components
When he or she opens the Executive component of a Kaleid-Array™ model (AnyLogic v5), the consultant sees the following functional 'elements':
Benefits
This element contains modeling for benefits and benefit programs … costs, deductions, and accumulations. The major inputs to this model come directly from the HRIS data imported through HAM, and from firm-specific benefits definitions. The major outputs from this model would be individual effects (affecting individual retention and related costs to the firm) and firm-wide effects (costs, hiring consequences, etc.).
Jobs, Skills, and Training
This implements huge sparse skills arrays, bundles default skills typologies, includes the mechanisms to enter real (or distributed) external skills data, and offers mechanisms necessary to the propagation of skills. Integrates with the hiring, retention, and attrition mechanisms of the Basic HR component. Models changes in skills levels — aggregated and individual — through practice, contagion, disuse, training, mentoring, and other factors.
Multinational HR
This provides structure and tools for HR planning, optimization and strategizing across multiple demographics, regulatory environments, tax structures, and compensation and benefit programs – all functioning together according to some overall strategy. With this model, domestic and overseas sites can be viewed together for optimization purposes – even if this means combining multiple skills management strategies, multiple benefits programs, multiple compensation programs, and multiple vicissitudes of hiring, termination, and retirement. All these things are modeled not as alternative strategies but as parallel multinational components to be balanced and optimized.
Competitive HR
This model provides mechanisms for bringing the labor pool and a firm’s recruitment competitors into focus. For this purpose, competitors are viewed not as business rivals but as hiring rivals. This provides a special view of competition, focused on staffing, pay, and human capital. (Incorporates functionality from™ the Right Workforce™ Labor Pool.)
Labor Pool
This model augments the relatively simple, “common-sense” labor pool assumptions of the Basic HR model with a more elaborate predictive mechanism. This model probably should be used when a firm’s strategy already incorporates explicit economic, technical, or social forecasts which ought to be echoed in any model … or when a firm’s HR organization believes that a sound hiring strategy depends on modeling the actions of its “HR competitors.”
Outsourcing
The HR consequences of outsourcing strategies can be difficult to predict, because – for accurate results – it is almost essential to view in-house staff as a collection of individual agents. However, at the same time, it is necessary to view the outsourced equivalent via system dynamics (for production-related activities) or discrete event simulation (for outsourced services delivered inside the firm). The Right Workforce™ Outsourcing Model is a three-way hybrid model that brings these different ingredients together, allowing HR to assess the net consequences of alternative outsourcing strategies.
For more information, see:
Kaleid-Array™ Simulation Models: Consultant's Overview
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