Trends in Talent Management (Brad Craver)

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Trends in Talent Management (Brad Craver)

  1. 1. Trends in Talent Management Bradd Craver Deloitte Consulting
  2. 2. Agenda Talent Management Framework The Federal Government’s Response to Talent Management The State Government’s Response to Talent Management The Private Sector Response to Talent Management Questions
  3. 3. Talent Management Framework Development of Talent Strategy Execution of Talent Programs 1. Define Critical Recruit Deploy Develop Retain Workforce Segments Recruiting & Staffing (Internal / External State Workforce Orientation, 2. Define Commitment Transition Onboarding, Competencies 4. Put the Plan Assimilation to its that drive value Constituents into Action Rewards & Learning & Recognition Development 3. Develop a Workforce Performance Management Plan
  4. 4. 1. Define Critical Workforce Segments  Critical  Significant involvement in conducting key business events / processes that drive strategy  Must receive disproportionate focus and investment to maximize performance  Strategic Support  Moderate impact through critical role support  Moderate focus and investment to prepare and upscale talent for critical roles  Core Support  Minimal direct / indirect impact  Focus and investment are minimal Focus talent management on the roles most critical to achieving mandated objectives
  5. 5. 2. Define Competencies Conventional Talent Management vs. Critical Talent Management Define broad competency Define technical and behavioral models that apply to the whole competencies for each role organization Develop competency models Develop competency models based only on short-term based on short-term objectives objectives and longer-term business strategy Use different frameworks for Position competencies as a recruiting, learning, foundation for all talent development, and performance management programs  Competencies form the foundation for a common language and set of measurement criteria across recruiting, onboarding, learning & development, rewards & recognition, and workforce transition programs.
  6. 6. Develop Workforce Plan Workforce Planning Steps Predict demand for critical job families (CJF): Business-driven demand xx - To execute against next year’s demand, we need to hire xx Attrition-driven demand xx - Historical attrition rates suggest that we will lose about xx% - Based on the above, the net demand will increase by xx over the Net demand xx planning period Project supply of CJF: Supply from promotions/transfer - Historical data analysis indicates that we will: xx - Fill x% of CJF through promotions and lateral transfers Supply from hiring xx - Fill x% of CJF through hiring Net supply xx Model the baseline scenario (no intervention) Net demand xx Net supply xx Shortage xx Determine the best course of action for dealing with the shortage of CJF Consider the following data points: - Voluntary terminations represent the most significant driver of attrition - The skill set required for CJF can be developed in house - External trends indicate that it may become increasingly difficult to sustain the current volume of hiring Given the above factors, the best course of action may be to reduce our dependence on hiring through increased investment in developing new CJF and retaining the ones we already have
  7. 7. Putting the Plan Into Action  Identify the talent programs that correspond to the recruit/develop/deploy/retain  Recruit  Internal / external recruiting, on-boarding programs  Development  Internal recruiting, learning and development, performance management  Retention  On-boarding, learning and development, rewards and recognition programs  Adjustments to existing talent management portfolio of programs should be considered before investing into design and development of new programs and initiatives.
  8. 8. Potential Solutions • Modify sourcing, selection, and assessment processes to focus on critical roles and required competencies • Structure the recruiting organization to focus on specific CJFs and associated competencies • Assess potential job candidates against required competencies • Include development priorities as part of the criteria for slating existing talent into critical and strategic roles Recruiting & Staffing (Internal / • Adjust onboarding and • Plan for succession External orientation programs to improve the overall • Utilize Non standard work experience and integration of arrangements Workforce Orientation, new hires • Leverage rotational Transition Onboarding, • Place greater emphasis on assignments Assimilation the required competencies • Return retirees for CJFs • Design employee rewards Rewards & • Map L&D programs to required packaged based on what Learning & Recognition competencies, learning critical talent values most Development programs contents can be • Use non-financial recognition adjusted to fill in gaps programs to recognize • Use performance management Performance employees whose actions and development data to Management exemplify the required prioritize learning curriculum competencies for their role development • Develop L&D programs for each CJF • Use competencies as criteria for objective-setting and performance • Link career paths to link appraisal process strategic feeder roles to CJFs
  9. 9. Talent Management: What is being done?  The Federal Response
  10. 10. The Federal Government’s Response – Office of Personal Management  Office of Personal Management establishes and implements human capital policy to support Federal agencies and 1.8 million Federal employees  One of it’s jobs is to disseminate vacancy information both to the public and to existing civil servants  The OPM recognized the need for technology and has partnered with Monster.com to implement USAJobs  Over 19,000 Jobs are currently listed
  11. 11. The Federal Government Response - E-Gov  A part of the Presidents Management Agenda  Focused on Strategic Management of Human Capital  “having processes in place to ensure the right person is in the right job, at the right time, and is not only performing, but performing well”  Key Talent Management Components  E-Training  Over 840,000 registered federal employees have completed over 2.7 million courses  E-Payroll  Shared Services - HHS has reduced the annual costs of payroll processing for its more than 65,000 employees from $259 to $90 per employee (an annual savings of almost $11 million) while EPA has reduced the cost from $270 to $90 per employee for its staff of 18,000 (an annual savings of approximately $3.2 million).  Recruitment one stop  Each month, over 100,000 resumes are created on USAJobs.gov
  12. 12. Returning Retirees/Internships  Using Non Standard Work Arrangements (NSWA’s) and Retirees to train the next generation of federal employees  91% of Federal Employee retirees would be interested in working part time  NSWA’s allow for flexibility and phased retirement  Growing use of Internships as important source of Human Capital  Using Reward and Recognition as a retention policy  Only 50% of public sector managers considered their recognition programs to be good or excellent  100% of public sector managers said that giving recognition could improve employee morale  90% of public sector managers acknowledged that recognition improved retention rate Nonstandard Work Arrangements in the Public Sector: Trends and Issues By Sharon H. Mastracci and James R. Thompson
  13. 13. Transportation Security Administration  After 9/11 TSA was tasked with better securing U.S. airports by federalizing airport security for the 429 commercial airports  Large talent demand: 60,000 employees in 8 months  TSA outsourced the complete end-to-end human resource management solution to Pearson Government Solutions  The Pearson effort: 6 million prospective applicants viewed posting, 2.2 million job applicants, and used used a battery of industry leading assessments to interview over 328,000 candidates
  14. 14. The Federal Government Response – Department of Homeland Security  The Department of Homeland Security (DHS) outsources some aspects of HR service delivery, including HR servicing, testing/assessment and payroll processing  DHS recently implemented a new Human Resources Management System (HRMS) in conjunction with the Office of Personnel Management (OPM). The HRMS includes classification, compensation, performance management, labor relations, adverse actions, and appeals.  e-recruiting systems are in place from the legacy departments, including PeopleSoft and Quick Hire. DHS is currently in the developing a single competency based department-wide e-recruiting system.  DHS is beginning to use assessment tools and technology provided by “Brainbench” for early screening of applicants for IT positions
  15. 15. The State Response - Florida  The IT systems that the State of Florida used to support its human resources function were outdated and reaching the end of their lifespan  Florida considered upgrading systems or replacing them  State pursued outsourcing and adapted comprehensive HR outsourcing effort “People First” which included: staffing, hiring, and open enrollment to employee assistance, payroll, and benefits administration.  August 2002, signed a 7 year $293 million vendor contract
  16. 16. The State Response - Washington  Washington wanted to centralize recruiting and retention efforts across all departments  Existing HR mainframe was 27 years old and very expensive to modify  State considered keeping their legacy recruiting application or switch to SAP  To Decide: state performed a gap analysis to determine which solution met 80% of their requirements  SAP System was selected based on this criteria
  17. 17. The State Response - Texas  Texas faced a 3% reduction in workforce from FY03 to FY04 - Approximately 3,750 more workers retired in FY03 then in 2001 or 2002  Introduced Section 2056.002 of the government code  Requires every state agency to develop a workforce plan as part of its strategic plan Susan Combs – Texas Comptroller of Public Accounts
  18. 18. The State Response – North Carolina  SAP Implementation to replace legacy systems  Exploring the benefits of shared services to support transactions, systems and delivery for HR/Payroll services
  19. 19. PublicPrivate Sector Partnerships  Expanding the private sector role allows the public agencies to tap private sector technical, management and financial resources in new ways to achieve certain public agency objectives such as greater cost and schedule certainty, supplementing in-house staff, innovative technology applications, specialized expertise or access to private capital.  The private partner can expand its business opportunities in return for assuming the new or expanded responsibilities and risks.
  20. 20. Engagement of Minorities  September 18, 1997, the U.S. Office of Personnel Management (OPM) issued a memorandum for heads of Executive Departments in the Federal government.  The memorandum announced-Point Plan with specific initiatives to improve employment opportunities for minorities specifically Hispanic Americans in the federal civilian workforce.  Brought on by a series of studies one of which emphasized that Hispanic Americans made up more than 10.2 percent of the civilian workforce, but were only 5.9 percent of the Federal workforce  President’s Management Agenda has identified Diversity as a key matter to address
  21. 21. Private Sector Response  Aggressive application of the talent management framework  Utilization of talent managers that are responsible for delivering tangible results to the BU’s as it relates to organizational capability from the people resources  Knowledge management is a priority to provide business continuity
  22. 22. Questions?

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