3%
only
of adults with cancer are enrolled in clinical trials4
15%
only
of patients are aware
of clinical trial options3
1/4
investigative sites will under-enroll2
1/10
investigative sites will fail to enroll a single patient2
Strategic Workforce Planning that Works
The challenge
For more than 40 years, NI has developed automated test and measurement systems that help engineers solve some of the world’s toughest challenges. As the pace and scale of change accelerate across the global marketplace, NI asked Point B to help address one of their own toughest challenges: maintaining a skilled workforce to remain at the forefront of their industry while meeting their customers’ future needs.
Beginning where the need was most urgent—in IT, Manufacturing, and Finance—NI envisioned a companywide workforce planning capability so central to the company’s future that it would become a key Strategic Pillar for growth.
OPPORTUNITIES
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8,000
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1 milion
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4,500
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4,500
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4,500
Beyond boom-and-bust workforce cycles
For NI, workforce planning is all about having the right people with the right skills in the right place at the right time. They also see it as a breakthrough opportunity to make sure the “right people” begins with their own employees.
By empowering their people to grow with the company, NI aims to build a ready, resilient workforce that can flex quicky to meet an evolving marketplace. Putting their employees first also saves the time, money, and talent wasted in typical boom-and-bust workforce cycles.
The opportunity
NI is better able to put its employee-first brand of workforce planning into action and build a workforce that’s ready for what’s next. This includes:
• A new level of leadership understanding and support for workforce
planning, which is co-owned by HR and functional business leaders
across the company
• A dynamic five-phase framework for workforce planning
• A step-by-step playbook with resources, tools, and templates
• Governance models and roles to fully support workforce planning
• A top-down assessment tool to identify future workforce needs
• An Excel-based data model for detailed workforce requirements
• A dedicated leader and timebound plan for prioritized implementation
Project outcomes
CASE STUDIES
Our approach
BACK TO CASE STUDIES
Point B brought a holistic and agile approach to workforce planning, fine-tuned to NI’s strategic goals and employee-first culture. The Point B team partnered with NI leadership to look at talent development through a new lens that gives employees visibility into the skills needed for the future, together with the framework to develop them. Working closely with NI’s People team and functional business leaders, the project team brought an agile, iterative process that:
GHG Emissions Tool: Notable Features
Trained PE Firm on Use of Tool
Guided client on how to use GHG tool and deploy with portfolio companies for maximum engagement.
Created Customized Tool to Calculate
“Investor” Scope 3 Emissions
Developed a bespoke, Excel-based tool to seamlessly calculate category 15 Scope 3 emissions based on portfolio company input.
Uncovered Material GHG Categories for
Portfolio Companies
SEngaged PE firm and its portfolio companies to determine what categories of GHG data needed to be integrated into the custom tool.
• Scope 1: Energy use, company-owned fleet
• Scope 2: Electricity use, imported heat & steam
• Scope 3: Purchased goods & services, capital goods, business travel, waste
Scoping & Kickoff
Created a centralized scoping document outlining approach, raw data inputs and calculations, and the overall structure of the workbook before creating the tool.
Identified Relevant Data Points
Identified what GHG data needed to be gathered to calculate Scopes 1-2 emissions and what Scope 3 categories were relevant. Material Scope 3 categories included business travel, waste from operations, purchased goods and services, and capital goods.
Conducted GHG Inventory
& Recommended Improvements
Gathered data and calculated an initial GHG inventory for the PE firm. Provided recommendations on how to improve data and reduce emissions, which included assessing emissions from portfolio companies (Scope 3, category 15).
PE Firm (Client)
Portfolio Companies
Accommodates All Tiers of Data Quality
Calculates emissions using any tier of data quality, from site-specific, primary data (from a particular supplier or facility) to spend-based data.
Walks User Through Entire Data File
Easy-to-follow checklist helps portfolio companies identify which GHG data to gather and where to enter information.
Automated Charts &
GHG Emissions Reporting
Automatically compiles charts that break down emissions by scope, category, and top 10 energy-intensive facilities.
Point B really came along with us on this journey. They took us through a learning and proof-of-concept process that increased support at the leadership level and enabled us to look at our talent infrastructure in a completely different way. We’re taking a holistic view that eliminates the barriers between talent acquisition and talent development
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Workforce planning
is a systematic, dynamic, and agile process for identifying and addressing the gaps between our workforce today and our workforce needs of tomorrow.
Beyond boom-and-bust employment cycles
• Provided strategic clarity on the organization’s future state and its current landscape of people skills.
• Identified the demand forecast for people, capabilities, and essential roles.
• Used analytics to prioritize opportunities and address gaps.
• Developed a rapid proof of concept complete with samples, models, tools, and templates for a workforce planning process in IT, Manufacturing and Finance.
• Created a playbook for a fast-paced capability build that includes the tools, resources, and roadmap for implementing the new capability in an iterative, continuous improvement manner.
Our people and culture are differentiators for us, and it is a shared priority of our Executive Leadership team to put our people first. Boom-and-bust workforce cycles are such a waste of the talent that we worked hard to hire, engage, and retain. We want to help our employees develop their skill sets so they grow with us and are valuable to the organization for the long term. Point B’s pragmatic, agile approach to workforce planning enables this outcome in a better way than anything else I’ve seen. They gained leadership’s understanding and support, which has been invaluable.
Workforce Planning: Getting It Right
Point B used the “5 Rights” Workforce Planning Model to ensure that NI has the Shape, Skills, Size, Site, and Spend to plan and deploy the skilled workforce it needs to achieve its business goals. This model is iterative in nature, meaning that workforce planning isn’t once and done; it’s ongoing, allowing leaders to set their workforce plan and adjust it over time.
Cate Prescott
Chief People Officer and SVP, NI
This model is used to identify and assess future workforce needs
By looking through the lenses of structure, skills, location, roles, and costs, we can better anticipate and plan for the needs of the future and prioritize actions appropriately.
The '5 Rights" Workforce Planning Model
Right shape
Right Skills
Right Location
Right Size
Right Value
The right workforce structure, including purpose, in/out-sourcing, and diversity.
The relevant skills and capabilities needed to achieve future goals
The availability of people at the right sites and geographies to meet needs
The correct number of people for the jobs needed to achieve goals effectively
An affordable workforce that delivers outcomes at an effcient cost ratio
NI’s approach to workforce planning avoids the talent waste typical of boom-and-bust employment cycles that come with rapid change. By giving employees the transparency to see what skill sets will be needed in the future and giving them a path to develop them, everyone wins.
The business saves time and money by developing their employees’ full potential and retaining great people.
Employees are empowered to gain new skills in an organization that values their latent talent and supports their career development.
Customers benefit from partnering with a resourceful, talent-rich company with deep domain expertise that’s ready to respond to—even anticipate—their changing needs.
Win. Win. Win.
Cate Prescott
Chief People Officer and SVP, NI
