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You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference.
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The Transforming World of Talent Management
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Speakers: Jason Corsello, Vice President of Corporate Strategy & DevelopmentKnowledge Infusion
Scott SchmidtDirector of Advisory ServicesKnowledge Infusion's KI OnDemand Service
Moderator: Mike Prokopeak,
Vice President, Editorial Director Talent Management Magazine
The Transforming World of Talent Management
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The Transforming World of Talent Management
#TMwebinar
Mike Prokopeak, Vice President, Editorial Director
Talent Management Magazine
The Transforming World of Talent Management
#TMwebinar
Jason Corsello, Vice President of Corporate Strategy & DevelopmentKnowledge Infusion
Scott SchmidtDirector of Advisory ServicesKnowledge Infusion's KI OnDemand Service
The Transforming World of Talent Management
Jason Corsello & Scott Schmidt
Knowledge Infusion
FEBRUARY 15, 2011
Page
About Knowledge Infusion• Leader in human capital management,
talent management & enterprise collaboration consulting and advisory and services
• Named to Inc. 5000 List
• Headquartered in Minneapolis, Minnesota with offices throughout US
• Global customers including Dow Jones, Franklin Templeton Investments, MetLife, The World Bank, Disney, Starbucks, Four Seasons Hotels
• Innovative client engagement models with KI Consulting & KI OnDemand
Knowledge Infusion Proprietary and Confidential, Copyright 2011 9
Partnership
Passion
Celebration
Talent
Knowledge
Trust
Page
Agenda
• The State of the “War for Talent”
• Today’s Talent Management Priorities
• The Emergence of the Integrated Talent Suite
• Service Delivery Models for the Future
• Creating the “Ask”
Knowledge Infusion Proprietary and Confidential, Copyright 2011 10
Page
• Companies aren’t hiring
Knowledge Infusion Proprietary and Confidential, Copyright 2011 11
Is There Still a “War for Talent”?
Page
Yesterday
• Conservative hiring amongst large companies
• Shortage of qualified workers
• Inability to know what “talent success” looks like internally
Tomorrow
• Selective hiring based on new roles and jobs
• Shortage of highly skilled workers
• Challenged of identifying internal or external “talent success”
Knowledge Infusion Proprietary and Confidential, Copyright 2011 12
Today’s Reality of the “War on Talent”
Page Knowledge Infusion Proprietary and Confidential, Copyright 2011 13
Business Challenges are DiverseEconomic Recovery
Organizational Change
Compliance
HR Transformation
Page
Agenda
• The State of the “War for Talent”
• Today’s Talent Management Priorities
• The Emergence of the Integrated Talent Suite
• Service Delivery Models for the Future
• Creating the “Ask”
Knowledge Infusion Proprietary and Confidential, Copyright 2011 14
Page
Talent Management Priorities
• Next Generation Talent Management
• Addressing “Global”
• Rethinking the Technology Foundation
• Creating a Lasting Talent Strategy
Knowledge Infusion Proprietary and Confidential, Copyright 2011 15
Page Knowledge Infusion Proprietary and Confidential, Copyright 2011 16
Next Generation Talent Management?
Page
Going from Automation… To Intelligence…
Knowledge Infusion Proprietary and Confidential, Copyright 2011 17
Next Generation Talent Management
Page
Most Companies Unprepared to Make Timely and Accurate Workforce Decisions
18 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Does your company currently have the necessary human capital data to make timely and accurate workforce decisions?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
HR Value Curve & Transformation
HR transforms into a strategic asset when it integrates into the fabric of the organization, and focuses on organizational performance through talent effectiveness.
Tacti
cal
Str
ate
gic
HR’s future focus and business strategy will impact the
technology roadmap and it’s direction.
Efficiency
Effectiveness
19 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Page
The Next Steps Beyond Automation
• Increased focus on outputs and measures
• Initiating workforce planning
• Creating global standards with local flexibility
• Eliminating complexity & creating simple, consistent & ongoing processes
• Extending investments leveraging platforms and “edge technologies”
• Leveraging enterprise collaboration (ie. social)
Knowledge Infusion Proprietary and Confidential, Copyright 2011 20
Page
Integrated Talent Management Priorities Vary Widely
21 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Which areas of integrated talent management are currently most important to your organization?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Addressing Globalization
• Not just language and currency
• Incorporating emerging markets
• Demand to find/know/grow/move global talent
• Creating flexibility to support local needs
• Emergence of “COEs” to build standard global processes
22 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Page
Rethinking the Technology Foundation
Digital HR FrameworkSingle User Experience: Knowledgebase, Collaboration, Analytics, Transactions
Information, Transactions, WorkflowBenefits, Pay, Personal Data, Promotions, Transfers,
Approvals, Notifications
HR Service DeliveryCase Management,
Knowledgebase
Core HR FoundationOrganization Structure, Job Structure,
Reporting Relationships, Administration, Benefits
Strategic Talent Mgmt ApplicationsWorkforce Planning, Competency Mgmt, Talent
Acquisition, Learning Mgmt, Performance Mgmt, Compensation, Succession & Career Planning
Talent IntelligenceData Warehouse & Analytics: Workforce, Operational,
Talent Mgmt, Biz Intelligence
FINCRM
Sales
Workforce Mgmt*Time & Attendance,
Absence Mgmt, Payroll
Service Delivery
Foundation / Administration
Strategic / Talent Mgmt
*Owned by Finance Today 23 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Page
Unified Data Surpasses Usability and Key Factor for Talent Management
24 Knowledge Infusion Proprietary and Confidential, Copyright 2011
What is the most important factor when selecting a talent management application?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Rethinking the Technology Foundation
• Shift from legacy interface to true web service integrations
• Focus on integration both across the HR stack and up to the user interface level and down to the business intelligence level
• HR function continues to get less support from IT function
• Simplification of where data is stored to allow the HR function to generate intelligence
• Fewer solutions will be leveraged to fulfill overall HR portfolio need from data standpoint
• Realization that HR is ripe for process integration across its function more than integration across the enterprise
25 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Page
Most Companies Continue to Lack a Talent Management Strategy
26 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Does your company have a clearly articulated strategy for talent management?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Creating a Talent Management Strategy
• HR & HCM Technology vision and goals
• Current HCM discovery observations
• Categorization of opportunities for next 1000 days
• Recommendation set designed to achieve vision
• HCM Action Plan: High-level timeline, risks/dependencies, resource requirements
• Executive Buy-In
Planning & Visioning
Discovery
Analyze & Recommend
Activity
• Clarify vision and goals• Define project controls• Identify key resources
• Collect current state knowledge• Determine quick wins and
barriers.• Identify best-practices
• Identify / Validate themes• Assess capability to execute• Develop recommendations
Process Steps
Strategy & 3 Year Plan
Deliverables
• Identify / Validate themes• Assess capability to execute• Develop recommendations
Business Case
• Total Cost of Ownership• Value of Investment• Compelling Business Case
27 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Page
Poll #1
What best describes the state of your talent management strategy…
A)Well defined and currently being executed
B)In process of being defined
C)In process of being updated
D)We don’t have a talent management strategy
Knowledge Infusion Proprietary and Confidential, Copyright 2011 28
Page
Agenda
• The State of the “War for Talent”
• Today’s Talent Management Priorities
• The Emergence of the Integrated Talent Suite
• Service Delivery Models for the Future
• Creating the “Ask”
Knowledge Infusion Proprietary and Confidential, Copyright 2011 29
Page
HCM Technology Maturity Model
Innovators Early AdoptersEarly
MajorityLate Majority Laggards
Technology Enthusiasts
Visionaries Pragmatists Conservatives Skeptics
• High-level executive sponsorship
• Understand necessity of strategy and governance
•Heritage of technology risks/rewards
•Address enterprise risk
•Pragmatic enterprise planning
• Talent management governance
• Dedicated resource support model
•Require case study and customer references
• Adoption patterns and governance
• Defined best practices
• Education on cost and benefits
•Talent management business case
• Industry and competitor influence
• Education for all
• Case studies
• Best practices
• Process standardization approach
Social Collaboration
Integrated Talent Management
Career Management
Succession Management
Compensation Management
Performance Management
Employee Profile
Learning Management
Recruiting Management
HRMS
30 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Workforce Planning“Edge Technologies”
Page
Talent Management Suites Beginning to Take Root
31 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Have your purchased more than one talent management module (recruitment, performance, compensation, learning, etc) from a
single vendor?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Demand for Integrated Talent Management Suites Growing
32 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Which statement best describes your talent management approach?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Poll #2
What are your thoughts about an integrated talent suite?
A)We are currently deploying a talent suite
B)We intend to deploy a talent suite
C)We have no desire to deploy a talent suite
D)We are undecided on a talent suite
Knowledge Infusion Proprietary and Confidential, Copyright 2011 33
Page
Agenda
• The State of the “War for Talent”
• Today’s Talent Management Priorities
• The Emergence of the Integrated Talent Suite
• Service Delivery Models for the Future
• Creating the “Ask”
Knowledge Infusion Proprietary and Confidential, Copyright 2011 34
Page
No Real Preference for Technology Service Delivery Models
35 Knowledge Infusion Proprietary and Confidential, Copyright 2011
What is your preferred delivery model for HR technology investments?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Rethinking the HR Service Delivery
• What is the scope?
- HRSD moves beyond HR transactions to include talent management
• What does success look like?
- Move from HR-centric to worker-centric model
• What geographies are we serving?
- Move from local to regional to global
• Who are we serving?
- Move beyond the employee to contingent, candidate, alumni, etc.
• What should we call it?
- Is it really “HR?” Do we just “deliver?”Knowledge Infusion Proprietary and Confidential, Copyright 2011 36
Page
HR Service Delivery of the Future
Future Transaction Volume Supported
Tier 0Portal / Digital HR
Tier 1Support Direct /
HR Contact Center
Tier 2*Field Services
Tier 3HR Business Partners
/ COEs• First point of contact • Self managed via Portal
and Digital HR Tools
Contains:• Personalized content
relevant to the employee• Policy and Process content• Decision support tools• Links and widgets to HR
tools
• Second point of contact • Accessed via 1-800# /
text-to-chat / support ticket and central source for direct contact with HR
• Responds to questions about HR policy, process & tools (first call res)
• Escalates cases to the appropriate team/ individual as needed
• Performs programmatic administrative functions
• Escalation point for help desk
• Case routed to Functional Expert
Escalation point for:• Sensitive/legal issues (HR
Consultant)• Non-standard process
questions (Functional Expert)
• Problems with HR Tools that require vendor contact (Sys Admin)
• Final point of contact • Proactive recognition
and/or escalation point for strategic issues related to business performance
• HR BP will work in conjunction with Bus. Leaders to drive strategic change throughout the organization
Target: 65% Target: 20% Target: 10% Target: 5%
Shift transactions and inquiry volume to the left to drive cost savings and efficiency.
*Largest opportunity for reduction and savings
37 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Page
Agenda
• The State of the “War for Talent”
• Today’s Talent Management Priorities
• The Emergence of the Integrated Talent Suite
• Service Delivery Models for the Future
• Creating the “Ask”
Knowledge Infusion Proprietary and Confidential, Copyright 2011 38
Page Knowledge Infusion Proprietary and Confidential, Copyright 2011 39
Visualizing Talent Management Success
Page
Funding the Biggest Challenge Without a Strong Business Case
40 Knowledge Infusion Proprietary and Confidential, Copyright 2011
The biggest barriers for talent management software adoption in your organization…
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Employee Engagement and Retention Key to Talent Management Initiatives
41 Knowledge Infusion Proprietary and Confidential, Copyright 2011
What do you hope to accomplish by implementing talent management software? Select all that apply.
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Creating a Talent Management Strategy
• HR & HCM Technology vision and goals
• Current HCM discovery observations
• Categorization of opportunities for next 1000 days
• Recommendation set designed to achieve vision
• HCM Action Plan: High-level timeline, risks/dependencies, resource requirements
• Executive Buy-In
Planning & Visioning
Discovery
Analyze & Recommend
Activity
• Clarify vision and goals• Define project controls• Identify key resources
• Collect current state knowledge• Determine quick wins and
barriers.• Identify best-practices
• Identify / Validate themes• Assess capability to execute• Develop recommendations
Process Steps
Strategy & 3 Year Plan
Deliverables
• Identify / Validate themes• Assess capability to execute• Develop recommendations
Business Case
• Total Cost of Ownership• Value of Investment• Compelling Business Case
42 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Page
Hard ROI Difficult to Support for Talent Management
43 Knowledge Infusion Proprietary and Confidential, Copyright 2011
Which best describes your business case for talent management?
Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250
Page
Rationalizing Talent Management Investment
• Create the vision and by clear about “the why”
• Get the “business to build the business case
• Define what success looks like
• Be realistic about the time & investment
• Get the “business” to sell the “business” case
Knowledge Infusion Proprietary and Confidential, Copyright 2011 44
Page
Does Your Talent Strategy Look Like This… When It Can Look Like This!
Knowledge Infusion Proprietary and Confidential, Copyright 2011 45
Transforming Talent Management
Page
For More Information
Scott Schmidt
scott.schmidt@knowledgeinfusion.com
Jason Corsello
jason.corsello@knowledgeinfusion.com
Visit KI OnDemand
www.kiondemand.com
Knowledge Infusion Proprietary and Confidential, Copyright 2011 46
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