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Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
Plan to Succeed: Building a strategic talent management plan
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Plan to Succeed: Building a strategic talent management plan

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Tim Mullligan, Chief Human Resource Officer of the San Diego Zoo discusses the importance of building a strategic talent management plan and how it has revolutionized the zoo’s culture, making the …

Tim Mullligan, Chief Human Resource Officer of the San Diego Zoo discusses the importance of building a strategic talent management plan and how it has revolutionized the zoo’s culture, making the entire organization more accountable, focused and goal driven. Since implementing the system, the society has achieved a number of benefits including establishing greater employee motivation as well as employee accountability. The zoological society’s employees are now able to see a clear connection between the objectives that have been set for them and the overall objectives of the organization, which is driving stronger overall performance for the organization as a whole.

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  • Tim R. Mulligan, J.D., CHRO, Zoological Society of San DiegoSean Conrad, Sr. Product Analyst, Halogen Software
  • Renowned former head of GE is well known for his high regard of Human Resources as a strategic position within the organization. Jack also advises that when it comes to talent management “ Use a rigorous, non-bureaucratic evaluation system, monitored for integrity with the same intensity as Sarbanes-Oxley Act compliance.”Why is the HR Leader so important? 2 reasons 1. HR enables execution of strategy and 2. people are the only sustainable competitive advantage.
  • Our Company Talent Management: BeforeOur need for a strategic talent management planIdentifying organizational goals and prioritiesDefining HR priorities and goalsPutting the strategic talent management plan into placeTalent Management: AfterMeasuring results of talent managementQuestions
  • The Zoological Society of San Diego is a 3200-employee organization that operates The San Diego ZooSan Diego Zoo’s Wild Animal ParkSan Diego Zoo’s Institute for Conservation Research Organization has been around over 90 yearsNot-for-profit
  • Tim MulliganStrategic plan rolled out in January 2005Introduction to pay-for-performance system that is tied to goalsNeed for employee accountabilityEmployee recruitment/retention
  • Annual review process was not followed and employees were skeptical of its worthThe entire process was an administrative nightmare and produced little usable informationNo method to measure or report on completed employee appraisalsEmployees were not measured against goals or objectivesNo employee accountabilityNo organizational goals/objectivesNo manager goals/objectivesNo individual development plansNO BIG PICTURE PLAN FOR THE FUTURE!
  • The San Diego Zoo was not unique in terms of not having a plan…In April 2010 Halogen Software conducted a survey of HR professionals via newsletters and social media groups on LinkedIn and Twitter. Of over 250 organizations responding, the results showed that 55% of them did not have a format Strategic Talent Management Plan.
  • Companies with more mature talent management capabilities have on average 18% higher earnings, 54% greater net profit margins, and greater return on equity and assets than their counterparts without mature capabilities. Hackett Group
  • There’s also an abundance of recent research that is showing that organizations who invest resources in their talent management processes are outperforming their peers.
  • This framework for a strategic talent management plan boils it down to 6 Basic steps in the planning process.
  • It was crystal-clear that HR needed its own strategic plan, including a detailed Talent Management PlanWhat were our goals and priorities over the next 3 – 5 years?How were these tied to the Society’s goals? Strategic plan?
  • We were pleased to see that in the same survey we conducted noted previously, 100 percent of the respondents indicated that their organizations set high level goals.
  • Identifying goals, from the BOTTOM UP is critical to alignment and ensuring that everyone is rowing in the same direction.Although most organizations have top level goals – the key is getting employees engaged in accomplishing them.Culture and goal settingStrong culture creates a common mindsetGoal setting ensures that the specifics are laid outClear set of competencies ensures that you have the skill set to reach your goals
  • Vision: To become a world class leader in connecting people to wildlife and conservation.Detailed a new, aggressive list of our company’s strategic high-level goals and priorities.Also highlighted many changes and/or new initiatives to our current business model.
  • Step 2 – Identify Organizational Drivers and Challenges
  • In order to make sure that you’re successful at achieving your goals, you’ll need to consider Identify and consider the key drivers and challenges that could impact your organization's ability to achieve its goals. Consider both internal and external challenges. These could include things like a highly competitive job market, new or changed legislation/regulations, results from an employee satisfaction survey, new technology, etc.How did this work at the San Diego Zoo?To achieve these new lofty goals, we had to ask ourselves what challenges would we face in reaching these goals?Both internal and externalExamples:Competition in our industryLabor marketEmployee engagement/satisfaction issuesLegal considerationTechnology/Budgetary constraints
  • Step 3 – Gap Analysis
  • Compare where your organization is today with where it wants to be, and identify any gaps that it needs to address in order to achieve its goals. In identifying each gap, consider also the risk of not addressing the gap. For example, if your organization has a goal to rank #1 in the industry for customer satisfaction, you need to identify your current customer satisfaction rating and the rating required to rank #1 in your industry, then identify the gap between these two. The risk of not improving customer satisfaction ratings by this degree could include a drop in market share or in sales.
  • Where was our organization at, compared with where it wanted to be? What gaps needed to be addressed/rectified to get there?What risk is there in not addressing this gap?Example: Succession Planning – we had no program.Gap: World leading programs had one…we did not.Risk: we could continue status quo…but really being behind the curve…lose people…not be prepared to promote from within whenever someone leaves
  • Step 4 – Define Your HR Priorities and Goals
  • Based on the goals, challenges and gaps you identified in steps 1-3, identify your HR goals for the coming year. Don’t forget to make them SMART (Specific, Measurable, Achievable, Realistic/Relevant, Time-Bound) and link them to any applicable corporate goals.When defining your measures of success, make sure you include ways to measure both the implementation and effectiveness. That is, was the initiative executed as planned, as well as did the initiative have the desired effect.
  • Our gap analysis highlighted many HR areas needing strategic planning (and improvement!):AccountabilityPay for PerformanceCommunication of Society goals and objectivesSMART Goal Creation for managersSuccession PlanningLeadership Development
  • It can be helpful to do an inventory of your current HR talent management processes to determine if you need to make any changes to these to support your goals. Identify which processes you currently have in place and the method you use to conduct/manage them.This chart shows which functions the organizations responding to the Halogen survey in April are currently performing. It’s clear from the results that while most companies are currently doing performance appraisals, compensation management and learning mangement, a significant number of companies aren’t currently implementing development planning, competency assessments, 360 degree feedback and Succession Planning in particular, although they would like to.
  • Step 6 – Measure the Results and Communicate Successes/Contributions
  • Sean ConradWith your HR goals priorities in place, it’s important to assess and measure their effectiveness and communicate the results to the organization. As you work on achieving each goal, make sure you track relevant metrics so you can report on progress and success, or take corrective action as needed. This is important to help you determine if the goal or associated initiative was effective and is worth retaining.
  • Recruiting ToolsJob DescriptionsOn-BoardingEmployee ProfilesGoal ManagementDevelopment PlanningCompetency AssessmentPerformance AppraisalsCompensation ManagementLeadership Development
  • Our survey results among a broad range of HR practitioners, (not Halogen customers) showed there were some big barriers to implementing the talent management strategy among many.It’s important to keep in mind that if these challenges are impacting your organization, we have planning tools to assist. We can provide you with Business Case and ROI Tools to address Executive buy in and budget issues, several resources about our implementation program, case studies on rapid streamlined deployments.For those concerned about not having enough resources – automation becomes even more important to successful execution.Tim – tell us about how this worked at the San Diego Zoo.
  • Our Talent Management Program AFTER!• Selected Halogen eAppraisal• All supervisors/managers now participating in a formal pay for performance program• Previous to implementing, only 50% of appraisals were completed – now 100%!!!• Aligned corporate goals with employee goals• Pay-for-performance culture• Accountability for managers
  • Other BenefitsRecruit and retain our employeesConsistent and formal appraisal process & competencies across the organizationReportingYear-round performance journalsReview Scores can be used for bonus programs
  • Overall Score: 50% Objectives, 50% Leadership CompetenciesPay-for-performanceScore Plugged Into Performance MatrixPosition salary range and appraisal resultsHigh Performers have capability to achieve 200 % more increase then previous years prior to pay for performance system
  • Positive feedback from managers and employeesManagers like being able to select objectives that their employees will be measured againstEmployees like that they now know what is expected of themSpecific questions added to employee satisfaction/ employee engagement surveysEffectively communicate the results
  • Transcript

    • 1. © 2013 Halogen Software. All rights reserved PLAN TO SUCCEED: Building a Strategic Talent Management Plan
    • 2. © 2013 Halogen Software. All rights reserved Presenters Tim Mulligan • HR Leader at Zoological Society overseeing a team of nearly 20 HR professionals for the 3,000 employee society Sean Conrad • has worked with numerous technology organizations with a focus on enabling end-user organizations to successfully implement software solutions for over 15 years
    • 3. © 2013 Halogen Software. All rights reserved Elevate HR to a Position of Primacy “Without a doubt, the head of HR should be the second most important person in any organization. From the point of view of the CEO, the director of HR should be at least equal to the CFO.” Jack Welch, Winning
    • 4. © 2013 Halogen Software. All rights reserved Overview • __ ______ • _____ _________ _____ • ___ ___ _ ____ • __________ _____ ___ __________ • _______ __________ ___ _____ • ______ ___ ____ ____ _____ • _____ _________ ____ • ________ _______ • ________ • Our Company • Talent Management: Before • Need for a plan • Identifying goals and priorities • Defining HR priorities and goals • Putting the plan into place • Talent Management: After • Measuring results • Questions
    • 5. © 2013 Halogen Software. All rights reserved Company Overview • __ _________ ______ __ __ ____ __ _ ________ ____________ • ___ ______ ____ _____ • __ ___ ______ • The Zoological Society of San Diego is a 3200- employee organization • Been around over 90 years • Not-for-profit
    • 6. © 2013 Halogen Software. All rights reserved Reason for Change • ________ ____ ______ ___ __ ______ • ___________ __ ___ ___ ___________ ______ ____ __ ____ __ _____ • ___ ___ ________ ______________ • _______ ___________ _________ • Strategic plan rolled out in January 2005 • Introduction to pay-for-performance system that is tied to goals • Need for employee accountability • Employee recruitment/retention
    • 7. © 2013 Halogen Software. All rights reserved Our Talent Management Program BEFORE
    • 8. © 2013 Halogen Software. All rights reserved % of Organizations Currently Doing Strategic Talent Management Planning Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
    • 9. © 2013 Halogen Software. All rights reserved Why is it Important? CEOs wonder: • Are we all pulling in the same direction? • Are we falling behind? • Are we improving productivity? • Will we hit our numbers? • Can we keep our best employees? • Prove it! Source: Why Employee Performance Management Matters to CEOs Author: Creelman Research
    • 10. © 2013 Halogen Software. All rights reserved Why is it important? Companies who integrate their talent management processes see significantly greater performance gains, and can measure a correlation between their talent management efforts and business operational results. Aberdeen Group
    • 11. © 2013 Halogen Software. All rights reserved The Strategic Planning Process
    • 12. © 2013 Halogen Software. All rights reserved The Need for a Strategic Talent Management Plan • What were our goals and priorities over the next 3 – 5 years? • How were these tied to the Society’s goals? • Strategic plan?
    • 13. © 2013 Halogen Software. All rights reserved Step 1: Identifying Organizational Goals/Priorities Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
    • 14. © 2013 Halogen Software. All rights reserved Importance of Identifying Goals
    • 15. © 2013 Halogen Software. All rights reserved Identifying Organizational Goals and Priorities ___ _____ _ ___ ________ ___1. Create a new Strategic Plan
    • 16. © 2013 Halogen Software. All rights reserved Step 2 – Identify Organizational Drivers and Challenges
    • 17. © 2013 Halogen Software. All rights reserved Example Drivers & Challenges Current customer satisfaction rating is only 75%. High CSAT ratings increase references and improve viral marketing efforts, as well as support ability to meet revenue targets, etc. Identify Organizational Drivers and Challenges
    • 18. © 2013 Halogen Software. All rights reserved Step 3 – Gap Analysis
    • 19. © 2013 Halogen Software. All rights reserved Step 3 – Gap Analysis Goal Gap Risk Example Need to increase customer satisfaction by 7% points • Drop in market share of 13% • Drop in market position from #2 to #3
    • 20. © 2013 Halogen Software. All rights reserved Gap Analysis • Where was our organization at, compared with where it wanted to be? • Example: Succession Planning – we had no program.
    • 21. © 2013 Halogen Software. All rights reserved Step 4 – Define Your HR Priorities and Goals
    • 22. © 2013 Halogen Software. All rights reserved Step 4 – Define Your HR Priorities and Goals Title Coordinate training in customer service competencies for Support organization. Description Source training courses in customer focus, communication and analytical thinking for the support organization to help improve individual and overall ratings for these competencies. Due Date •Courses/activities must be identified by end of Q2. •All courses/activities must be offered/conducted before end of Q4. Measures of Success •Relevant training courses are sourced by end of Q2. •Courses are scheduled and held before end of Q4. •90% of support staff complete the training by end of Q4. Priority High Dependencies Budget for training courses needs to be approved before end of Q1. Resources None other than regular HR staff. Costs Goal is to not exceed $1000/ employee for training. Corporate Goal Supported Rank #1 in the industry for customer satisfaction
    • 23. © 2013 Halogen Software. All rights reserved Defining HR priorities and goals • Highlighted many HR areas needing strategic planning (and improvement!):
    • 24. © 2013 Halogen Software. All rights reserved Step 5: Talent Management Process Inventory Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
    • 25. © 2013 Halogen Software. All rights reserved Step 6 – Measure the Results and Communicate Successes/Contributions
    • 26. © 2013 Halogen Software. All rights reserved Step 6 – Measure the Results and Communicate Successes/Contributions HR Goal Results Audience Method Frequency 1. Relevant course identification All Managers in Customer Support, VP of Operations Email Monthly update Schedule and conduct courses before the end of Q4 Monthly communication re: course schedule/ availability Customer Support Staff completion of required courses on service competencies Quarterly update of course completion rates by staff
    • 27. © 2013 Halogen Software. All rights reserved Putting the Strategic Talent Management Plan into Place • Articulate/evaluate what existing talent management tools were previously in place. What needs to be revised/improved/or thrown out!
    • 28. © 2013 Halogen Software. All rights reserved Barriers to Implementing Your Strategy Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
    • 29. © 2013 Halogen Software. All rights reserved Our Talent Management Program AFTER!
    • 30. © 2013 Halogen Software. All rights reserved Other Benefits • Recruit and retain employees • Consistent and formal appraisal process & competencies across the organization • Reporting • Year-round performance journals • Review Scores can be used for bonus programs
    • 31. © 2013 Halogen Software. All rights reserved Other Benefits – Transforming our Culture Linking Appraisal Results to Compensation: • Overall Score: 50% Objectives, 50% Leadership Competencies • Pay-for-performance
    • 32. © 2013 Halogen Software. All rights reserved Measuring the Results of the Talent Management Plan
    • 33. © 2013 Halogen Software. All rights reserved Thank you Tim Mulligan, J.D. Chief Human Resources Officer, Zoological Society of San Diego TMulligan@sandiegozoo.org Sean Conrad Senior Product Analyst, Halogen Software sconrad@halogensoftware.com Read the San Diego Zoo Case Study: www.halogensoftware.com

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