Unknown Speaker 0:00:13.6:
Tried to get some more people in, but they ran away. Must be my face. Okay, I will pass it over. Thank you for attending the session. I will pass it over to Anju and Kouros.
Kouros Behzad 0:00:24.2:
Thank you. Paul. Good afternoon, everyone. We're between you and the happy hour. So we're going to try to cram as many slides as we can up here. Again, thank you for having us, and being here. Workforce planning is a hot topic for a lot of organizations. Let me introduce myself and Anju, and then we'll get into that detail. Kouros Behzad, I drive our solution marketing for HR and workforce planning here at Anaplan. Been here almost six years now. Lots of changes that we've seen with the customers. I think everybody's thinking about finance planning, supply chain planning, operations planning, sales planning, and workforce planning is the one that always follows through. It's never the first thing that comes up, right? Planning your widgets and dollars and whatnot, and then who's going to do the work? Who's going to do it next week, next month, next year, next three years, if you're mining next 30 years? So really thinking about it into the future. Lots of disruptions, and we're going to get into that. I'm going to pass on to Anju to introduce himself.
Anju Rao 0:01:27.5:
Thank you, Kouros. So my name is Anju Rao. I've seen some of you in other sessions. So I am a part of the OWP team. I'm the global delivery lead for our workforce applications. So OWP project resource planning, contact center planning. Like Kouros, I've actually been here for six years at Anaplan, and before that, I spent about 20 years in consulting, doing implementations across different technologies. So, yes, happy to be here.
Kouros Behzad 0:01:53.0:
We'll talk a little bit about your challenges and trends, and I think everything that you're seeing. Hopefully, there's nothing new on that. Then we're going to talk about what we have from a solution perspective, what's here and now, and then what's coming down the pipe. A lot of times, again, everybody's thinking about what's coming, what's coming? I think there's so much here and now that's available for you to look at and really parse that in there. Really take a deep look at what's there, what your processes are today, and really, if there is a good map, and there is a good match and synergies with that. So keep that in mind. Next slide. So when we think about workforce planning, workforce strategy, workforce challenges that are happening, there is externally what you see on your left, the skills challenge. The AI that's coming and really uprooting everything and changing everything for everybody. Everybody is looking at the workforce. Who do I have? What technology am I investing in? I've drones coming in. I've got automation. I've got manufacturing. I'm professional services. Knowledge. Everybody is getting touched by this. So everybody's rethinking, okay, how am I going to transform my workforce? How am I going to bring them forward to be able to address this? At the same time, a unit of work, what it used to be, is not the same. Right now, how are you dissecting that?
Kouros Behzad 0:03:14.4:
Understanding what a unit of work is, what are the breakdowns? What parts can be automated? What parts can't? You still need a human aspect to it. So you're measuring, you're changing every dynamic. At the same time, again, multiple generations in the workforce that you're dealing with. Again, it's a lot of pipeline that you build from the new talent that's coming in out of colleges and universities right now, that's changing. We'll say, well, all the entry-level stuff, well, I can get AI to do that. Well, if you do that, that's going to stop your pipeline for the senior-level positions that are going to happen in the future. So how do you balance this all out from a workforce perspective is absolutely key. Digital transformation, everybody's going through that. This is a part of it. I was at a Deloitte event last week. They were talking about the carbon workforce and the metallic workforce and everything in between. Again, a lot of it is more futuristic, but it's coming faster than we realize. I think every one of your companies is really rethinking how they're doing work, and how they need to produce products that customers really need and want. Internally, while this is all going on, you've still got these old data silos. Let me pull data out of this transactional system, out of that transactional system, blend it together, and come up with these insights. Then, by that time, it's too late to answer the questions, because the decisions don't wait for data. People move on, right?
Kouros Behzad 0:04:47.6:
So how fast can you get this information to them? How do you get past these manual processes, efficiencies that you can drive in products to be able to answer those questions faster, to move the conversation along? This is absolutely critical, as you're trying to tackle this side of the external factors. So next slide, please. With that, when you think about the CEO priorities, we've got… This is from Sapient Insights group. They do this annual HR systems survey. This year, they had something like 10,000 input data points from different customers. People work in different roles within these functions. Forty-one per cent of organizations are looking to increase revenues. At the same time, you've got a good number that are looking at driving efficiency. So how do you grow revenue on one side while you're cutting back on the other side? How do you balance this out is absolutely challenged. So when you're thinking about, again, it's cutting costs. These are some of the organizational levers, HR levers. Levers and intervention strategies. However, you want to call it. Reducing investment spending. Finance says, oh, we're bringing all this AI, so I need to cut ten per cent of my workforce in the hopes that I'm going to be all the AI is going to achieve. Well, who do you cut? Is it just blindly? You just say, okay, ten per cent of every part of the organization. In the meantime, now, you're going to miss out some of the people who are key. They're going to get the notice to go out the door when you need them, right?
Kouros Behzad 0:06:29.5:
Then, you have to go hire them back, and it's going to be tougher to do that, right? So how do you make sure that instead of this cutting people, just blindly, be more precise? So you have visibility into your strategies, into your needs as an organization, and make sure you bring the people along, the ones, and then the ones that don't map to that, that cannot be upscaled to that, that cannot address those, then those are the ones. Okay, what's the path? What can we do? So, again, being very diligent and very intentional about how you do workforce planning. Typically, traditionally, this stuff has been very manual, very slow. Now, everybody's asking for it. It's just more agile. I need the data this week, next week, to be able to make these decisions. I'm bringing this technology. Okay. What do I need? Where do I need that? So that becomes really key. Next slide. So with that, your ability to, again, go beyond just hire is absolutely key. In the past, everybody had their own domains and experts that they worked through, and money was almost like no object. So you could always hire more people. You throw money at the problem, and it would solve it. Now, today, it's a very different market out there, right? Again, whether you're building appliances, you're doing data warehousing, you're doing mining, you're doing soda pops. Everybody is going after data people. So before, you weren't necessarily competing in the same talent market, but now everybody's almost going after the same set of people.
Kouros Behzad 0:08:08.2:
So that scarcity of talent, being able to get that, it's just a much tougher problem. It doesn't matter. Money is not going to solve that. It's just not there. That talent pool is not there. So how do you solve that? So this is where buying and borrowing is the first two, but build. How do you build the resources that you've got? How do you move people around? That internal mobility becomes absolutely key. Upskilling and whatnot, and bot is the next thing. Everybody is trying to break down the job structures, job architectures, think about the different tasks, what can be automated? When we say bot, it could be robotics, it could be drones. Again, those are the things, all these different machines and intelligence that work side by side and augment the workforce. So there's this rebalancing that's going on. At the same time, you need to make sure the costs are lined up with the budgets. Make sure that it lines up to your strategic priorities, that you're spending money in the right places, and you can address next week, next month, next six months, as well as next two, three years. So a lot of different dimensions at play here. How do you balance this? This is tough. Next slide, please. Does workforce planning really help? Again, Sapient Insights. They've been doing this study. So when we talk about it, it is organizations doing some level of workforce planning. I think headcount expense planning, what FP&A typically does in their organization, that's the groundwork for it, but it gets to the skills planning, gets to organization design, all of these things.
Kouros Behzad 0:09:46.2:
As long as you're doing some level of that, you're going to see the returns for organizations that do it well, higher talent outcomes, better engagement. HR job gets easier. They can actually be more effective. More of a business. True strategic partner. Then, eleven and a half per cent higher business outcomes. That revenue number that you were talking about. This is what that translates to, right? So it is multiple different ways that this doing better workforce planning the impact to the people. Again, work [unclear word 0:10:19.2:] is a middle measure, getting the right people. You get the work done. The outcomes are there. So it's absolutely key. Next slide, please. So we did a white paper on this, and I've got a QR code at the end that you can actually download. This goes back to what we talked about at the Adobe session. It's a team sport. There is a lot of little fine print in here, but this is all part of the white paper. The CEO cares about it. CFO cares about it. COO cares about it. CIO cares about it? CHR cares about it? Everybody has a different part of this thing, and how it trickles to their part. So by bringing it all together, making sure your strategies line up with the budgets that are lined up with the people to actually ultimately deliver on that, it becomes key in the right time. So this idea of right people, right place, right time, right cost, absolutely comes together when you have all the players together. Next slide please. So let's talk about how we help you solve this.
Kouros Behzad 0:11:24.4:
How we help you tackle the workforce planning. Next slide. There is a finance angle that comes through. Again, these are some of the already existing applications from Anaplan that we talked about. We come through from integrated financial planning. That's the core application for the finance. That's going to suite up all the different pieces. One part of that is the headcount expense piece, but how that translates into what HR does with talent acquisition does that leads into the operational workforce planning. There's a project resource planning that we talked about in contact center. So that's the focus for our conversation. Plus, GTM sales capacity planning, which is critical for your sales force. So we'll touch on some of these ones on there. Everything that's circled in or rounded up in that dark blue. Next slide, please. How we break down workforce planning. Again, the finance starts with that. Everybody does it in here. It's that headcount expense planning, and the ambition is to do the strategic workforce planning. That's the nirvana. A lot of people are struggling to make that connection. Then, operations teams. This is all the departmental use cases that are happening. This is your R&D. They've got all these projects, all these bills that they have to do. What resources do you have? You've got your contact centers. How do you staff the contact centers based on the call volumes that are coming in?
Kouros Behzad 0:12:57.8:
If you've got distribution centers and fulfillment centers, cartons coming in, how many people do you need, pickers, packers, and shippers, to be able to address that? You've got stores. Again, whether you are a telco, you have retail stores, or you're a bank, you have retail branches, whether you have retail stores, again, it's how do you manage the foot traffic that's coming in? You make sure that you've got the right number of people there. How do you figure out, okay, can I put a store here or somewhere else based on the demand, and it ties back? Do I have the resource? Can I find the people to be able to staff that? So there is a capacity planning, but at the center of this is the operational workforce planning that allows you to really orchestrate the process between finance, operations, HR, and talent acquisition, which is absolutely key. This is bringing that discipline, the governance, into play. So next slide on this. So when you think about it, it's again, all the different departments, and again, these are just some sampling. They say, oh, I need more people. Right. So everybody's got this ask for based on the demand that's coming in, which could be anything and everything. Then, you throw that over the wall, and then finance has to approve the budgets for that, what you're asking for, they may or may not have it, and then HR has to execute on that, on what you've asked for.
Kouros Behzad 0:14:26.0:
So when you can bring this together, the operation, that demand side, that ask with the fulfillment side, with what finance and HR do, and bring it in unison, now, things become more agile when it's all systematically connected, right? You can start with any one of these buckets. It's not a big bang thing, right? At the center of all this is the operational workforce planning that brings the discipline, the governance, and it becomes the foundation for all things workforce planning. So this is how we're looking at it from an applications perspective, how we're building these out. Again, what we went after was the core, what is what everybody needs, every organization, large enterprise. I think if you're 500, 750 employees, and up, it starts from there and into hundreds of thousands. Everybody struggles with that. If you think about, again, even if you average cost of a 10,000-person company at $100,000 average, fully loaded cost, it's $1 billion a year at one tenth of a one per cent, just efficiency on how well you bring people in and move people around. That's easily a million, and then that doesn't necessarily talk even about what the outcome is, because you had the right people. So again, it's that middle measure aspect of it. So there is key. Next slide, please. So when we break it down in terms of our apps, obviously, the finance side, integrated financial planning, operational workforce planning is core. That ties back that closed loop between HR finance, HR talent acquisition.
Kouros Behzad 0:16:05.9:
To make sure, again, when you create a position, the position is budgeted before you create the requisition back into your HR and talent acquisition system. So everybody works in unison. It's that orchestration that goes on across all of these things. In the meantime, all these departmental use cases can actually put in the orders for people, and then you can actually fulfill that order, and finance can make sure that the budget is there. If they've got enough advance, they can make sure they earmark the budget when you're thinking long-term strategic workforce planning. So this is the order of things. All of these are available right now, and if you have a chance, or if you've had a chance to look at the demo booths, whatnot, we have the folks that can actually show you, but we're going to talk through this. All right.
Anju Rao 0:16:56.3:
Great. So thank you, Kouros. Okay. So, yes. Next slide. Okay. So coming up, we've talked a lot about operational workforce planning. In Q2 of this year, we have workforce budgeting coming out. So workforce budgeting is a standalone. It's an application that's basically an add-on to the IFB application. It specifically addresses the headcount planning piece from a financial perspective. This is actually a subset of OWP. So operational workforce planning has the workforce budget, the continuous forecast, all of the org modeling, scenario planning, etc., but workforce budgeting is really position-level planning, closed loop. So this plan to hire reconciliation, and it's integrated with different technologies from Anaplan. So we use Anaplan Workflow for the budget submission process, so we can start to track which budgets have been submitted, approved, rejected, which ones are lagging. So we have out-of-the-box reporting. On the top right, that shows what's going on from a process perspective, and then obviously, with something like headcount planning, PII, and data security is critical. So whether it's a data hub that's dedicated or ADO within its own data space, we provide that as part of the application. Next slide. So if we take a step back and we talk about job planning versus position planning from a best practice, position planning really is the best way to go because of a couple of things. One, you're managing the seat as opposed to the person that's filling the seat, right?
Anju Rao 0:18:34.7:
People come and go. What we really need to start looking at is, from a strategy perspective, from a financial perspective, we need this role filled in the organization, and who is the worker that's filling that role? So part of OWP, and one of the biggest things that we see as an issue is this, not only resource allocation, but the governance and the transparency of a position. When I have a position in the org, what is the history of that position? So now we can start to do things like reconciling. Okay, I've planned a position. There's a job req assigned to it. It's been filled within an HCM system, like Workday, and now it's part of a filled worker that we're seeing. So we can start to see that history, which wouldn't be possible if we're doing something like job level planning. Compliance and governance. It also helps you start to do things from a talent perspective, like succession planning. So now we're starting to look at the people within a position, and again, based on geography, in some places, by gender, there are certain retirement ages. So you can start to plan, okay, there is a retirement coming up in this critical position. I can start that talent process of looking for people to fill that role. So a lot of benefits from a position planning perspective, which OWP is built around. Next slide. So OWP, operational workforce planning. This is our, let's say, our foundational application. So it's available now. Key capabilities. So we talked about there's workforce budgeting, which is, you have the ability to do top-down and bottom-up budgeting.
Anju Rao 0:20:14.3:
So top down from a budget hierarchy perspective, so totally customizable for each customer, whether it's by cost center, department, line of business, legal entity. Bottom up allows you to actually build up your budget by creating fully loaded, costed positions. So rather than saying, I need $100,000 in this cost center or budget hierarchy, you can go through it and say, I need a general counsel in legal, and that will come with its own fully loaded costs that are based on assumptions, by location, by job, level, by year, etc. So that's the finance lens into OWP, and then we also have the HR lens, which is this continuous forecast. From an HR perspective, things are changing daily, nightly. People are leaving, people are getting promoted, people are joining. This gives you HRBPs, workforce analysts, anyone with that role, insight into the entire organization by management org. So if we think about HCM systems, they're grouped by how people roll up within the company. So now, within the application, you have the ability to see by management org or supervisory org, and by cost center. So you have finance and HR looking at the same data in their own view. We have things like org visualization and interactive modeling. So this is, we demoed it a couple of times, but drag and drop orgs. Starting to be able to model out your business over time and do what-if scenarios on your organization. Do I add new companies? Do I go into a new market? Do I add new locations? What happens when I move positions from one place to another?
Anju Rao 0:21:47.8:
How does that affect skill concentration? How does that affect span of control, span of authority, costs, all those different pieces, in addition to hiring freeze, reduction in force modeling? Really, we talked a little about the hiring metrics and talent, but really giving talent the ability to see, okay, finance has approved this budget. HR is planning for a hundred positions. Do we even have the recruiters to be able to do this? Do we need to hire external? Do we need to promote people, bring in internal? So now you have three critical parts of the organization looking at the data at the same time, with their own lens into it. Next slide. So we talked about foundation. Now, where can we go from there? Project resource planning is our latest application that's now generally available, and this is really the demand side that Kouros was talking about. So we're talking about projects. A real-time visibility into what's going on, and what are the skills and people that I need? In our demo data, we modeled out, like a game company, like an Activision type company, right? So they're launching a new video game. Well, we need designers, we need UX people, we need beta testers, etc., etc. Well, we have all of these positions within the organization. Let's just pull from there, see what skills we have, match them up to the projects. So now you can start to get things like real-time capacity and supply, because we're already building it off of OWP.
Anju Rao 0:23:20.2:
Proactive modeling and gap closure, right? So what happens when we look at a project, we adjust the timeline? What happens to those people? Maybe we need to start looking at hiring more people, internal, external contractors. Again, connecting project resource planning to operational workforce planning gives you this transparency into what's the demand, and then what is the current supply that we have in the forecast?
Kouros Behzad 0:23:45.7:
I'm just going to add one more thing. One thing on here. So when you look at your own company, I think a customer for project resource planning could be your R&D organization. That's definitely one. Another one, if you have a professional services arm, they are very much project. So any project-based, department function, whatnot, they can benefit from this, and they can have their own pieces of this.
Anju Rao 0:24:10.3:
Exactly. Yes. So we're all people within a company. If your company is doing a project of any sort that requires people, it's that that line of business within your organization can use project resource planning. Next slide. Then, contact center planning. So this is also new application. That's GA as well, and again, it gives you the visibility into all of your demand from a contact center perspective, right? So predicting volumes across different channels, different widgets. So voice, email, chat. Again, completely customizable for customer, and we can start to manage ramps, do staff capacity planning. So what are the skills we need? What are the vendors, the channels, the sites? Again, can pull directly from operational workforce planning and start to do things like on-the-fly what-if modeling, and lock processing. The ownership-based review scenario locking. So you have a consistent baseline for all of your financial and vendor spend and the ability to do reconciliation across it. Then, obviously, cost forecasting, so you can start to look at drivers across scenarios, staff groups, vendors versus internal costs, and what the mix would be.
Kouros Behzad 0:25:25.6:
One more thing to add is, so when we think about, again, the existing systems of record that you've got. So I call them systems of management versus systems of planning. So you've got your HCM, human capital management. You could have Workday, SuccessFactors, Oracle, UKG. There is a slew of them out there. We're not competing with that. We augment that. They are very much an execution. They manage the life cycle. What we do is uplevel from that. We are the upstream to that in terms of once we plan, then that's the execution aspect of it. When we think about contact center, there are a slew of solutions out there. So all the workforce management, Genesis, NiCE, Verint, Calabrio, all of those that are out there, they don't do the long-range capacity planning. They talk about intraday. They talk about down to the minutes and how many people are needed from a scheduling aspect. We don't do scheduling. What we do is upfront say this is the longest capacity. Here's where the volumes are going to change. Where we expect to change. This is what you need. Now, you figure out how are you going to fulfill that again? Is it via the vendor management that Meta was talking about, bringing contractors or have enough employees, or do I need to go higher? The goal is to make sure you've got the right number of people that can be scheduled for that shift, for that day, for that week, to be able to satisfy the demand, right?
Kouros Behzad 0:26:48.5:
So you're doing it up front, that upstream, to make sure that those people are there to be scheduled. That's the goal. Projects. Same thing. When you think about all the plan views that are out there. Oracle, SAP has got projects solutions. There's Primavera. I think a lot of organizations have that. So those are all project management, project portfolio management solutions. They talk about assignments, scheduling. Very tactical in terms of tasks activity. This is, again, I've got a project coming up here. Do I even have the resources? If you think about how that ties into your CRM, if you're using Salesforce, for example, as you're selling a project, you can start to, from a lead all the way to a commit, you can try to refine how many people you need, what type of resources. This gives you the visibility into what's coming, what's not, and who's coming after projects. Do I have enough, or do I need to bring in, again, contractors or sub to a different partner or whatnot, to be able to staff those and execute once I commit to that? It's always an upstream to all these, the management tools that are out there. We're not competing.
Anju Rao 0:28:00.8:
Yes, that's great. Next slide. Yes, then, do you want to take the GTM capacity planning?
Kouros Behzad 0:28:10.4:
Yes, so this is an extension from sales organization that you've got. You do territory quota. How many people do I need? This is the revenue goals that I've got. Again, very similar thing. It's a cost number of call volumes that I've got, cost of [inaudible 0:28:26.6:] that I've got, revenue that I need to generate. How many people do I need? How many salespeople? What's the feet on the ground? Then, also, associated with that, what pre-sales do I need? You don't always just get the one view. It's all the people that are related to that. What's the holistic look at that? That's really capturing all of that so when new fiscal year hits for you, you have the right people that can hit the ground running, as opposed to taking two months into it and say, I need to hire 200 more salespeople across the world. Am I going to get that? So this helps you do all of that work upfront, so you're ready to hit the ground running for every fiscal year.
Anju Rao 0:29:09.2:
All these applications have direct links into OWP, so we can push and pull data between them. Next slide. Okay, so what's coming next? With my own blanket safe harbor statement that anything can change. So this is where we currently are, right? We've seen it multiple times this morning and probably throughout the past couple months. We've got the workforce planning pieces in orange, and then go to the next slide. So if we think about the roadmap, we talked a little bit about contact center planning and project resource planning, which are already generally available. Coming soon-ish is our two apps, workforce capacity planning, like the demand side, in addition to strategic workforce planning. If you can see all of these start to link together, right? So data is getting moved in between all of these applications. So you're starting to see more of a connected planning architecture and user experience. So finance can create a budget, push it to OWP. HR does their thing, and along with talent, contact center is now linked into it, which is also linked to GTM sales capacity, which is also linked to project resource use. You're starting to see a network come together, really, based on the people in the organization, the positions in the organization. Do we have the skills and the people in the right place to service all these different needs? So it's exciting. There's a lot of stuff coming in the future that's going to directly link to everything, which is, I think, what we've been all trying to get to for a while.
Kouros Behzad 0:30:54.6:
Yes. I think it's really exciting, because when we think about operational workforce planning, that sets the foundation for all the positions, open, field, and plant. So you've got all this transparency to who you are. Where are they? What's it costing you? Then, you can add layers. What skills do these people have? Where are they? What locations are they? You just see there's a lot of layers that you can adjust to that, and that's going to get leveraged by strategic workforce planning. So today, anybody that wants to run strategic workforce planning you have to go back to HR and say, hey, give me a dump of the data. They give you spreadsheets, or this X data extract, you have to bring it in. You have to massage it for this particular strategy. Somebody else likes that, says, okay, do it for me. You've got to go back again. So a very manual act. What we've got is this is going to plug into that. So it's going to leverage the same data foundation, but it allows you to quickly spin up these different strategies. What if I want to acquire versus build my own organization? That's one scenario. What if I want to change the model that I'm always doing stores? Now I want to go online. What resources do I need? What skills do I need? Be able to just quickly look internally? This is what I've got. Here's the different scenarios, and the outcome of that is, here's the different programs that I might want to put in place, a new hire program, partnership with a university, hiring from this region, whatnot.
Kouros Behzad 0:32:22.2:
Finance, a part of that is, what's it going to cost, these different scenarios? That's something that you share with finance, and finance says, okay, well, this is it. I need to earmark this budget for the next three years for to support this one. Once that's approved, now you're operationalizing a year one of that strategic plan, and that's pushing it into new positions, into operational workforce planning, and those are tagged with the strategy, initiative, or project. So you could always track, okay, how well are we doing on this down the line, that monitoring aspect? Well, we said we were going to do this. We're going to hire so many. Did we do that? Did we get there? Did we not get there? What happened? So you can much quicker respond to questions that have come from your executive to be able to address some of these things. So this connectedness is absolutely key, and it just, again, helps the business move faster.
Anju Rao 0:33:20.7:
All within the same platform. So you're not jumping from one system to another, to another importing Excel. You're just going, with security, from app to app to app, and it could be a unified, seamless experience.
Kouros Behzad 0:33:32.5:
Yes. The staff capacity planning, the idea behind it is similar to what we're doing with GTM, capacity planning, with contact center planning, with project resource planning. Those are very domain-specific. This one is, okay, you bring your drivers, whatever that might be. Again, your distribution center, number of cartons. If you're an oil and mining company, tonnage of iron ore, and then say, okay, how does that translate into what's the capacity, what's the demand that I have for workforce to be able to address some of that? So that you can tailor it to all the different segments of your organization, hence why it's general. It's just like you make it your own to address different needs.
Anju Rao 0:34:16.5:
Next slide. [Unclear words 0:34:19.9:]
Kouros Behzad 0:34:21.1:
We can just jump to the next slide.
Anju Rao 0:34:22.8:
Yes, with the next slide [over speaking 0:34:23.6:].
Kouros Behzad 0:34:23.7:
We'll keep this one on, then, if you want to read that white paper again, the QR code is here. Have a look at it, but open to all the questions.
Anju Rao 0:34:30.1:
Yes, any questions? Yes.
Audience 0:34:34.7:
Got a question. So this is a double-edged sword. It's very…
Unknown Speaker 0:34:37.9:
One second. Oh, yes! Everybody can hear you.
Audience 0:34:41.3:
Sorry about that. So it's the integratedness [sic] of the various models and stuff like that. It's a double-edged sword. We like it, also, but also getting intimidated by the possible potential complexity of it. Okay. So right now, in our journey, for example, we have a very robust headcount planning, we call it. We don't call it workforce planning and stuff. So operational workforce planning seems like it would be a good place to start. So how do you see your potential customer thinking about that, that start with operational workforce planning, and then grow into other areas, or stuff like that?
Anju Rao 0:35:16.7:
That's a great question. When we've thought of OWP, operational workforce planning, it's very - I think, and I'm biased - but it's very different from our other applications. No offense to the other application teams, because we work with all of them. I think of them as like, there's a problem, we need to solve it. A company doesn't have very well thought-out balance sheet, cash flow, income statement planning, like IFP is the perfect app. It flexes and does everything right with the configurations. Same with our other apps. OWP is more foundational. So what Kouros was saying is, we can bring in data from any HCM system, Workday, SuccessFactors, etc., and you're putting in your workforce, right? Customers do this over stages. Some go all in, but you're thinking about people positions. Maybe it's personal data, like gender, race, ethnicity, birth dates, so we can start to see generational tracking. Performance ratings, things like skills. Where are people sitting? From there, if you have a system or an application in place that can lay the foundation, then you can start to not only extend and do things like location planning and org modeling, and project resource, but you can do even more. I think those extensions are customer-specific. We have customers that start with, let's say, IFP, and then also go and say, okay, we actually need a more robust… There's headcount planning from a finance perspective, which is very cost-center-based.
Anju Rao 0:36:53.8:
TBH, I need ones and zeros, right, but it's the next level down of that. It's okay, legal needs three heads, but who are those people? Where are they? Where do they sit? Do we need skills? That's what OWP is trying to fulfill. So even if customers do start with, let's say, IFP or another app, it all comes back to, I think, selfishly, OWP. Like, where are the people that are going to support all this? That's why we started to create, we carved out WFP, a workforce budgeting to start customers on that path that maybe already have IFP as an add-on with links and mappings and everything that are out-of-the-box. We typically see for new customers and for customers that, that don't have an HR system, or they have… Like, they want something that is able to bring in finance, HR, and technology to start doing this. Like, OWP is the right way to do it. Yes.
Audience 0:37:50.9:
Some guidance needed for [over speaking 0:37:52.7:].
Anju Rao 0:37:52.4:
Yes, absolutely. Yes, absolutely, and we can definitely talk.
Kouros Behzad 0:37:56.0:
I think a lot of times, the headcount expense planning starts to map to the workforce budgeting, which is that top-down, bottom-up, but it allows you to move out of that job-based TBH, plus roster, to a position level. Again, we can write those positions back to HR, or it can be in Anaplan, but it allows you that to make that transition, which is sometimes it's a bit of a change management, because that's the way you've always done it. When you go to this, that transparency becomes absolutely critical. Now, you know if a job is getting up-leveled, moving to a different position. You've got that transparency and visibility into that. So there is a lot in it for finance when you make that jump. That's probably the first transition is going from your headcount expense job level to this workforce budgeting position base, and then layering all the way to the talent acquisition, which Adobe was talking about. You can add all the diversity and all these other dimensions to it that can come after. So it's not a big bang. You can really stage this.
Audience 0:39:07.8:
[?You have to get on this right track 0:39:08.4:].
Kouros Behzad 0:39:08.4:
Yes, and the thing is, when, initially, you go there, and you look at the demo, it can be very overwhelming because there is… You think about it as if you've got a COE that has built out the headcount expense, and you've built, I don't know, ten or fifteen different pages. Now, you're going to something like 90 different pages, and all this stuff behind it. You're just like, I can't do all of this. You don't. You start small with the core pieces, and then you just, over time, you keep layer [sic] things on there, but it allows you a much more controlled way to move forward, and allow you to bring in that workflow, that finance. It is that finance HR. Initially, you don't have to pull in HR. A lot of organizations say, well, my HR just wants to stay in Workday. That's fine. That's why let's just start with the workforce budgeting piece, and then go into operational workforce planning. Then get into, eventually, someday, get into the org modeling and talent and recruiting capacity and whatnot. So there is a path.
Anju Rao 0:40:13.3:
Any other questions? All right. Thank you very much. Drinks are on us.