CMS

Workforce Architecture.

Industry:

Commercial law

Employees:

8.000

Locations:

67

Received service/product:

Strategic Workforce Planning

Faced challenges

The aim of the project was to increase the profitability of service lines by designing new workforce architectures with increased leverages.

We developed for CMS a strategic planning model to simulate business and workforce changes on the profitability of the service lines.

During the project we identified the gaps based on the future workforce demand and developed talent-management measures to transform the workforce in the most efficient way. One of the challenges was to determine required recruiting and development targets to monitor the change.

“HRForecast enabled us to translate future business scenarios into workforce scenarios, making the levers impacting performance plannable and controllable. HRForecast showed a high level of domain expertise, professional workshop moderation and a profound analysis and presentation of the results, including clear recommendations for our planning units.”
Hartmut Papenthin, COO/CFO at CMS Germany

Questions to be clarified

  • How does the workforce architecture need to change to match the changes in the market due to changing market environment (digitalization, etc.)
  • How can the workforce architecture be improved to increase profitability?
  • How high if the future workforce demand and which transformation scenarios are feasible?
  • Which are the most critical areas and elements of the talent-management for the future business success?
  • How can we monitor the transformation of the workforce?

Project approach

/ 1 Architecture Optimization

At first, we evaluted future market requirements on the operating models. In the next step we optimized the composition of the workforce architecture and designed two architectures to match the operating models.

/ 2 Architecture Shaping

We identified and evaluated gaps between the future workforce supply and demand. Different scenarios were evaluated which gap-closing measures would be the most efficient ones.

/ 3 Architecture Scenario Simulations

Afterwards we conducted simulations to identify the future workforce demand based on the business development and on the defined operating models.

/ 4 Architecture Transformation

Finally, we defined targets for the talent-management areas, particularly for recruiting, development and promotion activities to track the transformation on a yearly basis.

Key insights & value-adds for the client

The client received…

…two scenarios how to transform the workforce.

The client…

…gained transparency to optimize internal career paths and develop new career paths.

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