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Webinar Presentation summarizing how two organizations are using Halogen\'s integrated talent management suite to improve their return on people.
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© 2011 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
How Integrated Talent Management Can Improve Your Return on People
Gary Kilzer, HRMpact
Jennifer Triumph, Franciscan Alliance
How to Participate Today
• Open and close your Panel
• View and select your audio preference
• Submit text questions
• Q&A addressed at the end of today’s session
• Everyone will receive an email within 24 hours with more information on Halogen Job Description Builder and Halogen eRecruitment
Poll Question: How would you describe your talent
management processes?
1. We’re siloed – We have HR systems in place but they differ across
the organization and are not connected.
2. We’re consistent – We’ve standardized our processes, have some
integration but some systems are connected through a manual
process.
3. We’re integrated – our systems and process are well defined and
well connected
4. We’re strategic – our systems are fully integrated and we use HR
metrics to drive the business
Discussion Agenda
6
• Introduc2ons
• Why Integrated Talent Management
• Making the case for Integrated Talent Management at New England Bap2st
• Implemen2ng an integrated approach at Franciscan
Alliance
www.hrmpact.com
Integrated Talent Management
7
A set of integrated programs, processes and tools to
a3ract, engage and retain cri4cal talent for the
organiza4on.
Foundations: • Technology Platform • Shared data base • Single sign on • Talent analytics • Owned by management
www.hrmpact.com
Why Integrated Talent Management?
8
• Improved Corporate Performance
• Higher Employee Engagement
• Mature Integrated Talent Management Prac2ces
• Enhanced Regulatory/Cer2fica2on Compliance
• Greater Corporate Sustainability
• Reduced Employment Prac2ces Liability
• Improved Stock Price and Credit Ra2ng
www.hrmpact.com
Inves2ng in Talent Management
9
Best Prac*ce HR Profile
HR Administra2on
Talent Management
Strategic HR
Bersin & Associates- The HR Fact Book 2011 www.hrmpact.com
Making the Case
10 www.hrmpact.com
“Voice of the Customer”
11
What people management programs are most cri2cal to achieving your business goals?
How effec2ve is HR at delivering those programs?
www.hrmpact.com
Performance Gaps
12
• HR provides an employee performance management process that is effec2ve and easy to use.
• HR designs rewards that support pay for performance. • HR provides strategic workforce planning, forecas2ng talent
needs and gaps
• HR provides people management processes that are enabled by appropriate technology.
• HR helps me deal with employee rela*ons issues consistently and fairly.
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐
We need to upgrade/automate our talent management capabili4es
www.hrmpact.com
ROI Analysis-‐Inputs
13
Total # of Managers in your organiza2on:
Total # of HR employees dedicated to performance management etc:
Total # of HR employees dedicated to recrui2ng & reten2on:
Total # of HR employees dedicated to compensa2on:
Total # of HR employees dedicated to employee development:
What is your current performance & talent management system? (Paper/Forms/Spreadsheets/Manual Process -‐Another Online System)
How oden does your organiza2on conduct performance reviews each year?
What is the average fully loaded salary per HR employee?
What is the average fully loaded salary per Manager?
What is the average fully loaded salary per employee?
What is your organiza2on’s voluntary turnover rate? (%)
What is our organiza2on’s approximate annual revenue?
What is your organiza2on’s gross margin? (%)
ROI Analysis -‐ Summary
14
• Cost Saving Benefits
• Revenue Enhancing Benefits
• Investment Required
• Net Present Value: $328,602
• Return on Investment: 226%
• Payback period (months): 9
Roadmap for Change
15
Our strategy is to implement a 24 month plan (2012-‐2014) that will accomplish the following: o Reallocate technology spending from HR administra2on ac2vi2es to
strategic talent management capabili2es o Outsource non strategic HR ac2vi2es o Improve HR service delivery effec2veness o Build organiza2onal talent management capability to:
• Alract and retain top talent • Achieve MAGNET status • Manage Employee Performance • Make more effec2ve Compensa*on decisions • Develop Leadership/ Manage Succession • Support geographic expansion • Support service excellence
www.hrmpact.com
Current vs. Future State
16
Applica*ons Current Future Plans HR Service Delivery -‐Portal Framework Sta2c Content, no SSO Update with SharePoint
-‐Service Center No capability Implement Employee Service Center
-‐Self Service and Workflow Benefits Admin, Time repor2ng Add employee performance management, compensa2on and employee service center interface
HR Administra2on -‐HRMS -‐Benefits Administra2on
Meditec Hewil
Implement new HRIS Outsource to new provider
Talent Management -‐Hiring/On-‐boarding -‐Performance management -‐Compensa2on
Posi2on Manager Home Grown-‐Not Automated Home Grown –Not Automated
Halogen
Workforce Management -‐Time Management -‐Absence management
API Internal
No change Outsource to Liberty Mutual
Workforce Op2miza2on/Analy2cs NA HR Scorecard
www.hrmpact.com
Talent Management Selec2on Criteria
17
• One application for all talent management processes
• Single data base for all applications
• Ease of use for managers including single sign-on and “two click access”
• Robust reporting and analytics capability
• Excellent customer service
• Cost
Re-‐Align HR Technology Spending
18
2013-‐14
HR Admin
Talent Mgmnt
Strategic
2012
HR Admin
Talent Mgmt.
Strategic
www.hrmpact.com
Implementa2on
19
• Think Big • Integrated Talent Management
• Start Small • Hiring and on-‐boarding • Employee Performance Management • Compensa2on
• Scale Up • Learning and Development • 3600 Feedback • Succession Planning • Talent Analy2cs
www.hrmpact.com
• Iden2fica2on of past prac2ces… – Paper-‐based evalua2ons
• Annual • Transfer • Proba2onary
– Competency assessments
– Alignment with regulatory body requirements – Manual tracking
• Big Picture – Integrated Talent Management
• Ini2al Steps – Iden2fy needs of the organiza2on – Align prac2ces with strategic goals – Move to an online plaqorm
– Start with the most cri2cal needs
Phase 1 • Annual Performance Review • Introductory Process • Transfer Process
Phase 2
• Repeat Phase 1 • Peer Review • Goal Serng Process • Ini2al Performance Improvement Process
Phase 3 • Repeat Phase 1 and 2 • 360 Review • Formalized PIP
Phase 4
• Repeat Phase 1, 2, 3 • Gap Analysis • Poten2al Assessment • Metric Assessment
• Annual Performance Reviews – Move to an online plaqorm
– Track competencies • Core • Job Specific
– Develop ra2ng scales – Assess alignment of organiza2onal strategy with employee performance
• Introductory Performance Reviews – Address current competency levels – Iden2fy gaps and learning needs – Extend period if necessary – Determine fit
• Transfer Performance Reviews – Assess previous work performance up to transfer date
– Assess current goals
• On 2me comple2on rates • Simplified tracking of comple2on rates • Reduced file sizes and paper management • Standardized metrics for performance • Ability to easily access performance assessments
• Easily pull appraisals for regulatory bodies • HR audits
• Con2nue Annual/Intro/Transfer Evals • Peer Review
– Added into annual review process – Allows managers to gain insight into performance that they may not always see
– Eliminate the “overlooked” syndrome • Goal Serng Process
– Train to set SMART goals – Employee set – Manager review and addi2ons
• Ini2al Performance Improvement Process (PIP) – Iden2fy obvious gaps
• Correc2ve ac2ons? • Learning needs?
– Set Ac2on/Development Plans – Set step due dates – Opens manager/employee conversa2ons
• More feedback and recogni2on • Reduced “overlooked” syndrome • Assessment of learning needs • Iden2fy and group learning needs • Focus on employee development • Measurable goals • Goal alignment with organiza2onal strategy • Gap analysis • Measurable metrics
• Con2nue Phase 1 and 2 • 360 Review
– Begin from top down – Access feedback to review – Iden2fy learning needs and iden2fy gaps – Use a combina2on of analy2cs
• Peer Focus • Overall Focus
• Formalized PIP – Review performance trends over a 2meframe – Create ac2on/development plans to address gaps
• Increased feedback and recogni2on • Employees taking charge:
– Performance
– Development
• Engagement by both management and staff
• Analy2cs • Measurable HR metrics
• Con2nue Phase 1, 2, and 3 • Gap Analysis
– Look for trends – Refine processes
• Establish Poten2al Assessment – Laying the groundwork for succession planning
• Metric Assessment – Refine tools to assess alignment of organiza2onal strategy to employee performance
Employee Development
Introductory
Process
Annual
Process
360
Process
Transfer Process
Peer Review
Process
PIP Process
Q&A
• Addi*onal ques*ons regarding the webinar? Contact: Gary Kilzer-‐ [email protected]
Jennifer Triumph -‐ [email protected]
• For addi*onal Halogen SoVware inquiries or to request a personalized demonstra*on, contact:
Denise Dziubaniuk – [email protected]
Thank you!
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