plaats moet vinden terwijl er intern misschien ook mensen zijn die dat kunnen en willen. Daar is geen beeld van. -Er zijn wel jaargesprekken, maar het overzicht ontbreekt Met het management medewerkers langs lopen om potentie te inventariseren. Dan gesprek aan gaan met de medewerker over mobiliteitswensen. -Leidinggevende bepaalt wie er geschikt is voor verschillende functies. -Competentiemanagement door minimaal 3 gesprekken met paar tussen bureauhoofden en medewerkers, in de praktijk gebeurt dit minder. -Competenties zijn niet vast gelegd. -Ik heb onvoldoende zicht op de toegevoegde waarde van geautomatiseerde systemen voor competentiemanagement. -Uitstroom en verloopcijfers zijn bekend. Functieverblijftijd is een eindeloze definitiekwestie -Uit een floatschaal blijkt dat leidinggevenden meer mobiliteit voorzagen, dat is positiever dan

-Praten over de toekomst meer dan een tool wat een aantal dingen in kaart brengt. -Cijfers instroom en doorstroom zijn bekend. -Goed om met medewerkers in gesprek te gaan over wat ze willen. -In de top van de organisatie wordt veel doorgeschove n, lager in de organisatie zie je dat minder. -Lokaler gebeurt dat wel. Wordt ook in gefaciliteerd dat er over gesproken wordt. -Wat hebben we en hoe kan er beweging aan

87

-laag verloop, dat is het probleem, daar komt de noodzaak voor bewegen vandaan en de reorganisatie

van de medewerkers.

-Kwalitatief en kwantitatief expliciet maken -Nu ad hoc

-Kwalitatief en kwantitatief -Impliciete competenties

-Kwalitatief en kwantitatief -Expliciet maken

nd, vergrijzing. Verloop gaat groter worden in de toekomst onder jongeren.

pensioenleeftijd is 185. Als de arbeidsmarkt aantrekt, dan nog 10% extra

dienstverbanden die aflopen. -Hoog verloop onder jongeren.

systemen. -Redenen voor uitstroom moet beter geïnventariseerd gaan worden. Nu is het afhankelijk van de manager. -Mensen vinden eigenlijk zelf ook wel dat ze moeten bewegen, maar zien de mogelijkheden. -Veel lagere uistroom dan landelijk; 2.5% Mensen zijn vergroeid met het bedrijf en managers zijn vergroeid met de mensen die er zitten dat vertroebelt soms de blik van managers

verwacht. -Niet alleen vanuit probleemgevallen, maar ook vanuit het behouden of doorontwikkelen of horizontaal bewegen. -Je bepaalt de inzet van het management richting de gesprekken met de medewerkers. Het management geeft aan voor welke medewerkers ze het gesprek aan willen gaan over mobiliteit oude model had teveel parameters om werkbaar te zijn. -Floatschaal wordt vastgesteld In de voortgangsgesprekken wordt daarover gesproken; medewerkers kunnen zelf aangeven of ze mobiel willen zijn. -Nu ontwikkelen we een model om een gesprek te voeren over de floatschaal. Hoe vaak moet dat gaan gebeuren? -Uitstroom en verloopcijfers zijn bekend

gegeven worden. -Uitwisselen van personen. -Uitstroom percentage is heel laag.

-Kwalitatief en kwantitatief -Expliciet maken

-Kwalitatief en kwantitatief -impliciete competenties

-Kwalitatief en kwantitatief -Expliciet maken

-Kwalitatief en kwantitatief -Expliciet maken

-Kwalitatief en kwantitatief -Impliciete competenties -Mobiliteitswens

-Kwalitatief en kwantitatief. -Wensen medewerkers in kaart brengen -Expliciet

88

Coding the supply analyses The interviews show that all organizations have some sort of database regarding the quantitative aspects of their personnel (such as age, contracts and outflow). Qualitative data on the competencies, potential or mobility desires of employees are less often made explicit. In four of the nine organizations this type of data is implicit knowledge of the manager without explicit storage. The five other organizations either have made this data explicit or are currently in the process of documenting the competencies of employees. Four of the organizations mention they are in the process of creating an inventory of the mobility wishes of employees. None of the organizations appeared to apply the supply analysis techniques in such a structured manner as suggested by Kispal-Vitai and Wood (2009). The differences and similarities in the supply analysis are displayed in table 19 and a description of details is given in appendix 6. Table 19. Labels on the supply analyses Quantitative

Qualitative

Assurance Co.

Documented

Documented

Readiness and willingness to move 5 years in one function

Healthcare Co.

Documented

Implicit

-

High Tech Co.

Documented

Documented

Making inventory

Education Co.

Documented

Documented

-

Local Gov.

Documented

Implicit

-

Polder Co.

Documented

Documented

Making inventory

Railroad Co.

Documented

Documented

-

Regional Gov.

Documented

Implicit

Making Inventory

Bank Co.

Documented

Documented

Making Inventory

89

Appendix 7: Demand analysis Assurance Co.

Healthcare Co.

High Tech Co.

Education Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

-Hoe moet de plaat van de organisatie er uit zien? -Continu kijken naar de ideale situatie per businesslijn. -Veranderende streeforganisati e. -In gesprek met de business benodigdheden bepalen. -Business moet aangeven wat er nodig is voor talent om een winning business te worden over 2 jaar. -Business line moet behoefte aangeven wat er nodig is om een winning team te worden. -Nu wordt er gedacht over kwaliteit, Moet nog over kwantiteit en vast-flexibel. -Kennis van de

-Gesprek met de top bepalen waar je heen wil als organisatie en welke medewerkers er bij horen en hoe de gap te overbruggen. -Ook in gesprek met de medewerker en hun behoefte de behoefte van de klant. -Model voor werkzaamhede n moet niet alleen op hoofdkantoor bedacht worden -Op dit moment gesprekken met doorsnede van groep medewerkers, bestuur en managers over de behoefte van klanten. Middenkader moet dit vertalen naar competenties. -Monitoren hoeveel werk er is.

Onbekend welke competenties zijn over 5 of 10 jaar nodig zijn. -Vraag naar competenties op middellange termijn. 3-5 jaar is lang. -Zoeken naar de behoefte als we de investeringen zo laten doorgroeien. -Voor de behoefte van de klanten in overleg met de klanten, -Scenarios gedeeltelijk zelf bepaald, gedeeltelijk in overleg met de klanten. -Heeft tijd gekost om competenties en toekomstige competenties in beeld krijgen. -Groei is verwacht

-Behoefte moet gebaseerd zijn op doelstellingen vanuit organisatiebe hoefte. Geen beeld van de verwachtte doelen van de organisatie., of je daar de juiste mensen voor hebt wat voor soort medewerkers straks nodig is, is niet planmatig uitgewerkt. -Planmatig is van toegevoegde waarde, maakt het gefundeerder. -Met klanten de eisen van het product bepalen -Elk jaar weer afwachten wie je voor je deur hebt staan op 1

-Alle opleidingsbehoeftes per directie inzichtelijk gemaakt. Opleidingen vanuit organisatiebehoefte. -Strategie heeft invloed op de eisen die worden gesteld aan individuen en functiegroepen. -Target organisatie bepalen. 3-4 jaar, verder kun je niet kijken. Waar je heen wil als organisatie bepaalt wat je kwalitatief en kwantitatief nodig hebt. -Nu de scope van een jaar bij veel gemeentes, ad hoc, uitvoerend Bepalen wat voor organisatie je in de toekomst wil zijn is te lastig -Kwantitatief is er voor de regio een beeld, kwalitatief nog niet. -Assumptie dat arbeidsmarkt en de vraag naar de moeilijk invulbare functie gelijk blijft. -Type organisatie en behoeftes zijn onduidelijk, daarom uitgaan van de huidige situatie. Situatie kan

-Toekomstige eisen voor alle afdelingen in kaart gaan brengen. -Scenario’s in kaart gebracht voor 2 afdelingen en wat dat betekent voor de competenties en taken Toekomstige kwaliteit die nodig is. -Analyse wat in de Toekomst nodig is, is tot 2016, Organisatiebree d 2020, Bepaalde afdeling al 2030. -Kijken naar wat er in de toekomst nodig is, is nog geen beeld frequentie waarop dat moet gebeuren. Afdelingshoofde n en

-Hoeveelheid en kwaliteit van de medewerkers. Vanuit bedrijfsdoelen vertalen, zowel nu als in de toekomst de juiste mensen met juiste kwaliteiten op de juiste momenten. -Visie over hoe het bedrijf zich ontwikkelt en wat dit betekent voor de werkzaamheden in de toekomst. Wat zijn nu de kerntaken en wat in de toekomst. -18 maandelijkse planning voor een bedrijfseenheid is geen strategische planning, dat is de planning. -Het enige wat er strategisch aan is, is dat we een keer een systeemsprong gaan maken waardoor er minder en andere kwaliteiten nodig zijn. geen beeld hoe die er uit ziet. -Spp is van belang voor de verschuiving in competenties, alleen lossen we hem nu nog steeds in op de korte termijn.

-Wat is er straks nodig op basis van mensentypen -Op welke plekken gaan we capaciteit nodig hebben en wat voor soort capaciteit hebben we nodig koppelen aan de loopbaan van medewerkers -Bezig met management development. Een profiel opstellen om realistische eisen te stellen aan een leidinggevende en ontwikkelen hoe de relatie inhoud en people management moet zijn. Daar zijn we nog niet uit -Als onderdeel van spp kijken naar de kerncompetenties die we straks nodig voor medewerkers. -Toekomstige Kerncompetenties worden tijdens voortgangsgesprekken besproken, niet met iedereen worden daar afspraken over gemaakt. -Met de afdelingen overleggen wat belangrijke pijlers zijn voor de organisatie, wat er moet verbeteren en wat er moet stoppen, ook voor competentiemanagement en om het organisatiebelang te bepalen. -Uiteindelijk kwamen de afdelingen uit op dezelfde belangrijke competentie Zijn nu bezig met het kijken welke competenties hebben we straks nodig en wat voor type

-Instrument dat leidinggevend en met medewerkers triggert om scenario’s in kaart te brengen en vertalen naar wat betekent het voor medewerkers individueel. -Instrument moet zorgen voor een gesprek over wat er zou moeten gebeuren met het team en de individuen door de veranderinge n. -Benodigde competenties van medewerkers en leidinggevend en van bovenaf geformuleerd . -Die

90

markt en de ambitie is nodig voor spp; Weten waar je wil staan. Toekomstbeeld, hoe de organisatie er over x jaar uit ziet; een Targetorganisati e. -Geen lange termijn targetorganisati e aanwezig, Wel impliciet bij de ceo. -Continu kijken wat de organisatie heeft en kijken hoe zich dat verhoudt tot wat er nodig is.

-Trends in Nederland niet direct bruikbaar voor de regio. -Schatten van de benodigde capaciteit is moeilijk. -Moeilijk te onderzoeken hoe verandering in financieringsstr omen de vraag van klanten verandert door voor te leggen aan klanten. -Eisen voor werknemers zijn bekend voor nieuwe visie en werk.

-Business moet aangeven wat er nodig is. Targetorganisati e is impliciet bij CEO.

-Gesprek tussen top en medewerkers om behoefte te bepalen.

-Scenario’s in beeld brengen met de klant, gedeeltelijk zelf bepaald.

september

veranderen -Misschien is het niet zo moeilijk om te voorspellen, maar moet er aandacht voor zijn en erover gesproken worden -Toekomstbeeld over organisatie ontbreekt. Toekomstbeeld is nodig bij beslissingen. -Toekomstbeeld is impliciet. Top wil het toekomstbeeld ook scherp krijgen. -Op basis van trends en ontwikkelingen moeten scenario’s gemaakt worden voor uitbesteding. -Scope moet naar 5 jaar en elk jaar bijstelen. -Waar wil je naar toe als organisatie?

teamleiders benoemen waar ze tegenaan lopen in contacten met klanten. -Scenario’s van goeroes over de ontwikkelingen Scenario’s voor de werkzaamhede n door externe experts en interne overleggen.

-Spp vraagt om een gedegen analyse waar je naar toe wil, om de instroom te bepalen. -Nu wordt lean gebruikt om te bepalen wat er nodig is. De uitkomsten van lean, de procesorientatie geeft onderbouwing aan wat je in de toekomst nodig hebt. -Waar je naar toe gaat is een probleem

medewerkers horen daar bij. -Het betrekken van de omgeving op een manier dat je ook strategisch vooruit kunt kijken, wat zij als opgave zien, moet nog ontwikkeld worden. -De eerste stapjes in nadenken over competenties die in de toekomst nodig zijn en type medewerkers, -Coalitieprogramma bepaalt de taken van de organisatie, het directieteam bepaalt hoe het gedaan moet worden. De afdelingshoofden moeten bepalen wat dat inhoudelijk betekent voor het soort medewerkers. -Overleg met meerdere managers over de medewerker en passende functies Bezuinigingsdruk, verkleining, versmalling, verdieping

competenties zijn naar de toekomst toe nodig, nu nog geen gemeengoed. -Komende 10 tot 15 jaar de organisatie neerzetten met de huidige competenties .

-Geen planmatige demand analyse. -Product in overleg met de klant.

-Nu de scope van een jaar. -Kwalitatieve eisen in beeld, kwantitatief niet. Uitgaan van huidige situatie. -Toekomst beeld is impliciet.

-Contact met klanten en op basis van scenario’s.

-Nu nog op korte termijn. -Lean= intern bepalen= in progress.

-Spreken over toekomstige competenties en afspraken erover maken. -Met de afdelingen belangrijke competenties bepalen Omgeving nog niet betrokken hierin. -Intern bepalen.

-Van bovenaf competenties formuleren. -Top down.

Coding the demand analyses The interviews indicate organizations differ in their knowledge of the future needs

91

and ways to forecast the demands. There appears to be a difference in predicting

qualitative demands are currently unknown to the organizations (Local Gov.). Two

quantities and predicting qualities, both in ways to predict and the progress that is

interviews provided too little information to label the presence (Education Co. and

made in predicting.

Railroad Co.). Not all interviews provide the opportunity to differentiate between the qualitative and quantitative determination-process (Assurance Co., High Tech

In four organizations quantitative demands in the future are more or less known (labeled as ‘present’), one organization mentions the quantitative needs are not known (labeled as ‘not present’), in three interviews the presence of known quantities was unclear. Assurance Co. mentioned the future needs are implicit

Co. and Local Gov.). Organizations appear to have more tools to determine qualitative needs, than to determine quantitative needs. Healthcare Co., Education Co., Polder Co., Bank Co. and Regional Gov. show distinct ways to determine qualitative and quantitative needs. (table 20)

knowledge of the manager. It is unclear whether this is mentioned regarding quantities, qualities or both. Railroad Co. mentioned they are currently focusing on

The presence of any of the demand analysis techniques described by Kispal-Vitai

the optimizing their processes, the results should give an indication of their

and Wood (2009) was not indicated by any of the interviews. Due to the

demands in the future.

appearance of the diversity in qualitative and quantitative needs, the labeling of formal and informal information systems was made too difficult. However, three

Four organizations mention their qualitative needs are more or less known (labeled as present) and one organization mentions they are currently starting documenting the future qualitative needs (Reg. Gov.). One organization mentions future

organizations that have documented quantitative and qualitative needs, established these formally (through dialogue with customers or employees, not by supervisory evaluations as suggested by Choudhury, 2007).

Table 20, labels on the demand analyses Assurance Co.

Quantitative Implicit

Qualitative Implicit

Present

Determine needs -Continued monitoring ideal situation -Business should indicate needs -Monitoring the amount

Healthcare Co. High Tech Co. Education Co.

Present Not present

-Dialogue with Customer and internal -

Present -

Local Gov. Polder Co.

Present -

-

Not present Present

Railroad Co.* Regional Gov.

Present

-Reduction of the workforce

Starting

Bank Co.

-

-

Present

Present

Determine needs -Continuously monitoring ideal situation -Business should indicate needs -In dialogue with top and employees on qualities, middle management should compose competencies -Dialogue with Customer and internal -In dialogue with customer for qualities -The kind of employee needed is not systematically discussed

Formality Formal Formal

-Departments and team leaders discuss what they encounter in customer contacts -Currently studying the future competencies needed -Dialogue with departments on qualities Qualities formulated at the top

Formal -

92

Appendix 8: Intervention Techniques Assurance Co.

Healthcare Co.

High Tech Co.

Education Co. -Wel algemene werving verbetere n. Effectivtei t werving vergroten

Local Gov.

Polder Co.

profilin g

-Bezig met Employer value proposition om bedrijf te vermarketing en. -Werknemer moet bewust voor de organisatie kiezen.

-De sector promoten in werkgeversverband.

-Algemene promotie. -Heel brainpoort Eindhoven Area, daar spelen dit soort dingen. Hoe je zuidoost Brabant als technologiecentrum van Nederland en misschien wel van europa overeind kunt houden.

-Imagoprobleem als gemeente. -Maar ik denk, naar de toekomst toe, dat je daar actiever. Maar betekent ook dat je op gebied van arbeidsmarktcommunic atie dat je ook daar, weet je we hebben toch ook een imagoprobleem als gemeente. Zo sexy is de overheid nog niet voor de gemiddelde starter op de arbeidsmarkt.

-Bekendheid creëren met de taken van de organisatie. -Promoten van de sector. Brancheimago is belangrijk voor de werkgever. -Ook bezig met organisatie-imago

Organiz ation Branch

Ja

-

Ja

-

-

-

-

Ja

Ja

-

-

internal Mobilit y

-Een groep werknemers is weinig mobiel geweest en daardoor moeilijk plaatsbaar. -Vooral op management niveau vindt

-Interne doorstroom omdat aan de ene kant een overschot komt aan personeel, en aan de andere kant een tekort. -We weten dat daar problemen gaan ontstaan, want dat huishoudelijk werk wordt alleen maar

-Vrijheid voor werknemers voor taken in development. -Eisen individuen en organisatie kan gaan wringen. -Potentie is bepalend voor de mogelijkheden van medewerkers.

Carrièrepl anning is lastig. Voldoend e ontwikkeli ngsmogeli jkheden veel

-Veel investeringen in ontwikkeling. -Korte loopbaanpaden zijn niet bewust gekozen door de organisatie. -Ervaring en competenties omzetten naar diploma’s -Met diploma’s het niveau omhoog te

Railroad Co.

Regional Gov.

Bank Co.

-Imagoproblemen door onbekendheid met het werk en stoffigheid van het middenbestuur. -Geen campagne om het imago te verbeteren. -Complicerend voor spp is dat mensen kiezen voor de inhoud van het werk, niet voor de organisatie. -Eerste loyaliteitsverbinding is die met de inhoud van het werk.

-Grijs imago voor de sector. -Hoge beloning maakte het aantrekkelijker. Beloning gaat naar beneden. -Met de bond van verzekeraars en banken mensen te enthousiasmeren voor de sector. -Usp’s te vinden om bestaande medewerkers maar zeker ook de nieuwe medewerkers te enthousiasmeren. Aan de ene kant zijn we een eigen bedrijf met eigen verantwoordelijkheid en eigen beelden en ook een bepaalde eigenheid die usp’s.

-

-

Ja

Ja

-

-

Ja

-Leerbaarheid van sommige werknemers is te laag -Meer opleidingsbudget dan in de zorg. -Nog weinig te maken met mensen die weg vallen uit hun

-Willen mensen breed maken, dus intern of extern doorstromen binnen 3 of 7 jaar. -Doorstroom verplicht maken kan

-Faciliteren dat de medewerker eigenaar is van zijn loopbaan. -Kansen van interne en externe mobiliteit beter benutten, dat is nog niet van zelfsprekend. -Medewerkers moeten mobiel worden om de

-Medewerkers stimuleren mobiel te zijn. -Cultuur waar het normaal is om gesprekken te hebben over, of je op de juiste plek zit. -Mobiliteit moet ook op het hoogste niveau in de organisatie plaatsvinden als voorbeeld.

93

Policy to stimula te internal mobilit y Flexibili ty

mobiliteit wel plaats -Gesprekken met mensen die 5 jaar op dezelfde plek zitten over mobiliteit om beweging te creëren. -Employability vergroten zodat werknemers kunnen kiezen te blijven of weg te gaan bij een reorganisatie -Werknemers moeten bewust zijn en moeten bewegen.

minder. In hoeverre kunnen we nou bezettingsprobleem in de AWBZ extramuraal voor een deel oplossen door mensen uit de WMO opleiding te geven en door te laten stromen naar de AWBZextramuraal. -Medewerkers omscholen om in te spelen op andere vraag. -Medewerkers moeten zelf van functie willen veranderen -Opleiden alleen als het voor de organisatie nuttig is.

-Ontwikkeling t is eigen verantwoordelijkheid. -Verschil tussen werknemers wat betreft basis van mobilteitswens. -Gesprek over ambities 1keer per jaar. -Ontwikkeling op basis van Organisatiebehoefte en Individuele behoefte. - Eventueel externe mobiliteit. -We weten dat iemand de ambitie heeft om door te groeien, is wat anders dan iemand die de ambitie heeft om de carriere op een stoel te maken.

mogelijkh eden voor horizontal e mobiliteit. Profession als zijn moeilijk employabl e in andere sector, wel in sector zelf.

-Structureel mobiliteit door beleid

-Incidenteel

-Structureel kijken naar wensen

-Geen actief beleid

-Flexibele schil is voor het eerst bespreekbaar.

-Zo flexibel mogelijk blijven met behulp van flexibele contracten om in te spelen op de

-Flexibiliteit creëren door competenties over mensen/rollen heen te organiseren.

-Meer flexibiliteit in contracte

krikken. -Je moet ze in ieder geval regionaal bekend maken, van Local Gov. heeft deze functies vacant. Dan kunnen er nog weer mensen vanuit omliggende gemeentes daar weer op reageren. Dat betekent dat wij ze dan in huis hebben, maar dat dan de vertrekkende gemeente, die heeft dan daar weer een probleem. -Cao zegt dat medewerkers in algemene dienst moeten zijn, binnen een gemeente nu vacant hadden, die intern wel of niet ingevuld zijn, want dan kan een stoelendans kan dan natuurlijk weer plaatsvinden. Maar dat is allemaal intern.. -Geen actief beleid

functie. Maar voor de laaggeschoolden gaat het niet lukken werk te vinden in de sector. -Bij “projecten” is een goed loopbaanpad. -Bij uitvoerend werk is de doorgroei moeilijker, wordt in de toekomst een ander type kennis gevraagd van medewerkers Je moet eisen dat iemand het niveau haalt, maar opleidingen werken niet. -Bij het niet behalen van het niveau moet iemand naar een andere werkplek.

niet, dat past niet bij de organisatie en de bonden komen dan in opstand. -Mensen vinden eigenlijk zelf ook wel dat ze moeten bewegen, maar zien de mogelijkhede n niet.

organisatiebelangen te dienen In principe voor 3-5 jaar op een plek. -De verbinding met de inhoud van het werk belemmert de doorgroei. -Interne mobiliteit in kleine stapjes

-Geen verplichting door te stromen. -Mobiliteit moet niet gedwongen worden

-Geen actief beleid

-Mogelijk

Mogelijk

Mogelijk

-Op hoger niveau is een verschuiving van specialisten naar generalisten nodig.

-Afweging vast, tijdelijk of extern -En we kennen maar een heel

-Inhuur was de flexibele schil, Inhuur vanwege

-Uitwisselen heeft als doel om medewerkers te faciliteren in hun

-Heeft met specialisme te maken. Andere flexibiliteit, in alkmaar op basis van uitzendkracht

94

-Ja.. mensen die hebben nu natuurlijk allemaal een contract voor onbepaalde tijd. Ja in het begin nu niet, in het begin krijgen ze een jaarcontract. -Uiteindelijk als je inderdaad toe zou gaan naar; geef iedereen een contract voor bijvoorbeeld 4-5 jaar ofzo. Daar zou ik helemaal voorstander zijn. -Ineens mensen allemaal een contract voor bepaalde tijd geven, dat is veel te hip. Dat gaat veel te snel he.

Label Policies for

opstarten

politieke veranderingen. -Afscheid nemen van tijdelijk personeel vanwege veranderde financiering. -Kleine vaste kern, om maximaal flexibel te zijn. -Interne doorstroom omdat aan de ene kant een overschot komt aan personeel, en aan de andere kant een tekort. -Werk anders organiseren zodat er minder ‘krappe’ functies nodig zijn. -Tekorten worden opgevuld door parttimers meer te laten werken, dan 0urencontractanten, dan uitzendbureaus. -Hebben een club mensen in dienst en daarbinnen halen wij werkelijk alles uit de kast, op het gebied van flexibele contracten, jaarcontracten, flexwet, alle gaten die de wet kent, alle grenzen die de wet kent, die zoek je daarin op om zo flexibel mogelijk. High

-Medewerkers zijn flexibel in de organisatie. -Flexibiliteit door Prioriteit aanbrengen in taken afhankelijk van de noodzaak. -Flexibiliteit kan gecreëerd worden door delen van het werk/taken uit te stellen. -Extra vraag in productie leidt tot interne verschuiving van personeel. -Grenzen van taken zijn niet heel strak, dat creëert de mogelijkheid tot flexibiliteit. -Arbeidsmarkt bepaalt de flexibiliteit die gerealiseerd kan worden. -Verdeling van taken met leveranciers creëert mogelijkheid tot flexibiliteit. -Verdeling taken met klanten creëert mogelijkheid tot flexibiliteit.

n. Gebonden aan de CAO maar proberen steeds meer korte termijn contracte n. -Beperkt aantal tijdelijke contracte n is wel beperken d voor flexibiliteit , afdelingen hebben er toch geen moeite mee.

Procesmatig denken is belangrijker dan kennis, omdat de taken steeds veranderen. -Hoger in de organisatie moeten Medewerkers flexibel zijn in het werk dat ze uit kunnen voeren. -Alle tijdelijke dienstverbanden zijn afgelopen. -Cao zegt dat medewerkers in algemene dienst moeten zijn, binnen een gemeente. -Taken van de gemeente schuiven naar de burger vanwege hoge kosten.

beperkt aantal tijdelijke dienstverbanden. En dat zijn met name toch de dienstverbanden voor de projectmedewerk ers waarbij dus voor een aantal jaren iets wordt aangeboden. -Tijdelijk in dienst nemen wordt lastig gemaakt door de wet flex en zekerheid

kostenoverwe gingen terugbrengen, nu beginnen met 1-jarige contracten voor nieuwe binnenkomers om flexibiliteit te creëren. -Aannemen op projectbasis om flexibiliteit te creëren. -Om flexibel te blijven kijk je ook naar wat voor mensen je daar voor nodig hebt. Bij jongeren zijn flexibele contracten minder een probleem. Die kiezen voor een job, niet voor een baas.

ambities en als organisatie word je er beter van doordat je netwerk wordt vergroot, de medewerker weerbaarder worden zodat je in kunt spelen op de dynamiek. -Als er straks weer bezuinigd moet worden, kunnen je medewerkers beter de arbeidsmarkt op. -Maar we nu bijvoorbeeld veel meer doen, naar de HR’s die ik aantrek. Die zijn allemaal voor 2 jaar .

inwerken en 3 jaar inzetten. -Bij specialisme ook externe kennis nodig, die snel een project kunnen doen, dat is een andere flexibiliteit. -Mogelijkheid onderzoeken om in de vaste contracten flexibiliteit in te bouwen op basis van gemiddeld aantal uren per week. Eventueel Een vaste kern die je flexibel inzet -Buitenstaanders met contracten voor bepaalde tijd om in te spelen op een andere kwalitatieve vraag -Tekorten oplossen door sommige werkzaamheden niet te doen. -Werkzaamheden bundelen of uitwisselen waar specialisme elkaar raken, intern schuiven. -Waar mogelijk dingen op een laag pitje

High

Low

High

Low

Low

Low

High

-Voor grotere groepen geldt vaak: langdurige

-Mobiliteit naar klanten of

-Geen verbande

-Overschot aan personeel uitwisselen

-Uitstroom behouden voor

-Weghalen van personeel

-Onderlinge uitwisseling mogelijk

-Uitwisseling van personeel in de sector

95

person nnel exchan ge

Label

contracten met laag opleidingsniveau waar bedrijven, gezien de arbeidsmarkt niet in geïnteresseerd zijn. Hoger opgeleiden kan wel, maar die groep zijn geen tekorten en zie ik ook niet gebeuren.

leveranciers is positief. -Goed als medewerkers uitgewisseld worden met klanten. -Kleine groep werknemers die gedeeld worden met organisaties in de omgeving. -Overbodige mensen ergens plaatsen.

n met betrekkin g tot personeel. -Geen samenwer king met klanten.

tussen organisaties. -Samenwerken met scholen in de gemeente. Met de scholen overleggen wat er nodig is per scenario. -De regio als 1 arbeidsmarkt zien, zou de mobiliteit moeten vergroten.

de sector of zorgen dat ze later terugkomen. -Vacatures eerst bij andere waterschappen uitzetten. -Geen angst om werknemers kwijt te raken. Komen ooit misschien weer terug -Werknemers overnemen als die bij ander waterschap overbodig zijn.

Geen verbanden

Geen verbanden

Verbanden

Geen verbande n

Verbanden

Verbanden

-Om klanten beter te bedienen is een ander type personeel nodig en moeten onze mensen bewuster, autonomer worden en meer bewegen.

-Medewerkers konden kiezen welke functie ze wilden gaan uitoeren en passende opleidingen volgen. - Inhoud functies evalueren hoe we het zo kunnen organiseren, dat we inderdaad niet een gediplomeerde 3iger nodig hebben, maar toch het werk kunnen laten gebeuren. Dus daar zijn we wel mee bezig.

-Alle opleidingsbehoeftes per directie inzichtelijk gemaakt.

-Ontwikkelen van medewerkers naast de ontwikkeling van de organisatie. -Opleiden, aantrekken, afscheid nemen.

bij organisaties in de sector zorgt voor een probleem daar, waar je zelf ook last van hebt. -Bij schaarste kan er concurrentie ontstaan, maar je kijkt er naar vanuit de sector en vanuit prorail.

Geen verbanden

maken tussen organisaties in het netwerk Voorzichtig op basis van terugkeergaranties -Er wordt wel heen en weer geschoven met personeel tussen het rijk en de provincie, maar we zijn te klein om echt generieke afspraken over te maken Wordt wel geprobeerd om samen te werken, maar is lastig om tussen te komen. Geen verbanden

vindt niet plaats, praten over de problemen wel. -Incidenteel kan er wel iets geregeld worden om kosten te beperken op basis van een sociaal plan.

-Interessantste groep is de horizontale mobiliteit, omdat je daarmee wil uitwisselen. -De mensen van wie de functie verdwijnt, kun je soms met de juiste investering nog handhaven als de ontwikkelingsopgave niet te groot is. Anderen moeten bewegen. - In principe voor 3-5 jaar op een plek.

-Tekorten oplossen door sommige werkzaamheden niet te doen. - USP’s te vinden om bestaande medewerkers maar zeker ook de nieuwe medewerkers te enthousiasmeren

Geen verbanden

96

Coding of the intervention techniques

The fourth intervention technique that was frequently discussed in the interviews is creating an agile workforce. The interviews provided numerous ways

During the interviews several interventions techniques were mentioned; profiling of the organization or the branch, mobility, creating an agile workforce, policies for personnel exchange with other organizations. These will be discussed here because not all organizations use these interventions to the same extent. All labels are presented in table 21.

organizations can create flexibility. Organizations differ to the extent in which tools are implemented to increase flexibility. Organizations are labeled high on implementing flexibility when during the interview policies were mentioned to create flexibility. The mere offering of the maximum number of temporary contracts is labeled as ‘low on flexibility. Other mentioned ways to create flexibility

The theory states that some organizations focus more on profiling specific

are pass on tasks to suppliers or customers, internal shifting of employees or using

functions, while others are more inclined to promote the organization as an

other types of contracts such as project based work. Four of the organizations in

intervention technique to reduce shortages in the workforce. Based on the

the sample are labeled as ‘high on implemented flexibility’, four other

contents of the interviews, this study chooses to remove promoting the function as

organizations are labeled as ‘low on flexibility’ and one organization has no label

an intervention technique while none of the organizations mentioned to focus on

(Assurance Co). Assurance Co is currently considering the implementation of

promotion of specific functions. Promotion of the branch is included as an

flexibility in their workforce.

intervention technique while collaboration to promote the branch returned frequently during the interviews. Four organizations are labeled as ‘profiling of the branch’ and three organizations are labeled as ‘profiling of the organization’. Polder Co. participated in a study on employer status among governmental organizations. However this is not considered the same as profiling of the

The fifth intervention technique that was discussed in the interviews was the presence of policies to exchange personnel with organizations in the environment. Three organizations in the sample mention practices that indicate there is an exchange of employees with other organizations in their environment to cope with gaps in needs and supply of personnel.

organization while the results were not used as promotion material. The theory states that intervention analyses should be based on an identified gap The third intervention technique in SPP that frequently returned during the interviews was internal mobility. Mobility is labeled based on whether organizations actively stimulate internal mobility, or are planning to implement policies to stimulate mobility. Five organizations are classified as having an active mobility policy. Healthcare Co. mentions the recent, incidental shift between two groups in their organization, however they are typified as few mobility opportunities because this was an incident as a result of external changes, not a

between the future supply and future demand. The results of the supply (5.2.1) and demand (5.2.2) show that not all organizations are analyzing these systematically. However, several intervention techniques appear in these organizations as well (5.2.3). This is due to the fact that the intervention techniques are, next to potential techniques in SPP, regular HR policies as well. This means that they can occur in organizations without SPP. Three organizations are labeled as having interventions based on the identified gap between supply and demand.

permanent policy.

97

For example, Healthcare Co. mentions that due to an increase in outflow in the

increasing shortages in the labor market they are expanding international

future, more permanent contracts are given, even though this decreases the

recruitment. Polder Co. discusses in one pilot, the changes in qualitative demands

flexibility of the organization. This intervention was not successful while most of

are so rigorous that training for these (lower skilled) employees is not sufficient.

these employees were not interested in these permanent contracts. High Tech Co

New employees will need to be hired.

mentions that in the future demand of personnel increases and as a result of the

Table 21, labels on the intervention techniques Profiling of the organization

Profiling of the branch

Policy to stimulate internal mobility

Implemented flexibility

Policies for personnel exchange

Interventions based on identified gap

Assurance Co.

Yes

-

High

-

No

-

Healthcare Co.

-

Yes

Low

High

No

Yes

High Tech Co.

Yes

Yes

High

High

Yes

Yes

Education Co.

-

-

Low

Low

No

Local Gov.

-

-

Low

High

Yes

-

Polder Co.

-

Yes

Low

Low

Yes

yes

Railroad Co.

-

-

High

Low

No

-

Regional Gov.

-

-

High

Low

No

-

Bank Co.

Yes

Yes

High

High

No

-

98

Appendix 9: Implementation Assurance Co.

Healthcare Co.

High Tech Co.

Education Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

centrali satie

-Besluit over spp moet op directieniveau genomen worden Decentraal behoefte bepalen. -Business moet aangeven wat er nodig is voor talent om een winning business te worden over 2 jaar.

-Hoofdlijnen voor spp liggen hoog in de organisatie Op individueel niveau gebeurt alles, kan detachering.

-

-Decentraal informatie verzamelen. Centraal gebruiken, Spp centraal aansturen. -Hoofdlijnen centraal. -Grote mate van autonomie voor afdelingen Lange termijn contracten bij krapte

-Trends, ontwikkelinge n en scenario’s in kaart brengen aan de top. -Directie heeft besloten dat er geen functies naar buiten worden neergezet. Intern bepaald met gemeentes in de omgeving spp oppakken.

-SPP is in de hele organisatie hetzelfde, de uitwerking is wel anders decentrale aanpak, voor alle afdelingen en de thema’s aggregeren. -Spp moet ook gecentraliseerde besluitvorming hebben; het moet organisatiebreed Je moet wel boven de afdelingen uitstijgen en het organisatiebreed in kaart brengen

-

-In principe gaan alle afdelingen met hetzelfde format werken voor spp. -Alle afdelingen met hetzelfde format is ook bedoeld om massa te creëren voor mobiliteit. -Elke afdeling moet zijn eigen sectorale vertaling maken van de organisatiedoelen, maar het centrale verhaal is: flexibiliteit, mobiliteit en excellente netwerken om de organisatiedoelen voor de medewerker duidelijk te maken. -Omgeving moet per cluster bepaald worden. -Leidinggevende bepaalt wie er geschikt is voor verschillende functies. -Overleg met meerdere managers over de medewerker en passende functies

-Tools en visie van spp moet topdown worden neergezet. -De invulling moet door de bedrijfsdelen zelf gedaan worden. -Afhankelijk van de specifieke behoefte.

Address ing SPP at interorganiz ational level

-Kan me voorstellen dat werknemers werken in verschillende organisaties leuk vinden.

-De sector promoten in werkgeversverb and.

-

Met gemeentes in de omgeving spp oppakken.

nee

ja

nee

ja

-Branchebreed loopbaanpaden voor moeilijk invulbare functies geïnventariseerd. -Bij scenarioontwikkelingssess ies worden relaties in de sector ook gebruikt. ja

Samen met hbo in utrecht een minor opstarten op het gebied van het spoor.

Label

-Overleg in de regionale sector om gekwalificeerd personeel te krijgen Heel brainpoort Eindhoven Area, daar spelen dit soort dingen. Hoe je zuidoost Brabant als technologiecentrum van Nederland en misschien wel van Europa overeind kunt houden. ja

Ja

-Met de bond van verzekeraars en banken mensen te enthousiasmeren voor de sector. -Markt enthousiasmeren gaat samen met de branche.

nee

ja

99

Formali satie

Label

-Performancemanagementsysteem met competenties en met resultaatgebied enNu heel erg ad hoc. -Continu kijken naar de ideale situatie per businesslijn. -Geen lange termijn targetorganisati e aanwezig, Wel impliciet bij de CEO. Weten waar je wil staan. Toekomstbeeld, hoe de organisatie er over x jaar uit ziet; een Targetorganisati e

-Onderscheid mag gemaakt worden door leidinggevende. -Op individueel niveau gebeurt alles, kan detachering . -Hoofdlijnen omtrent formatie zijn formeel, maar ruimte voor de managers. -Competenties van medewerkers zijn niet in kaart gebracht. -Leidinggevende kent de kwaliteiten van de medewerkers.

-Grenzen van taken zijn niet heel strak Medewerkers weten dat ze flexibel zijn in verschillende rollen. Flexibiliteit creëren door competenties over mensen/rollen heen te organiseren. -Individuele competenties in beeld te krijgen. -Wij zijn te groot geworden dat een aantal individuen de peultje in hun hoofd te hebben laten zitten en dan op inzicht te laten beslissen

Formeel

Informeel

Formeel

-Foto van de afdeling. -Potentieel van mensen zit impliciet bij de directeuren. -Moet wel bekend zijn voor strategische personeelsplanning. -Dus per academie, per diensteenheid, die academie, die businessplannen zijn dus echt gekoppeld aan wat er in de meerjarenbeleidspl annen staat. Dat moet zich vertalen in een business plan wat een directeur, wat een directie maakt van zo’n academie of zelfs in wat voor diensten ze leveren. En dat vertaalt zich weer in de formatieplannen, daar rapporteren ze weer periodiek over. Elke 3 maanden

-Extern uitzetten moet hoger in de organisatie besloten worden. -Functioneren en beoordelingsg esprekken automatisere n. -Alle opleidingsbeh oeftes per directie inzichtelijk gemaakt. -Directie heeft besloten dat er geen functies naar buiten worden neergezet.

-Spp is bij de pilot niet formeel geweest. -Moet formeler naar het management. -Huidige personeel in kaart gebracht. -Frequentie om naar het aanbod te kijken, moet na evaluatie van de pilot blijken. Elk jaar monitoren om bij te sturen.

-Spp moet bottom up of top down doorvertaald worden. -Informeel betekent dat je het niet kunt meten. -De vraag is of gedrag overeen komt met formele procedures dieper in de organisatie

Je moet eisen dat iemand het niveau haalt, maar opleidingen werken niet. -Bij het niet behalen van het niveau moet iemand naar een andere werkplek.

Je moet managers sturen op het naleven van formele regels mbt tot de flexibiliteit in contracten. -Maar ook ondersteunen. -Besluitvorming moet formeel geregeld worden in een grote organisatie.

Formeel

Formeel

Formeel

Formeel

-Mobiliteit is niet verplicht. -Afspraken over mobiliteit moeten gemaakt worden tussen de verschillende afdelingen. -Elke afdeling moet zijn eigen sectorale vertaling maken van de organisatiedoelen, maar het centrale verhaal is: flexibiliteit, mobiliteit en excellente netwerken om de organisatiedoelen voor de medewerker duidelijk te maken. -Er worden procedurele afspraken gemaakt over de gesprekken m.b.t. mobiliteit. -Competentiemanagement door minimaal 3 gesprekken met paar tussen bureauhoofden en medewerkers, in de praktijk gebeurt dit minder. -Toekomstige Kerncompetenties worden tijdens voortgangsgesprekken besproken, niet met iedereen worden daar afspraken over gemaakt.

-Tools en visie van spp moet topdown worden neergezet. -De invulling moet door de bedrijfsdelen zelf gedaan worden. Afhankelijk van de specifieke behoefte. -Instrument moet zorgen voor een gesprek over wat er zou moeten gebeuren met het team en de individuen door de veranderingen. -Benodigde competenties en medewerkers en leidinggevenden van bovenaf geformuleerd.

Informeel

informeel

100

Coding of the implementation

organizational level in attempts to attract qualified personnel into the sector, Local Gov. mentions it works together with other local governments in SPP, Railroad Co.

The theory suggests that organizations differ in the degree of formalization and centralization in SPP. The interviews gave no reason to assume SPP should be delegated to department level in any of the organizations. All organizations

uses started an educational program in collaboration with an high school, Polder Co. uses their relations in scenario creation. The coding regarding the implementation is presented in table 22

indicated the need for centralized SPP. The interpretation can differ depending on specific needs of locations (Bank Co.), Need assessment can be decentralized (Assurance Co.) or pilots can be used to collect information in a more decentralized

Table 22, labels on the implementation Level of centralization Centralized

Level of formalization Formal

Addressing SPP at an interorganizational level No

Centralized

Informal

Yes

Centralized

Formal

Yes

Centralized

Formal

No

Centralized

Formal

Yes

Polder Co.

Centralized

Formal

Yes

Railroad Co. Regional Gov. Bank Co.

Centralized

Formal

Yes

Centralized

Informal

No

Centralized

Informal

Yes

way (Education Co. and Polder Co.). However, all interviews suggested there is supposed to be a central line regarding SPP. Six organizations are labeled as formal and three organizational are labeled as informal. The implementation of SPP is labeled as ‘formal’ when the interview provides information that indicates procedures are standardized or should be standardized. Six organizations indicate the need for standardization. Three organizations are labeled as informal due to the influence of individual managers. Next to formalization and centralization a third implementation strategy came forward. Organizations differ in the use of the environment to find solutions for encountered problems (addressing at an inter-organizational level). Six organizations are labeled as addressing SPP at an inter-organizational level, three

Assurance Co. Healthcare Co. High Tech Co. Education Co. Local Gov.

as not addressing SPP at an inter-organizational level. The interviews provided several insights in ways organizations can benefit from their environment. Six organizations have worked together in an inter-

101

Appendix 10: Hindering factors

belem mering en

Assurance Co.

Healthcare Co.

-Geen lange termijn targetorganisatie aanwezig.

-Weinig tijd voor opstellen van competenties. -Spp bij p&o is lastig, vanwege eigenbelang. -Tijdsgebrek voor ontwikkelen benodigde competenties. -Het belang van spp is voor iedereen duidelijk.

-Demand analsyse

-Belang spp duidelijk

High Tech Co.

Education Co.

Local Gov.

Polder Co.

Railroad Co.

Regional Gov.

Bank Co.

-Lange termijn is een e 2 zorg bij academiedire cteuren. tijdsgebrek. -Belangen afdelingen op korte termijn tegenstrijdig met flexibiliteit -Conflict korte termijn en lange termijn bij directeuren. -Urgentie cruciale functies directeuren beamen dat het belangrijk is.

-Kwalitatief inzichtelijk maken is moeilijk Bepalen wat voor organisatie je in de toekomst wil zijn is te lastig; -Vraag of er externe hulp nodig is bij scenariodenken. -Scenariodenken is nodig Staat hoog op de agenda. -Het leeft bij de verschillende gemeentes -SPP hoog op de agenda. -Scenariodenken moet op de agenda van de top komen.

-Het management begint de noodzaak van spp te zien. -Drukte met dagelijkse kerntaken van management -Noodzaak in laten zien -Bewustwording en er mee aan de slag gaan. -Er moet een business case zijn voor spp -Hier is de noodzaak minder De organisatie blijft toch nog wel bestaan -Noodzaak voor spp wordt niet door iedereen gevoeld -Lijnmanagement moet de sense of urgency meekrijgen.

-Niet alle hr adviseurs zien in dat formatie en bezetting ook hun taak is om de bedrijfsdoelen en afdelingsdoelen te realiseren -Dat betekent dat (individueel) beoordelen dichterbij komt en nadrukkelijker is, daar hadden managers moeite mee. Betekent dat de koppeling met de doelstellingen dan verloren is. -Als de eisen aan de buitenkant veranderen en je de mensen niet mee krijgt, geeft dat een probleem. -Hoofdirectie ziet het nut van spp niet zo, totale commitment is nodig.

-Taakstelling was bruikbaar voor de ontwikkeling van het instrumentarium, maar spp moet niet geassocieerd worden met het kwijtraken van mensen 80% van de mobiliteit wordt tegengehouden door managers omdat ze vanuit de inhoud een ander belang hebben om mensen aan zich te binden. -Onder tijdsdruk van de taakstelling had het instrument ontwikkelen nu prioriteit -Veranderingsbereidheid van medewerkers en managers en de natuurlijke houding om niet te bewegen -Bureauhoofd wil medewerker nog houden om project af te ronden -Formatiereductie heeft geholpen bij de invoering van spp. -Taakstelling van reductie heeft vliegwiel gevormd voor spp. Taakstelling heeft geholpen bij aandacht voor mobiliteit.

-Directeuren moeten dingen zien in het kader van een bedrijf, niet in het kader van hun onderdeel. -Directeuren plaatsen eigen doelen boven organisatiedoelen. -Nodig om belang van zaken te vertalen naar waar het management behoefte aan heeft. -Nodig om belang van zaken te vertalen naar waar het management behoefte aan heeft. -Managers met een eenzijdig personeelsbestand (bv ouderen) zien eerder de noodzaak van een gezond personeelsbestand. -Managers moeten zorgen dat het personeelsbestand in evenwicht blijft

Belangenconfl ict korte en lange termijn -Belang spp duidelijk

Demand analyse

Moeite met beoordelen Niet iedereen ziet het belang

belangenconflict

belangenconflict

-Belang spp duidelijk

-Belang spp duidelijk

102

Appendix 11 Goal and focus of Strategic Personnel Planning Doel SPP Assurance Co. Healthcare Co. High Tech Co. Education Co. Local Gov. Polder Co. Railroad Co. Regional Gov. Bank Co.

status

Kijken naar kwaliteit en kwantiteit van de bezetting, om klanten beter te bedienen is een ander type personeel nodig en moeten onze mensen bewuster, autonomer worden en meer bewegen In de toekomst organisatietaak uitvoeren met genoeg personeel met passende competenties Inspelen op knelpunten die we op de langer termijn zien Doel van SPP is de kwetsbaarheid verminderen en groei mogelijk maken Duurzaam medewerkers op termijn op hun plek en zorgen dat de organisatie de medewerkers heeft die ze nodig heeft In de nabije toekomst geen kwalitatief tekort en overschot aan mensen hebben Langer termijn is er geen zicht op, daarom moet je vanuit organisatieperspectief en medewerkerperspectief wendbaar zijn Niet meer ad hoc, maar op basis van ontwikkelingen van de organisatie je personeel laat ontwikkelen. En op tijd in kaart brengen wat er in huis is, en wat je straks nodig hebt. In kaart brengen wat je hebt en nadenken over wat in de toekomst nodig is, gekoppeld aan businessbewegingen die je al weet. Op het juiste moment, de juiste persoon op de juiste plek. om de juiste mens, op de juiste tijd, op de juiste plek met de juiste bagage zeg maar SPP om verantwoord om te gaan met formatiereductie het creëren van een cultuur waarbij het normaal is om dit als gespreksonderwerp te laten zijn. Niet vrijblijvend, op basis van feedback. Het liefste heb ik dat wij niet functieverblijftijden creëren om een wrikmiddel te hebben om medewerkers weg te hebben. Het doel zou moeten zijn dat wij hier een evenwichtig personeelsbestand hebben als werkgeversbelang en medewerkers die het voor zichzelf ook belangrijk vinden en niet primair bedreigend om na te denken over de stappen die ze komende jaren gaan maken.

Assurance Co. Visie op SPP is nodig Praten over flexibiliteit Flexibele schil is voor het eerst bespreekbaar

Healthcare Co. SPP is nieuw voor de organisatie heel erg kijken naar, nou de cijfers dus hoe ziet de opbouw van ons personeelsbestand er nu uit, wat is het verloop op basis van leeftijd wat we verwachten.

High Tech Co. Vanaf 2009 begonnen met met SPP ipv ad hoc pp Willen de organisatie minder laten reageren op de markt, meer aansluiten op lange termijn positie.

Education Co. Pilots op 3 afdelingen Vanuit organisatiebelang, vanuit de afdelingen kijken naar meerjaren formatieplannen.

Local Gov. met gemeentes in de omgeving SPP oppakken In 2013 Beeld krijgen over kwalitatieve behoefte aan personeel

Polder Co. SPP in 2010 gesprek begonnen Pilot op 2 afdelingen, Externe en interne Scenario’s in kaart gebracht

Railroad Co. SPP is tijdelijk stopgezet Nu de focus op het verbeteren van het proces, met mogelijk een andere invulling van je personele bestand Niet alleen meer of minder maar ook kwalitatief anders

Regional Gov. Nu is SPP het ontwikkelen van het instrumentarium, straks onderdeel van de hele p&o cyclus Sinds februari 2012 bezig met SPP

Bank Co. Sinds 2011 in gesprek over SPP eerlijk gezegd nog best wel nieuw

begin

begin

gevorderd

begin

begin

gevorderd

stopgezet

begin

begin

103