Hi - List Subsets "Subset" are essentially breaking an existing list and its members down into "sub lists" - for example if you have a list of employees you might have a 'LIS: Employees Sales' and 'LIS: Employees Non-Sales'. This can ensure that a calculation module (or any module downstream) which is only relevant to sales employees doesn't unnecessarily include ALL employees. A Line Item Subset "LISS" is when you create a list off of line items from an existing module. This is typically used in reporting use cases. For example if you want to take a P&L module, and include the P&L line items in a LISS called LIS: P&L, you can include line items such as Revenue, COGS, Margin, OPEX, SG&A, Net Income , etc. You would then apply the LIS:P&L to a new module and use the COLLECT() statement along with logic for which version was selected. - See attached blueprint views. - See picture below, ignore the %'s as they are not correct.
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Hi - interested in this topic. The issue with a fake users list is then user experience is tough. When a user is on a page, they will then need to select their name from a drop down (list formatted line item, formatted as the fake users list). I guess a workaround for that would be to apply selective access to the fake users list? --> so each native user would only have selective access to their fake user name. Then you could aggregate an amount into a summary module that doesn't apply to the fake user list assuming the fake user list has a top level. Let me know your thoughts on this.
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The long-range sales forecast is set, and targets are being communicated throughout the organization. Next on the agenda are costs, margin, and expenses leading to the bottom line. Operating and planning a business is like solving a complex puzzle: an organization can have all the correct pieces for its business but at the end of the day, the right people are required to put it all together.
And it's not just this year’s puzzle, but one that spans three years, five years, and even 10 years from now. Achieving an organization’s long-term financial targets with a healthy, diverse, and empowered workforce ensures sustained value for the organization.
Adopting a Strategic Approach to Workforce Planning
Your organization’s people drive its revenue and the expenses incurred to generate that revenue. Understanding and modeling for those relationships allow a driver-based connection to be established between them. This connection enables the business to adopt a Connected Planning strategy by integrating HR’s workforce plan with the long-range sales forecast. An agile strategic workforce planning (SWP) solution is needed in order to facilitate this process.
Scenario Planning Enables Proactive Workforce Management
As with any long-term planning solution, assumptions change throughout the year. Having an effective scenario management solution that allows you to easily and quickly develop new scenarios can make an incredible difference in how you manage positive news and mitigate risks during crises. Lack of agility in scenario modeling causes many organizations to be reactive when managing their workforce during uncertain times. The SWP solution allows for the long-range forecast assumptions to be adjusted by scenario. This empowers management to understand how changes to internal and external factors would impact the P&L. Flexibility to model risks and opportunities via scenario planning enables an organization to be proactive and make insightful decisions as they navigate through any situation.
Covid Financial Impact Analysis Board (1)
Covid Financial Impact Analysis Board (2)
More About Scenario Planning:
Scenario Planning in Anaplan, Part I: The Power of 'What If'
Getting Better at Getting Ready: Scenario Planning for Competitive Advantage
Analyzing & Prioritizing Workforce Diversity
Fostering a diverse and inclusive workforce is a direct enabler of achieving "diversity in thought," and a healthier, more active environment. Ensuring you meet diversity targets is no easy task, and changes do not happen overnight. According to a report from Mercer, “most high-growth organizations understand that HR is a crucial player in spearheading major change initiatives.” Starting off with an in-depth analysis of your current employee mix is essential to developing and delivering real change within the organization. By benchmarking against other industries and peers, you can develop gender and ethnicity targets across regions and build actionable roadmaps.
Diversity Target Setting Board (Gender Analysis)
Diversity Target Setting Board (Ethnicity Analysis)
Key Drivers Connecting Business Events to Workforce Impacts
The SWP solution digs into the different drivers that have a direct impact on your workforce, such as product certifications, clinical trial results, management ratios, promotion rates, and attrition rates. For example, if the business has seen issues with the quality of its output, the management ratios may be off. To align with the product quality initiative, a product line may need more senior employees to increase the ratio of quality inspectors. The management ratio driver can be adjusted (see figure below), which will increase or decrease your baseline headcount depending on the nature of the ratio change.
Promotion and Attrition Ratios
Benefits of Connecting HR and Finance
Planning an organization’s workforce while considering internal and external factors may seem like an insurmountable task. Doing so requires the business to adopt a strategic approach that connects the office of the CFO and CHRO. By doing so, you can manage a healthy, diverse, and empowered workforce that is well-positioned to meet your long-term financial targets.
We want to hear what you are looking for in a workforce management solution and what your experience has been. Please leave your thoughts and questions in the comments below.
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Hi @rob_marshall @Mike.McLaughlin I recreated a version of this for training purposes and noted the count line item can be stored in the SYS properties module. Take a look at the attached blueprints: SYS00 - Flat Attributes SYS01 - Composite Hierarchy Build Use case = Client source system gives a parent child format, list is ragged. 4 columns, a) member name, b) member code, c) parent name, d) parent ID. Ragged explained - If the lowest level is level 6, certain branches will only go down to L3 and client needs to plan something at L6, the lowest level. Steps to complete: Step 1. Load CSV file to 'Flat list' (import code and name), if numbered, import code and display name property. Step 2. Create 'SYS00 - Flat Attributes' (flat list applied), import the properties/attributes into this model, Parent ID and Parent Name (match on code, will need code line item) Step 3. Add line items and formulas to SYS00, refer to excel attached, purpose here, is to identify the members with no children, aka "base member" Step 4. Create 'SYS01 - Composite Hierarchy Build' (flat list applied) refer to excel attachment, purpose here, is to create dummy members where the hierarchy is ragged --> append (LX). Step 5. Create saved views in SYS01, a saved view for each level of the hierarchy Step 6. Create X number of lists, relate them into a composite hierarchy by assigning the parent in general lists Step 7. Import saved views from step 5 into each of the lists. Lastly, in practice, the composite hierarchy lists, would be created in the spoke model and saved views from the datahub would be imported into the spoke. Level 2 Model Building gets this concept across. However, it does not cover the specifics of leveling a ragged hierarchy. Thanks, Brett Francis
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@mjpearlman definitely agree the concept of a list being set to "production data" is key for the client to understand. I like to explain it this way: Production Data: Lists whose members will be added to by end users Lists whose members will be frequently updated (Adds/Deletes/Re-orgs) Very large lists (may want to consider production data to allow for the DEV model to be a subset of the total list) --> if size is a major constraint Maintenance? (No) --> Production model list is updated and NO SYNC is required! Non-Production Data: Lists that are infrequently updated, example - pick lists, or currency codes Maintenance (Yes) --> Development model needs to updated first and a sync is required from DEV to PROD! I tend to push for almost all lists to be set as "production data", and then prove why it should be moved to "non-production". Thanks, Brett Francis
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Just finished my Anaplan training and starting the FP&A case study.
I am drafting the model schema and would like to do it electronically. Any best practice for which platform to use to document the "model schema"?
I was going to use excel...
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