Three Steps to a Hard Dollar ROI from Talent Management

Three Steps to a Hard Dollar ROI from Talent Management

Mollie Lombardi VP/Principal Analyst of Workforce

Management PracAce Brandon Hall Group

Michael Brandt Area VP,

HCM SoluAons Infor

Learning & Development

Talent Management

Leadership Development

Talent AcquisiAon

HR/Workforce Management

RESEARCH PRACTICES

2 ©2014 Brandon Hall Group, Inc.

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Agenda

•  Managing Talent Risk

•  The Role of CriAcal Roles

•  People-‐driven Success

No Business Plan Without a Talent Plan


5 Kinds of Talent Risk •  Capability Risk •  Capacity Risk •  Cost Risk •  ConnecAon Risk •  Compliance Risk


It’s All Connected


Competencies

The language we use to talk about talent


Managing Risk Requires Deep Insight


What Are Your CriAcal Roles?


Defining CriAcal Roles

Source: Brandon Hall Group, Skill Study, October 2014

38%

24%

38%

Critical roles defined to meet business goals for the next 12 months

Critical roles defined to meet business goals for the next five years

Critical roles for future business need are not defined


Defining CriAcal Roles

Source: Brandon Hall Group, Skills Gap Study, October 2014

24%

41%

7%

21%

7%

0%

25%

50%

Skill and behavioral competencies, job level competencies, cognitive abilities,

cultural fit

Skill and behavioral competencies, job level competencies

Job based competencies

General job description only

Critical roles not defined

All Respondents


Where Do Competencies Come From?

•  OrganizaAonal culture •  Leadership characterisAcs •  Current high performers in the role •  Forward-‐looking business strategy


Use of Assessments for CriAcal Roles

Source: Brandon Hall Group, Skills Gap Study, October 2014

22% 24%

37%

17%

0%

25%

50%

We do not use assessments for critical

roles

We're in the process of implementing

assessments for critical roles

We use assessments for only some of our critical

roles

We have assessed almost everyone in a critical role

All Respondents


Poll QuesAon How does your organizaNon currently use talent performance profiles?

– For assessing candidates exclusively – For exisAng employees exclusively – For assessing candidates and exisAng employees – We do not use assessments


MulAple Levels of Competencies

Mission and vision

Strategies

IniAaAves

OrganizaAonal competencies

Leadership competencies

Job role competencies


Check Regularly


The EvoluAon of Assessments

Pre-‐hire tesAng

Pre-‐and post-‐hire skills and capabiliAes

Ongoing assessment strategy

Technology enabled

assessment strategy


Used Throughout the Lifecycle •  Fit for hire •  Guided onboarding •  Ongoing development •  Teaming •  Leadership style •  Mergers and acquisiAons •  Succession


It’s All Connected


21 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com

21

Infor HCM People-‐driven success Michael Brandt, Area VP, HCM SoluAons, Infor

QuesAon

What are you hearing out there?

What are you hearing out there?

Process AutomaNon

We will streamline your processes!

SaaS One vendor, one code-‐set,

easy upgrades!

End to End Because we have everything,

we are beier!

Best of Breed We are beier because we focus on this one specific thing!

What are you not hearing?

How you can …

idenAfy your own top people

repeatedly make great hires

idenAfy the traits that work

develop your people against those

traits

track this against the company’s

boiom line!

What are you not hearing?

How you can …

Best Way to Improve The Boiom Line

?

every employee ● your only employee

every performer ● a top performer

Break Down Top Performers: Sales RepresentaAve Example

What makes top performers great? The Key Traits and Components Differ From Company to Company:

–  Empathy –  Controlling –  Listening

Build a Performance Profile (Talent DNA)

Best Way to Improve The Boiom Line

Replicate Top Performers Using Proven Traits

People-‐driven success

The three steps

Science-‐driven HR success

Map, hire and develop your top talent … on scienNfic principles

Taking the guess-‐work out of HR and TM process

success

Usable, data sharing technology

The support you need


The three steps




success



Benchmark your key talent profiles for mission-‐criAcal roles Define the DNA of best of the best IdenAfy key behaviors and traits that make them the best

Step 1: Map Your Talent

0

5

10 Accountab

AdaptabilitCommunic

Customer

Inclusiven

Team Leadership

CompeAAvOpposiAon

Dependen

PerfecAoni

Avoidance

Approval Power

Talent Mapping

Traits

Leverage research to define recruiAng strategies Assess applicants against top traits by role Replicate/hire the traits of your top people Understand the business effect of every hire

Step 2: Hire/IdenAfy Top Talent

Develop performance and development plans around top traits

Track the effects of every improvement on business

Measure onen, realign and monitor effect

Foster your top producAvity DNA plan

Step 3: Develop/Foster Top Talent


The three steps




success



Human Resources

Talent Science

Workforce Management

Learning Management

HR Service Delivery

Talent AcquisiNon

Talent Management

Course and Curriculum Content Authoring

CerNficaNon Management Compliance Assurance

System of Record Performance Fit

Employee Benefits Payroll Management

Answersource HR Case Management

Self Service Off-‐Boarding

Applicant Tracking RequisiNon and Workflow

On-‐Boarding Social RecruiNng

Timekeeping OpNmized Scheduling

Labor BudgeNng, ForecasNng ProducNon AnalyNcs

Performance and Goals Succession

CompensaNon Skills and Competencies

Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon

Simple ScienNfic Social

BeauNful Flexible

Human Resources

Talent Science


Learning Management

HR Service Delivery

Talent AcquisiNon

Talent Management















BeauNful Flexible

Human Resources

Talent Science


Learning Management

HR Service Delivery

Talent AcquisiNon

Talent Management















BeauNful Flexible

Human Resources

Talent Science


Learning Management

HR Service Delivery

Talent AcquisiNon

Talent Management



System of Record Skills and Competencies












BeauNful Flexible

Human Resources

Talent Science


Learning Management

HR Service Delivery

Talent AcquisiNon

Talent Management















BeauNful Flexible

Human Resources

Talent Science


Learning Management

HR Service Delivery

Talent AcquisiNon

Talent Management















BeauNful Flexible

Human Resources

Talent Science


Learning Management

HR Service Delivery

Talent AcquisiNon

Talent Management















BeauNful Flexible

Sales Associate – Foot Locker

n = 2,446 n = 988

Pre: not assessed Post: assessed

d=0.62, p = .0000*

*Denotes staAsAcal significance

$16,170,677 addiAonal sales

Increased SPH in assessed group


The three steps




success



SupporAng your success •  The importance of usability

–  For ‘ease of use’ to Wow factor –  Ensures people using sonware and good data entered

•  The importance of data-‐sharing across processes –  Making the most of talent data –  Infor ION / Business Vault?

•  People –  Methodologies need people –  Technology needs people


47


48

The aim: predictable, repeatable success


The three steps




success




51

Infor HCM People-‐driven success

Michael Brandt Area Vice President HCM Solutions [email protected] http://www.infor.com

QuesAons?





HCM SoluAons Infor

Thank You



[email protected]


HCM SoluAons Infor

[email protected] 53 ©2014 Brandon Hall Group, Inc.

Recruiting & HR

Three Steps to a Hard Dollar ROI from Talent Management