HCM Trends 2014: Aligning for Business Results

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Speaker: Mollie Lombardi Vice President, Principal Analyst

Aberdeen Group

Moderator: Max Mihelich Associate Editor Workforce magazine

HCM Trends 2014: Aligning for Business Results

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Max Mihelich Associate Editor Workforce magazine

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Mollie Lombardi Vice President and Principal Analyst, HCM Aberdeen Group

© AberdeenGroup 2014 8

q A Critical Eye for Talent q Developing Next

Generation Leaders q Future-Proof your HR

Leadership

Agenda


Drawn from our World Class Research

q  Studying hundreds of organizations and their strategies

q  Covering a wide variety of industries and geographies




A Critical Eye for Talent


Strong Businesses Require Strong Talent


Finding and Growing Talent are Top Pressures

Source: Aberdeen Group, HCM Trends 2014, January 2014


Strategic Talent Acquisition

The process of identifying, attracting and onboarding talent in order to drive

business performance

Employer Branding Sourcing Screening &

Assessment Hiring &

Onboarding


Top Pressures in Talent Acquisition

Source: Aberdeen Group, Talent Acquisition 2013, August 2013


It Takes a Village


Business Leaders Need a Critical Eye on Talent



Manage Risk by Building Talent Pools


Capabilities Supporting HCM Efforts



Line of Business Accountability Yields Talent Results



In organizations where alignment is a priority, technology adoption is much greater


Supporting performance and development planning drives employee engagement



Developing Next Generation Leaders


The Leadership Shortage

Companies say, on average, they are only capable of delivering

2/3

of the leaders the business will require in the next 3-5 years


Levels with the Biggest Leadership Gaps

Source: Aberdeen Group, Accelerating Leadership Development, March2013


The College Hire Skills Gap

40% of organizations say college hires will require some additional coaching and training

29% say they will have to spend significant time developing their college hires

Only 10% indicate that college hires are ready to contribute now

Source: Aberdeen Group, Learning 2013, September 2013



On average, organizations indicate it takes 29 months to develop a high potential mid-level manager into a "ready now" senior leader


Most valuable for identifying high potentials (1 = not at all valuable and 5 = Most valuable)


Best-in-Class All Others

Critical thinking / cognitive ability assessments 4.14 3.69

Customer or client feedback 3.84 3.70 Multi-rater / 360-degree assessments 3.82 3.71 Hiring manager or supervisor feedback 3.71 3.63 Skill-based assessments 3.69 3.36 Scenario-based assessments 3.54 3.30

Behavioral / personality type assessments 3.52 3.40



Best-in-Class organizations are more than twice as

likely to have a process in place to identify high

potential talent



Groups with Dedicated Leadership Development Programs



Ownership of Front-line Leadership Development



Development Must Be a Business Imperative

46% of organizations with above average readiness

measure existing leaders on their contribution to the

development of other leaders, as compared to just 33% of organizations with below

average readiness


Most Valuable to Accelerating Leadership Development: Mixing Formal and Informal (1 = not at all valuable and 5 = Most valuable)

Above Average Readiness

Below Average Readiness

Stretch assignments beyond typical du4es 3.76 3.53 Formal leadership development programs 3.72 3.56 Crea4on of individualized development plans 3.70 3.64 Assessments to uncover strengths and weaknesses to guide development 3.63 3.59

Specific leadership development project assignments (ac4on learning) 3.61 3.69

On the job or informal coaching 3.59 3.30 Coaching or mentoring from internal sources 3.59 3.34 Par4cipa4on in special projects 3.43 3.42 Formal high poten4al development programs 3.39 3.47 Coaching or mentoring from external sources 3.38 3.40 Rota4onal assignments in other divisions or job roles 3.17 3.42 Social learning through internal or external online communi4es 2.93 2.89



Future-Proof your HR Leadership


The HR Leader of the Future: Connecting the Business


The HR Business Partner Continuum

In Name Only

Trusted Advisor

Order Taker Influencer

Title

No Title

No Capability Strong Capability


HR Leaders Must be Business Leaders



Barriers to Being More Strategic



Alignment and Agility


Can Talent Impact on Business Metrics be Measured?



Integrating Data to Fine Tune the Decision Engine


Source: Aberdeen Group, Human Capital Management Trends 2012, January 2012

Best-in-Class Organizations are

q  142% more likely to integrate workforce and talent data

q  79% more likely to include employee productivity and performance data in the scheduling process

q  45% more likely to integrate workforce management systems with core HR and payroll

§  36% more likely to integrate workforce management data with business performance data

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Mollie Lombardi Vice President and Principal Analyst, HCM Aberdeen Group [email protected] 617-854-5216

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HCM Trends 2014: Aligning for Business Results