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  • 1. Integrated Talent Management “ Ensuring Management and Key Role Continuity ” For Technical Support: Toll Free: +1-866-229-3239 International: +1-408-435-7088
  • 2. Integrated Talent Management “ Ensuring Management and Key Role Continuity ” Panel Speakers Clinton Wingrove CEO and Principal Consultant Pilat (North America) Inc. Ren Nardoni SVP Business Development and Principal Consultant Pilat (North America) Inc. Debra Stock VP of Member Relations American Hospital Association (AHA)
  • 3. Integrated Talent Management “ Ensuring Management and Key Role Continuity ”
    • Understanding the impact of the labor marketplace
    • Defining our staffing challenges
    • Understanding integrated talent management
    • What can we do about the talent shortage?
    • How Can Technology Help?
    Learning Objectives
  • 4.
    • WHO WE ARE
    • Founded in 1974
    • Human Resources Consultancy, Software-house and Data Services
    • Primary Operating companies in USA, Europe and Israel
    • OUR VISION
    • To be the leading supplier of data centric, HR Talent Management and Performance Improvement solutions
    • OUR MISSION
    • To enable our clients to excel by optimizing the HR processes proven to underpin superior organizational performance
    • We do this by integrating advanced HR Methods, Technology and Data Management.
    Who We Are
  • 5. Pilat HR Solutions: Areas of Expertise
  • 6. So What Does the Future Hold?
    • Reduced rate of labor force growth
    • Aging workforce
    • Decreasing supply of younger workers
    • Projected Growth in Health Occupations of almost 30%
    • Projected need for 5,300,000 new and replacements healthcare workers by 2010
    • Severe vacancy rates already for key hospital personnel
  • 7. Labor Challenges
    • Our challenges include:
      • Ensuring continuity of excellent management
      • Developing tools and processes to predict the labor demand and supply especially if new locations or units are to be opened
      • Developing tools and processes to predict the labor demand and supply in specialist areas
      • Developing tools and processes for managing much more effectively and efficiently the development of existing staff to fill future roles
      • Thinking outside of traditional jobs to accommodate new lifestyle requirements (job shares, part-time, contractors, etc.)
      • At the same time, adherence to ever-increasing regulations and requirements (e.g., JCAHO, HIPAA)
  • 8. Ensuring Management/Skill Continuity
    • SO WHERE ARE WE?
    • There is an increasing shortage of top talent
    • Increasing global competition threatens to take away business and, with it, our staff
    • Expectations of organizations and their executive/management are increasing exponentially; from the stakeholders and from the staff
    • Job demands now change so rapidly that individuals may not be able to develop fast enough to fill new roles … or even to keep their current roles
    • The rate at which individuals now change jobs is such that annual talent management processes are insufficiently sensitive even to organizational needs
    • The rate at which individuals now change jobs is such that long term planning on a ‘person-to-job’ basis may prove unrealistic
    • The complexity of information needed to effectively manage talent is such that it can no longer be handled solely by HR or on paper
  • 9. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (incl. Talent Pool Mgmt) Retention Management TRADITIONAL TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Approaches Processes Employee Data Job Descriptions Decisions made reactively, largely when the need arose Define Roles Define Talent
  • 10. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (including Talent Pool & Succession Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes Proactive management of processes that ensure effective long term resourcing Define Roles Define Talent
  • 11. Surviving the Talent Shortage
    • Collect robust data to identify what the real exposure is – there is still more fear than analysis and evidence
    • Continuously look ahead; don’t get trapped in the moment
    • Trust your own expertise, especially sector and functionally specific knowledge
    • Focus on practical activity that will produce sustainable impact – avoid major strategies with unproven results
    • Develop integrated processes that strengthen each other
    • Do not believe in ‘quick-fix’ cures; they are probably only short-term pain relievers!
  • 12. People Profiles to Support the Planning Process
  • 13. Employee/Executive Profiles to Support Planning
  • 14. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (incl. Talent Pool Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes WORKFORCE PLANNING Look ahead at BOTH and individual and a unit/organizational level. Plan to close the gap. Define Roles Define Talent
  • 15. Recommended Forecasting Approach Supply “Now” Supply “Then” Demand “Then” Gaps or Surpluses Staffing Actions “Net Needs” Revised Staffing Assumption Losses Hires Movement Initial Staffing Assumption Source: STRATEGIC STAFFING: A Practical Guide And Tool Kit By Thomas P. Bechet
  • 16. Using Technology Tools to Assist in Planning Process
  • 17. A More Focused Approach to Manpower Planning -57 -15 -24 -18 TOTAL -6 -1 -3 -3 Sonographer -32 -7 -13 -12 Radiologic Technologist +6 +3 +1 +2 PET Technologist -4 -1 -3 0 Nuclear Medicine Technologist -2 -2 0 0 MRI Technologist -5 0 -5 0 Mammographer +1 0 0 +1 Imaging Manager -1 0 -1 0 Diagnostic Imaging Coord, -7 -3 0 -4 CT Technologist TOTAL Location C Location B Location A Positions
  • 18. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (including Talent Pool & Succession Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes DEVELOPMENT MANAGEMENT Development does not occur fast enough naturally. Make it happen. Prepare people for the unknown as well as the known. Define Roles Define Talent
  • 19. Using Competency Assessment to Drive Development
  • 20. Ensuring Each Employee Has a Development Plan
  • 21. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (including Talent Pool & Succession Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes CAREER MANAGEMENT Manage individual careers to meet BOTH individual and organizational needs. Define Roles Define Talent
  • 22. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (including Talent Pool & Succession Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes REPLACEMENT PLANNING Ensure coverage of critical roles but also create Talent Pools. Define Roles Define Talent
  • 23. Utilizing Technology to Support Succession Planning
  • 24. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (including Talent Pool & Succession Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes RETENTION MANAGEMENT People join organizations but they typically leave their bosses. Define Roles Define Talent
  • 25. Combining “Simple” Data for Results
  • 26. Understanding Organizational Issues High-performers, high potential who COULD leave Low-performers, low potential who SHOULD leave
  • 27. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (incl. Talent Pool Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes ORGANIZATIONAL DEVELOPMENT In addition to filling roles that clearly must exist, also think of the organization as an organic entity; look for better ways of utilizing existing talent, not merely of ‘how to fill boxes’. Define Roles Define Talent
  • 28. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (including Talent Pool & Succession Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes ATTRACT AND RECRUIT Attract – those you want and NOT those you don’t. Select – despite the shortage, be even more selective. Define Roles Define Talent
  • 29. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (incl. Talent Pool Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes DEPLOYMENT Proactively redeploy people to build their experience. Proactively redeploy people to retain them. Define Roles Define Talent
  • 30. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (incl. Talent Pool Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes OUTPLACEMENT Especially in a period of skill shortage, you cannot afford to pay people who do not perform. Someone who has mentally resigned but still comes to work is a liability not an asset. Define Roles Define Talent
  • 31. Performance Management People Profiles (Supply) Individual’s Resume Assessment Workforce Planning Job/Role Profiles (Demand) Development Management (incl. Development Pool Mgmt) Outplacement Deployment Recruitment Career Management Replacement Planning (including Talent Pool & Succession Mgmt) Retention Management CONTEMPORARY TALENT MANAGEMENT Organizational Development BUSINESS GOALS, VALUES & STRATEGY Traditional Contemporary Processes Define Roles Define Talent
  • 32. Ensuring Organizational Continuity
    • WHAT CAN WE DO?
    • Aggressively attract only those you seek
    • Don’t be frightened of assessment; base decisions on data
    • Believe that individuals can achieve more than may be obvious and more than they believe is possible (stretching)
    • Implement processes to develop people to their fullest potential as early as possible; maximize their experiences
    • Enable people to learn, flex and adapt; teach them if needed
    • Focus as much on retention as on recruitment
    • Don’t use new people to change the culture
    • Focus on moving out those who are adding to attrition and/or blocking recruitment as well as on bringing in new people
    • Create real-time databases of information about the organization, its needs, its roles, its workforce plans, and its people; use data and technology to assist you
    • Source data from the most informed sources not from those who want to control the data
    • View the organization as organic not concrete
  • 33. Ensuring Organizational Continuity
    • WHAT CAN WE DO?
    • Develop hybrid processes that integrate:
      • Workforce Planning (predicting organizational needs and planning how to address them)
      • Hiring (attract and recruit)
      • Retention
      • Succession Planning (to ensure the potential continuity of current roles)
      • Development Management (to realize the potential of all individuals, not merely HiPo’s)
      • Career Management (to optimize the engagement and contribution of each individual)
      • Organic Organizational Development (to optimize the utilization of the available talent)
    • Maximize process efficiency (e.g., use Talent Pool and Development Pools)
    • Manage the processes – they do not contribute unless complied with
    • Measure and evaluate every aspect of the Talent Management equation
  • 34. Upcoming Events
    • 43rd Annual ASHHRA Conference
    • When: September 30 – October 2
    • Where: Anaheim, CA (Disneyland Hotel)
    For more information visit: http://www.ashhra.org/ashhra/conference/conference2007/index.html
  • 35. Thank you for Attending!
    • If you have additional questions for our panel, feel free to contact them:
    • Ren Nardoni – [email_address]
    • Clinton Wingrove – [email_address]
    • Other Questions:
    • Email – [email_address]
    • Phone - 800-338-9701 or 908-823-9417