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Category

TeamForm Business Design Decisions and Associated Configuration Activities

People Data

Business design decisions:

  • What data do resourcing managers need to gain holistic visibility of available resources they have? (eg: vacancies, long service leave, etc)

  • What is the end to end process resourcing managers should follow to raise the identified resourcing gaps to the HR recruitment team?

At TeamForm, we recommend the following additional data is brought into the platform from HRIS system:

  • Employee leave/holiday information

  • Vacancies

  • Secondments

Configuration step(s):

Financials

Business design decisions:

  • Is your organisation comfortable with the use of a blended rate card to give a high level estimation of what teams are costing?

  • Will Finance have resistance towards this high level costing?

  • Are you clear on the intent and purpose on the use of the blended rate card?

If your organisation is only ready to apply the use of actual costing of people then a blended rate card is not recommended to be brought in as it will cause confusion on what the numbers present vs what Finance provides them.

Configuration step(s):

Baseline Refresh

Define when you want to refresh the baseline reference point. At this stage we recommend you either do it at the start of every month or whenever the team is about head into a form of a planning cycle.

Configuration step(s):

  • Click here to read more on how to refresh the baseline.

Demand Requests and Approval Workflow

Business design decisions:

  • Which delivery team types are allowed to raise and submit requests?

  • Which supply team types are allowed to review and approve requests?

  • What cadences and/or processes that will enable delivery team leads and supply leads to discuss contested resources and/or work priorities?

  • Are there any process guardrails that need to be put in place before demand team leads can go in and raise a demand request?

  • Are there any process guardrails and/or data that is required by the supply team lead to help inform them of their resource allocation decisions? (eg skillsets, cost centre IDs, etc)

  • How will delivery team leads be able to identify the right supply team to raise their capability request against?

Configuration step(s):

Automated Notifications

Business Design Decisions:

  • What are the different types of notifications you would like users to receive automatically and at what frequency?

  • What are the different business rules you would like to put in place to trigger email notifications?

  • Who will receive the notifications?

Configuration step(s):

  • Currently this functionality is not available for self-service. If you have a need to set up automated notifications, please contact your TeamForm Consultant.

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Info

How do you know you’re ready for this phase:

  •  Delivery and supply leaders are comfortable with the use of Planner and Team Builder to triage and manage capacity requests
  •  The blended rate is understood by all participating users on how to interpret the data and can use it to provide a high level estimate of team cost
  •  A version of continuous planning has been piloted end to end with identified blockers removed and non-negotiable improvement areas implemented

Participation Scope

Through the initial rollout of the pilot you should already know which part of the workforce planning process works and areas of improvement required to make it work for your organisation. Therefore with the refinements put in place, by now you should be able to onboard all cross functional functional teams to take part in the workforce planning process OR 60% of the organisation.

Planning cadence

Both continuous planning and quarterly planning anchored to the organisation’s planning cadence i.e we start to introduce a set period approval workflow process

Value achieved when completed

  • A clear workforce planning process is established with clear roles and sequenced activities defined to help establish a workforce plan that will achieve business objectives in the upcoming 3-4 quarters

  • A clear tooling ecosystem established to help define the flow of data between platforms and systems so that workforce insights can be extrapolated holistically

  • Cross functional and non-cross functional teams have been enabled to workforce plan following a single process within TeamForm

  • High level estimation of team financial costs are provided to users

  • 80% of planning activities are done in alignment to the organisation’s planning cycle with continued support and process in place for in quarter / continuous planning to capture ad hoc movements

  • Ability to allow leaders to plan for multiple time periods otherwise known as planning periods

Planning periods are established for the next 4 quarters

Transition Specific Process of

Area

Activity

Baseline Refresh

Recalculation of Business design decisions:

  • Define the agreed frequency at which you want to refresh the baseline which is

done at an agreed frequency

  • generally aligned to the company’s planning cycle

Baseline refresh is done once

  • i.e. quarterly

At TeamForm, we recommend you to agree on 2 sets of baseline refresh dates:

  1. Once at the end of quarter and

once

  2. Once after the completion of all planning cycle activities

Configuration Step(s):

  • Refresh the baseline on the agreed dates

Planning Period

and Forecast

Business design decisions:

  • Is your organisation comfortable with the concept of periodic planning such as quarterly planning?

  • What constraints or guardrails are you putting in place for users to follow in between the planning periods? For example do you allow leaders to ask for additional capacity throughout the quarter and if so, when can they ask for this and what approval process do they need to go through with Finance and HR?

  • At what point / date should you cutover from one planning period to the next?

  • How far in advance do you want delivery leads to provide an indication of how long they will need their raised capacity for?

At TeamForm, we recommend establishing planning periods for the next 4 quarters.

Configuration Step(s):

Forecast

Future planning for the following 3-4 quarters enabled for delivery team leads to indicate how much capacity they will need moving forward

Financials

Where possible, budgets or financial constraints are brought into the system

Demand Requests and Approval Workflow

Delivery request requirements

Business Design Decisions:

  • What specific requirements and/or skillsets

are mandated to be documented in the tool when raising capacity requests

Reports

Comparison report made available to show insights on people movement throughout the quarter to know whether teams were persistent

Planning Cadence

Both continuous planning and quarterly planning anchored to the organisation’s planning cadence i.e we start to introduce a set period approval workflow process

Piloting Scope

All cross functional and non-cross functional teams OR 60% of the organisation

Workforce Planning Process

Accountable

  • do you mandate delivery leads to input when requesting for capacity?

Configuration step(s):

Automated Notifications

Business Design Decisions:

  • What are the additional notifications you would like users to receive automatically and at what frequency?

  • What are the different business rules you would like to put in place to trigger email notifications?

  • Who will receive the notifications?

Configuration step(s):

  • Currently this functionality is not available for self-service. If you have a need to set up automated notifications, please contact your TeamForm Consultant.

Workforce Planning Process

Business design decisions:

  • Have you identified the accountable owner(s) of the overall workforce planning process

has been identified

  • to help

endorse

  • drive endorsement and roll out the planning cycle activities?

Workflow process designed, signed off and embedded

  • Have you designed and embedded the end to end workforce planning process with guardrails established on what people need to follow across different planning scenarios including but not limited to the following:

    • Deleting or creating a new team

    • Raising for requisitions or secondments

    • Chargeback models

Roles

  • Are you clear on the roles and responsibilities of who’s to do what across each step of the process and who is involved throughout the process such as Finance and HR

are defined and socialised

  • ?

Tooling Ecosystem

Business design decisions:

  • What is the process on how all the different platforms such as work, finance, people, team and reporting tools will come together to support the end to end workforce planning cycle

has been designed, signed off and socialised with the objective to achieve interconnected data flow and data insights extrapolation

  • ?

  • How will the different tooling data come together so that holistic data insights can be extrapolated and reported?

  • What is your tooling integration strategy?

Configuration Step(s):

  • Socialise your tooling landscape roadmap and scope with your TeamForm Consultant so that further analysis and integration steps can be established with Customer Success Engineers on how to enable the strategy

Workflow example of how the workforce planning process will run:

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Info

How do you know you’re ready for this phase:

  •  The end to end workforce planning process, roles and responsibilities, sequenced activities and tooling landscape are understood by all participating employees
  •  Participating users are proficient in using Planner, Team Builder and Forecast to complete workforce planning activities including knowing when to use what module
  •  Cross functional and non cross functional teams are clear of how demands between different teams will be raised and managed within or outside of TeamForm
  •  The relationship between the budget constraints and blended rates of team costs in TeamForm and how it plays to the impacts of the actual costing of the workforce is well understood by team leaders and Finance

Participation Scope

Whole of organisation participating in process (usually the people in scope for cross-functional teaming structures)

Planning Cadence

Removal of continuous planning as all planning activities are executed to the enterprise cadenced planning cycle

Value achieved when completed

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Area

Activity

Forecast

Multi year Forecast enabled with Principles insights leveraged to drive decision making

Confidence indicator enabled for leaders to provide an early indication of how confident they are against forecasted numbers

Demand Requests and Approval Workflow

Planner request and approval flow enabled and aligned to the different stages of the enterprise’s planning cycle

Reports

Scheduled data export or API used for downstream reporting and analytics of data from various tools

Planning Cadence

Removal of continuous planning as all planning activities are executed to the enterprise cadenced planning cycle

Piloting Scope

Whole of organisation participating in process (usually the people in scope for cross-functional teaming structures)

Workforce Modelling

Where required, separate workspace granted to allow future workforce modelling in Planner

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