Goldberg - TMS Myths vs Realities
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Goldberg - TMS Myths vs Realities Goldberg - TMS Myths vs Realities Presentation Transcript

  • Talent Management Solutions Myths vs. Realities Steven Goldberg Global HR Technology Advisor
  • “It's a small world, but I wouldn't want to paint it.”
  • Background  10 years Corporate Practitioner … Global Head, HRIS … incl Compensation Planning & Workforce Planning – major banks  10 years HCM Solutions Vendor Exec … Global Head, HCM Product Strategy - PeopleSoft, VP Products - Unicru, Personic  10 years HR/HR Technology Advisor … Vendors, Customers ------------------------------------------------------------------------------------------  Designed / built an HR Shared Services Center for a 50,000 employee industry consolidator in record time  Creator of “TRV” - Total Realized Value … on HR Technology investments  Invited to Human Capital Institute‟s “2009 Executive Roundtable of 10 Recognized HR Thought Leaders”  MBA in HR; directed HR/HR Technology initiatives - 3 continents
  • HCM vendors I‟ve worked with (partial list)
  • Evolution of HR / HCM Systems Embedded analytics >>> Embedded social networking
  • Impact of a „Mature‟ Talent Management Strategy Bersin & Associates -- Talent Management Factbook 2010
  • Driving employee engagement – core to TM strategy  Once a year, JC Penney's 155,000 workers fill out a 50-question survey on their understanding of the corporate vision, the level of support they get from managers, and even whether they have a "best friend" at work  The results … % of "engaged" workers rose from 66% to 75% two years ago, and 18 percentage points higher than the typical retail company  Penney's internal research shows that stores with top-quartile engagement generate 10% more in sales per square foot, and 36% greater operating income than similar-sized stores in the lowest quartile  Thousands of companies have jumped on the engagement bandwagon over the past decade, including Hewlett-Packard, Best Buy, The Ritz- Carlton Hotel Co. and Wells Fargo & Co
  • Talent Management Solutions – 5 realities 1. Technology should never be more than 40 percent of the answer to driving the HCM/Talent Mgt agenda 2. The most often purchased / deployed Talent Management Module (outside of Recruitment) is associated with the Talent Mgt process that stakeholders are most unhappy with 3. ERP customers use only 2/3 of their system‟s core functionality; and ROI on the best Talent Mgt systems typically takes 2-3 years 4. Technology vendors have promoted an overly process-centric view of HCM … but many HCM challenges, risks and oppty‟s have no standard processes defined 5. Standardization of HR data & processes, well defined processing rules, robust system of record, web access, ESS / MSS, reporting tools and the 4 “abilities” may account for over 80% of the benefits of HR Technology investments … foundational capabilities rule!
  • Talent Management Solutions – 5 realities 1. Technology should never be more than 40 percent of the answer to driving the HCM/Talent Mgt agenda 2. The most often purchased / deployed Talent Management Module (outside of Recruitment) is associated with the Talent Mgt process that stakeholders are most unhappy with 3. ERP customers use only 2/3 of their system‟s core functionality; and ROI on the best Talent Mgt systems typically takes 2-3 years 4. Technology vendors have promoted an overly process-centric view of HCM … but many HCM challenges, risks and oppty‟s have no standard processes defined 5. Standardization of HR data & processes, well defined processing rules, robust system of record, web access, ESS / MSS, reporting tools and the 4 “abilities” may account for over 80% of the benefits of HR Technology investments … foundational capabilities rule!
  • Technology --- never more than 40% … The other 60+ percent: Clarity of strategy Changing / Changing/refining Policy changes refining strategies methodologies Metrics / decision Data model Process Process frameworks changes definitions changes Process Change Training People integrations management competencies TIP: Add up the activity hours in your Talent Agenda implementation workplan! Over 40%?
  • Technology --- never more than 40% … The other 60+ percent: Clarity of strategy Changing / Changing/refining Policy changes refining strategies methodologies Metrics / decision Data model Process Process frameworks changes definitions changes Process Change Training People integrations management competencies TIP: Add up the activity hours in your Talent Agenda implementation workplan! Over 40%?
  • Peeling the onion -- not really a technology issue  An organization determines their turnover is lower than their competitors -- good news  Same organization looks further and determines their turnover is lower, but they are losing more people to their direct competitors than their competitors are losing to them -- not good news  Peeling the onion further … it is determined that very few of those employees leaving for direct competitors are determined to be upper quartile performers -- back to good news
  • Evidence-Based Management / Decision-Making Bill James Cathy - Promoted 3 yrs ago - Promoted 2 yrs ago - Promoted last year - Rec‟d >avg bonus in „07 - Rec‟d >avg bonus in „08 - Rec‟d >avg bonus in „09 - Rec‟d low training $‟s - Rec‟d high training $‟s * - Rec‟d high training $‟s ** - Worked 1,860 hrs in ‟09 - Worked 2,560 hrs in ‟09 - Worked 2,190 hrs in ‟09 - Worked 2,100 hrs in „08 - Worked 2,510 hrs in „08 - Worked 2,210 hrs in „08 - Supv received 3 rating - Supv received 2 rating - Supv received 4 rating - Medium turnover in dept - High turnover in dept - Low turnover in dept - Referred 1 employee - Referred 0 employees - Referred 4 employees - 75 minute commute - 45 minute commute - 15 minute commute - Engagement high in dept - Engagement low in dept - Engagement high in dept * - Received training in Lean Six Sigma, Ruby On Rails ** - Received training in compliance and personal effectiveness Question 1: Most likely to leave within 12 months? Question 2: Most likely to stay and refer successful employees? Question 3: Best candidate for coaching, assessing their engagement level?
  • Spotting exec retention risks  Retention vehicles losing their value as retention instruments  tail-end of vesting schedules (for stock or deferred bonus)  employment contract minimum length of stay threshold met  Total compensation is low relative to market --- for industry and/or peer group across industries  Ranking or strength of brand is trending downward  Changes in employee engagement or turnover within business unit  Passed over more than X times (e.g., 2 times) for promotion  Signs of career peaking or potential mis-alignments; e.g., 360 reviews trending downward  Lack of receptivity to exec coaching
  • Talent Management Solutions – 5 realities 1. Technology should never be more than 40 percent of the answer to driving the HCM/Talent Mgt agenda 2. The most often purchased / deployed Talent Management Module (outside of Recruitment) is associated with the Talent Mgt process that stakeholders are most unhappy with 3. ERP customers use only 2/3 of their system‟s core functionality; and ROI on the best Talent Mgt systems typically takes 2-3 years 4. Technology vendors have promoted an overly process-centric view of HCM … but many HCM challenges, risks and oppty‟s have no standard processes defined 5. Standardization of HR data & processes, well defined processing rules, robust system of record, web access, ESS / MSS, reporting tools and the 4 “abilities” may account for over 80% of the benefits of HR Technology investments … foundational capabilities rule!
  • Talent Management Solutions – 5 realities 1. Technology should never be more than 40 percent of the answer to driving the HCM/Talent Mgt agenda 2. The most often purchased / deployed Talent Management Module (outside of Recruitment) is associated with the Talent Mgt process that stakeholders are most unhappy with 3. ERP customers use only 2/3 of their system‟s core functionality; and ROI on the best Talent Mgt systems typically takes 2-3 years 4. Technology vendors have promoted an overly process-centric view of HCM … but many HCM challenges, risks and oppty‟s have no standard processes defined 5. Standardization of HR data & processes, well defined processing rules, robust system of record, web access, ESS / MSS, reporting tools and the 4 “abilities” may account for over 80% of the benefits of HR Technology investments … foundational capabilities rule!
  • Talent Management Solutions – 5 realities 1. Technology should never be more than 40 percent of the answer to driving the HCM/Talent Mgt agenda 2. The most often purchased / deployed Talent Management Module (outside of Recruitment) is associated with the Talent Mgt process that stakeholders are most unhappy with 3. ERP customers use only 2/3 of their system‟s core functionality; and ROI on the best Talent Mgt systems typically takes 2-3 years 4. Technology vendors have promoted an overly process-centric view of HCM … but many HCM challenges, risks and oppty‟s have no standard processes defined 5. Standardization of HR data & processes, well defined processing rules, robust system of record, web access, ESS / MSS, reporting tools and the 4 “abilities” may account for over 80% of the benefits of HR Technology investments … foundational capabilities rule!
  • Talent Management Solutions – 5 realities 1. Technology should never be more than 40 percent of the answer to driving the HCM/Talent Mgt agenda 2. The most often purchased / deployed Talent Management Module (outside of Recruitment) is associated with the Talent Mgt process that stakeholders are most unhappy with 3. ERP customers use only 2/3 of their system‟s core functionality; and ROI on the best Talent Mgt systems typically takes 2-3 years 4. Technology vendors have promoted an overly process-centric view of HCM … but many HCM challenges, risks and oppty‟s have no standard processes defined 5. Standardization of HR data & processes, well defined processing rules, robust system of record, web access, ESS / MSS, reporting tools and the 4 “abilities” may account for over 80% of the benefits of HR Technology investments … foundational capabilities rule!
  • 3-tier HR technology value pyramid • Workforce planning & modeling Bus. • Analytics and decision-support Integrated Intel. • Predictive tools Talent Layer Management • ESS / MSS • Productivity tools / portals Enablement and • Web services • Content, resources Collaboration Layer • Web 2.0 >> communities! Foundational Capabilities • System of record • Data model • Business and Transaction / Admin Layer processing rules • Security • Integrations
  • Talent Management Solutions – 5 myths 1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites 2. Most BOB‟s and TMS Suites include ready-integrations to an HR- ERP backbone 3. TMS vendors will soon pull off the “convergence vision” 4. TMS and HR-ERP‟s are now sophisticated enough to guide optimal HCM decision-making and really drive the Talent Agenda 5. Predictive models are too complex for the average HR Dept
  • Talent Management Solutions – 5 myths 1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites 2. Most BOB‟s and TMS Suites include ready-integrations to an HR- ERP backbone 3. TMS vendors will soon pull off the “convergence vision” 4. TMS and HR-ERP‟s are now sophisticated enough to guide optimal HCM decision-making and really drive the Talent Agenda 5. Predictive models are too complex for the average HR Dept
  • Talent Management Solutions – 5 myths 1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites 2. Most BOB‟s and TMS Suites include ready-integrations to an HR- ERP backbone 3. TMS vendors will soon pull off the “convergence vision” 4. TMS and HR-ERP‟s are now sophisticated enough to guide optimal HCM decision-making and really drive the Talent Agenda 5. Predictive models are too complex for the average HR Dept
  • Talent Management Solutions – 5 myths 1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites 2. Most BOB‟s and TMS Suites include ready-integrations to an HR- ERP backbone 3. TMS vendors will soon pull off the “convergence vision” 4. TMS and HR-ERP‟s are now sophisticated enough to guide optimal HCM decision-making and really drive the Talent Agenda 5. Predictive models are too complex for the average HR Dept
  • Convergence --- or meeting half-way
  • Talent Management Solutions – 5 myths 1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites 2. Most BOB‟s and TMS Suites include ready-integrations to an HR- ERP backbone 3. TMS vendors will soon pull off the “convergence vision” 4. TMS and HR-ERP‟s are now sophisticated enough to guide optimal HCM decision-making and really drive the Talent Agenda 5. Predictive models are too complex for the average HR Dept
  • Talent Management Maturity: 2008-2010 Bersin & Associates -- Talent Management Factbook 2010 “Only 5-7% of companies report their organization had a clear talent management strategy.” (n= 900+ in 2008, 700+ in 2010)
  • Talent Management Maturity: 2008-2010 Bersin & Associates -- Talent Management Factbook 2010
  • Talent Management Solutions – 5 myths 1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites 2. Most BOB‟s and TMS Suites include ready-integrations to an HR- ERP backbone 3. TMS vendors will soon pull off the “convergence vision” 4. TMS and HR-ERP‟s are now sophisticated enough to guide optimal HCM decision-making and really drive the Talent Agenda 5. Predictive models are too complex for the average HR Dept
  • Recent advances …  Cornerstone OnDemand … Social Learning and Integrated Talent Profile Taleo, SuccessFactors, Workday and others … “Baseball cards” and “dynamic organization charts” as user interfaces  Kronos ...“Use-centric” experience, application changes modalities as a user‟s needs change; designed for the different "modes of usage" a manager needs during the day  Plateau, Taleo, SuccessFactors and Saba just rolled out major facelifts using Adobe Flex, a technology which enables developers to build “client/server” applications on the web … customers can implement new UI‟s without upgrading their back-end  PeopleclickAuthoria … Mobile devices to approve job req‟s and manage interview schedules (candidates and interviewers) on the go  Jobvite … Social networking-driven recruiting … sourcing, matching through on- boarding  SuccessFactors acquires InfoHRM … What-If Financial Modeling & Mobility Planning  HumanConcepts acquires Transition Manager from Taleo/PBN
  • Recent advances …  Enwisen … Socialization as employees exit a company  SilkRoad … Cloud computing and targeted job functions via Heartbeat HRMS  Taleo … Taleo Grid – social networking around best practices  Globoforce … New dashboards to measure recognition and tie recognition to performance  MrTed … Cloud 9 release to provide more interactivity and configurability  Sonar6 … Leading user experience for performance reviews and engagement  Kenexa …“I x E” brand (Individual X Environment) branding and renewed product focus  Workscape …Greater Focus on Compensation and Performance  Workday … • ability to right click on nearly any element and get an action-oriented menu which enables managers or HR staff to take action immediately • incorporates the use of "widgets" which enable users to create a report or chart and then "paste" it into a web-page -- so it can be shared and reused easily
  • Visualization …. “Baseball Cards” User Interface
  • Social Networking/Social Collaboration/Social Learning
  • In “Grown Up Digital” Don Tapscott recaps his $4.5M study of 8,000 people born between 1978 and 1994 He identifies 8 norms of the “Net Generation”: 1. They prize freedom 2. They want to customize things 3. They enjoy collaboration 4. They scrutinize everything 5. They insist on integrity in institutions and corporations 6. They want to have fun even at school and at work 7. They believe speed in technology (and all else) is normal 8. They regard constant innovation as a fact of life. “Social networking is the 21st Century operating system.”
  • All technology solutions behave differently in different organizational contexts Structure Strategy Systems Shared Values Skills Style Staff www.themanager.org
  • “Good judgment comes from experience, experience comes from bad judgment.” www.HRTechTruth.com SBGConsultingllc@gmail.com