Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent Management


Published on

Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.

Published in: Business, Technology
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent Management

  1. 1. GET „EM KEEP „EM GROW „EM A Texas BBQ of Integrated Talent Management Dan Medlin Talent Acquisition Leader Samsung Austin Semiconductor Scott Beardsley Market Manager Technology Navigators Austin, Texas – June 2013
  2. 2. Menu for Today 7:00 am Breakfast 7:30 am Ice Breaker 7:45 am Speaker Intros 8:00 am Program Overview 8:15 am Get „Em Exercise 8:30 am Get „Em Presentation 9:15 am Break 9:30 am Keep „Em Exercise 9:45 am Keep „Em Presentation 10:30 am Grow „Em Exercise 10:45 am Grow „Em Presentation 11:30 am Overview / Wrap-up 11:45 am Lessons Learned / Questions
  3. 3. Ice-Breaker  Split into dyads or triads  Interview each other for 5 minutes  Background  Education  Key Work Experience  3 Unique Talents  Report-back: Pitch your candidate to us for the role of “Director, Human Resources”
  4. 4. Speaker Intros  Dan Medlin  Talent Acquisition Leader  Samsung Austin Semiconductor  Scott Beardsley  Market Manager  Technology Navigators Dan Medlin Scott Beardsley
  5. 5. What is Integrated Talent Management? Branding Recruiting Onboarding Compensating Benefiting Culture- building Performance Managing Career- Planning Promotion and Succession Get „Em Keep „Em Grow „Em
  6. 6. Supplemental Thoughts  You will not be able to hire a champion for every stage in the ITM process, so look for overlapping skills to determine where you can combine roles.  Some of the roles in ITM are clearly not complimentary, and the same person should not be doing both roles.  For Example, Recruiters should not be managing compensation and/or benefits, nor should Comp & Benes people be asked to run Recruiting.  In companies with a very small HR team, some roles need to be outsourced.  Some of the stages of ITM have purposeful overlaps.  The ITM process does not always have neat and tidy beginnings and endings.  Some ITM best practices start in an early stage, and are picked up again in a later stage  For example, the 30-60-90 day plan should begin as early as selection and on- boarding, and picked back up again during performance management.
  7. 7. 1. What are the 3 key stages in “Get „Em?” 2. Who are the key champions of these processes? 3. What are the Tools you need to Get „Em? 4. What are the main roadblocks you have seen to Getting „Em? Pre-Training Exercise
  8. 8. Get „Em – Part 1 –Branding Image Reputation Culture People • Dynamic and creative • Marketing Skills • Networked Process • Community Engagement • Advertising • Great Work Place Tools • Social Media • Traditional Media • Events & Programs
  9. 9. Why do Branding?  Employer branding reflects an organization‟s strategy to intentionally create a specific perception of employment at the company.  Employment branding is important for companies that desire a competitive edge in recruitment and employee retention.  Employment branding helps to define corporate culture, cultivate company values and strategically deliver an organization‟s message.  While there are many ways to develop them, effective employment branding strategies will require some variation on the following questions:  Are you an employer of choice?  What are the selling points of your company?  Why would a candidate CHOOSE to work for you? Why Do Branding Key Questions to Ask:
  10. 10. Documenting your Brand  Develop a brief statement on your history, industry, products/services.  Describe the industry experience, business prowess and personality of your top leaders.  State the core principles / values of your company.  Provide the vision statement of your company  How do you want your company culture described?  How do various levels of employees describe working at your company… do you have some quotes, testimonials, results from employee surveys?  What “quality of life” perks come with employment at your company?  In what ways is your company involved in the communities where you have a presence?  Generally, where do your compensation ranges fall against market rates?  Provide a high-level description of your benefits package.
  11. 11.  Have you benchmarked your company against your competition for various classes and types of employees with regard to your company culture, perks, compensation and benefits?  If yes, how do you fare?  If no, how do you think you fare? Using Social Networking Tools  Linkedin Profile  Facebook page  Twitter Updates  GlassDoor Using Social Networks Branding Best Practices  Integrate your authentic culture into your employer branding and job marketing  Get an accurate image out online and in the public‟s eye, using photos, video, audio and eye- catching graphics.  Use testimonials of current employees, from the “bottom” to the “top.”  Use the most current events. Show your engagement in the community, as well as in-house.  Show your employees in all of the various work-settings possible in your firm.  Your Great Workplace is just as important as your great online image.  Branding professionals should be Image Benchmarking your Brand
  12. 12. Promoting the Employer Brand  In all your communications, especially discussion- board posts and bloggings, provide hyperlinks to company website(s) and press releases to increase viral networking  “Re-Tweet”, blog about and discuss Press Releases, public news or blog posts that contain positive information about the company  HR Generalists, specialists and recruiters should take lead in online networking and promotion of the Employer Brand  Whenever we identify other employees on networking sites, we should connect 1:1 to increase our network strength.  Employees with strong online networks (especially employees in sales, marketing, etc.) can be coached How is the message spread? - IT’S A VIRUS!!
  13. 13. Get „Em – Part 2 – Recruiting Know Yourself Know Your Talent Win People • Curious and Competitive • Sales Skills • Networked Negotiators Process • Job Development • Candidate Sourcing • Attraction and Acquisition Tools • Applicant Tracking System • Job Boards • Social Media
  14. 14. Recruiter DNA Curious Problem- Solver Root-Cause Salesperson Coach Advocate Mediator Match-Maker Process- Driver Sense of Urgency
  15. 15. Recruiting Best Practices  World-Class ATS  All Social Media  Best Job Boards  World-class Careers Website  Reliable Email  Integrated Calendaring  Structure (i.e. 4S Model – other frameworks)  Linked to forms and tools  Linked to Person accountable  Labeled with time allowed T e c h n o l o g y B u s i n e s s p r o c e s s
  16. 16. Recruiting Best Practices  Daily (at beginning), then Weekly status meetings  Virtual meetings as needed  Executive Queries  Hiring Manager interviews  Team checks  Roles and Responsibilities  Accountability  Agile Processes  Understand your company needs, projections, future development, culture, trends and recruiting competiveness.  Meet and build relationships with EVERY hiring manager  Understand all open requirements in the organization and the priority of various recurring openings  Engage key internal talent in the recruiting, interviewing and selection process, but not to the point of slowing the process to a crawl. Recruiter SCRUM Meetings Know your Business
  17. 17. Recruiting Best Practices  Draw in candidates to pipeline  Sell Company – add sizzle  Thorough, but no red tape language  Nice-to-have vs. Must-have  Post the compensation range  Detail the benefits  Sell the longevity  Include EEO and VETS compliance statement  No discriminatory language: implications toward age, race, gender, etc.  Consider internal candidates first  Consider training and promoting from within first  Consider relocations across the enterprise vs. the cost of hiring and training locally  Every candidate/resume has potential value, as a future hire or to refer elsewhere within the organization or to vendors, partners or business network contacts Job Postings Cross Polinization
  18. 18. Recruiting Best Practices • If the hiring manager does not know that you worked on his job today, then your work is not done today. • The compensation conversation begins with the first candidate call, and continues until the offer is accepted. • Address Red Flags early • High maintenance candidates will be high maintenance employees • Always Be Closing • Time kills deals • Sell your company brand • Know your business (technology, processe s, future) • Eliminate unmatching candidates fast and bring in matching candidates just as fast Daily Mantras Recruiter STARs
  19. 19. S 4 Methodology : Staging Sourcing Screening Selection  Phase of requisition for the scope of acquiring the resource.  Expectations are set  Phase where resources are:  Searched  Prescreene d  Submitted  Phase of facilitating the process:  Prepping  Scheduling  Advising  Communicati ng  Phase of assisting the client and the candidate reach an agreement.
  20. 20. Recruiting Business Process Onsite Interview Collect Interview Evaluation Forms and Hiring Decision Open Job in ATS Request Personnel Technical Phone Screen Recruiter Phone Screen & Interview Scheduling Request Offer Offer Created and Approved Requisition Approval Recruiting Kick- off Meeting Candidate Sourcing Past Candidates Employee Referrals Internal Applicants Job Posting Job Fairs and Travel Social Media ATS Option: Skype (reduce time and save cost) Interview Debriefing and Selection Meeting Start Date and Orientation Scheduled Review Resumes Route best Resumes Provide Feedback Yes No No Yes Offer delivered and Candidate Closed New Employee Starts
  21. 21. New Requirement Defined Job Order Written Assess Current Talent Pool Sample Recruiting Framework New Candidate Sourcing Identify and Screen Qualified Candidates Assess Skills of Best Qualified Candidates Interview Top Qualified Candidates Select Most Qualified Candidate Negotiate Salary and Benefits Make offer to Most Qualified Candidate Acceptance by Most Qualified Candidate Onboarding Qualified Candidate? Promote Employee Source New candidates YesNo Past Candidates Employee Referrals Networking Advertising Job Fairs Internet - Web 2.0 Candidat e Tracking System
  22. 22. Applicant Tracking Systems Tight Budget Solutions  Inbox Recruiting: • MS Office: Outlook, Excel and Word • Custom SQL Server System • MS Access • ACT Gold • CATS online Best in Class and Full Service Applications:  Best in Class  Brass Ring  Taleo  PeopleSoft (Oracle)  Full Service  ADP Virtual Edge  Hiredesk  PeopleClick/Authori a
  23. 23. Candidate Sourcing Strategy Passive Proactive Corporate Agency Farmer Hunter Posting Job Openings Waiting for Applicants Screening and Selecting Targeting Talent Networking and Pipelining Referrals and Marketing / Branding One Net Hire Candidate Pipeline Changing the Mindset….
  24. 24. Candidate Sourcing Strategy University Visits Database Searches All candidates (eventually) apply online, feeding into the ATS Building the Pipeline….  Google / Boolean  Conference Websites  Associations  User Groups  Diversity Groups  Blogs, Chat groups Networking Sites  LinkedIN  Naymz  Plaxo  Xing  Twitter  FaceBook
  25. 25. Selection Process  Equal Opportunity  Up Front with Candidates  Eliminate Fast  Follow your processes  Train every person in the system  Document all of your safe-guards, all of your QA • Use your applicant tracking system – log all notes, fill in all fields • Select matching candidates early and move them forward fast • Conduct an initial phone screen with every matching candidate, no matter how painful. • Gather the basics, but ask many open-ended questions • Let your candidate talk – it can be revealing • Remain legally compliant Legal and Sustainable Screening / Interviewing
  26. 26. Get „Em – Part 3 – On-boarding Point of Entry Red Carpet Path to Success People • Gate Keeper • Ambassador • Educator Process • Offer Negotiating • Employment Pre- Screening • Orientation and Training Tools • Third-party Screening • Calendaring • Team
  27. 27. Assessments • Never assume the resume is accurate • Check certifications, education and references • Test every candidate on their technical skills • Have technical staff develop your test, or use common tests on the web such as BrainBench • Do not ask candidates to do work for you – make tests relate to solutions different, yet similar from your company‟s solutions • Sample sources of Technical Assessments on the Web • •, • International Knowledge Management (,
  28. 28. Pre-Selection Reference Checks 28  Please describe your professional relationship with the candidate  How long have you known the candidate?  What job did the candidate perform?  What can you tell me about the candidate’s knowledge and performance in this position?  In your opinion, what are the candidate’s three most important strengths? 1. 2. 3.  What were the candidate’s key achievements while reporting working with you?  What would be an area you feel the candidate could improve and develop for future career growth? (weaknesses)  Would you like to add anything else?  If an appropriate position were available within your organization, would you recommend the candidate for hire or re-hire?
  29. 29. Pre-Hiring Checks and Balances  If you do:  Background Checks  Drug Tests  Credit Checks It Must Be:  Post-Offer  Bona Fide Need  Candidate Authorized Resources Available:      Timeline  Candidate authorizes on application  Submit for checks within 24 hours of offer  Demand your provider provide results within 3 business days, or switch
  30. 30. On-Boarding Communications  Over-Communicate!  A mature process will include some automation – hopefully built into your ATS – to notify candidates and managers on status.  Develop and follow an on-boarding process and communications plan from the day a written offer is sent, to the day the person starts orientation.  Remember that no new hire is locked-in until they are punched-in on your clock.
  31. 31. New Employee Orientation  Don‟t miss this opportunity to inculcate your corporate values into new hires  Typically includes:  History, Vision and Purpose of the Organization  Business Outlook  Core Values Synchronization  Ethics Training  Legal documentation  Policies and Procedures  Benefits Enrollment  Technology Access  Safety Training What are some other areas of content you have seen used, successfully in New Employee Orientation?
  32. 32. 1. What are the 3 key stages in “Keep „Em?” 2. Who are the key champions of these processes? 3. What are the Tools you need to Get „Em? 4. What are the main roadblocks you have seen to Getting „Em? Pre-Training Exercise
  33. 33. Keep „Em – Part 1 – Compensation Strategy First Slower to Change Art & Science People • Broad Org Knowledge • Algebraic • Puzzle-builder • Problem-Solver Process • Review Season • New Hires • New Jobs Tools • Market Data • Internal Equity Data • Excel, Access, Crystal • Integrated HRIS
  34. 34. Compensation Strategy 1. Shall we Lead, Lag or Compete? 2. What is the market data for our industry? 3. What is the Internal Equity for our organization? 4. Develop Salary Plan (ranges, bands) 5. Lock Down Candidates during recruitment process 6. Tie into annual review 7. Repeat Annually  Market Data Tools:  Radford  Mercer  Free – Department of Labor  Watch Outlier Data 1 – 2 years before making a drastic change  Market Data is a lagging indicator
  35. 35. Locking Down Candidates on Compensation Job Requisition •Compensation study run against market data and internal equity •Determine Job Level / Grade, Incentive Eligibility (if any), and secure approval from Compensation •Budget and ranges are agreed so that recruiter can negotiate with selected candidates Screening •Acquire precise information on current compensation and benefits •Discuss candidate expectations for future compensation •Assess whether candidate should be pursued further based on data Interviews •After candidate sees company and understands the job, clarify compensation again… current and expected. Follow-up •While interviews are ongoing with other candidates, continue to communicate with top candidates •Ask top candidates about other opportunities they are pursuing and projected compensation with those other opportunities •When near time to make offer, open a conversation about the offer you expect to extend (“float the offer”) to get candidate feedback •Pre-negotiate salary (with no obligation on either side) and discuss details such as benefits, perks, hours Offer •HR authorized to make offer within pre-determined range – no additional approvals necessary. •Extend the offer with the best terms possible according to pre-negotiating discussions. •Leave room in offer to offer a little more on salary or benefits if needed. •Close the candidate and secure a start date as soon as possible. Locking Down Candidates on Compensation
  36. 36. Keep „Em – Part 2 –Benefits Accessible Wellness Employee Driven Trust People •Patient •Detailed •Open-Minded •Servant‟s Heart •Compassionate Process •Vendor Selection •Eligibility Verification •Claims Management •Life Events •Renewal •Open Enrollment Tools •Online Enrollment •System of Record •Open Lines of Communication •Automation & Integration
  37. 37. Benefits Best Practices – What to Provide  Medical, Dental and Vision Healthcare coverage  Group Term Life Insurance  Short-Term Disability Insurance  Long-Term Disability Insurance  Paid Time Off program  Retirement Savings Program  Flexible Spending Accounts  Health Reimbursement Accounts  Health Savings Accounts  College Savings Program  Long-Term Care insurance  Tuition Reimbursement Program  Online Training extensions  Legal Insurance  Discount Buying programs  Onsite Fitness  Onsite Cafeteria / Meals  Group and company-wide events  Community Engagement and Giving programs The Basics Better than Basics
  38. 38. Keep „Em – Part 3 –Culture Unique Values- Centered Organization Identity Integrated People •Vision •Emotional Intelligence •Plugged-In •Engaging Process •Identify Champion •Understand Business Drivers •Understand Core Values •Integrate Values into every business process Tools •Project Management tools •Checkpoints •Collaboration teams •Communication via web and physical •Sustaining Systems – Re-calibration
  39. 39. Is Culture Built or is it Grown?  Your History  Your Leaders  Your Values  Your Successes  Your People  Key Events  Ups & Downs  Culture Satisfaction Surveys  Gather & Respond  Integrate Values into all business processes  Top-Down Acceptance and Accountability  Hire and Promote based on Core Values Organic Growth Culture Construction Docume nt These. You already have a culture!
  40. 40. More on Culture-Building  How do you set goals?  How do you form teams?  How do you select leaders?  How do you plan your calendar?  You can build culture, but you cannot force it  It must be driven from the human-ness of your organization – not just from your products or services  It must be bought - and sold – by everyone – for the most lasting effect. Do What you Value Challenges
  41. 41. 1. What are the 3 key stages in “Grow „Em?” 2. Who are the key champions of these processes? 3. What are the Tools you need to Get „Em? 4. What are the main roadblocks you have seen to Getting „Em? Pre-Training Exercise
  42. 42. Grow „Em – Part 1 - Performance Inspired Accountable Rewarded People •Leaders & Motivators •Coaches & Guides •Honest & Tough Process •30/60/90 day plan •Quarterly 1x1 •Mid-Year & Annual Review •PIP Plans •Training Tools •HRIS •Performance Management System •LMS •Integrated Systems
  43. 43. Best-in-class Performance Management  Define the purpose of the job, job duties, and responsibilities.  Define performance goals with measurable outcomes.  Define the priority of each job responsibility and goal.  Define performance standards for key components of the job.  Hold interim discussions and provide feedback about employee performance, at least, quarterly.  Maintain a record of performance through critical incident reports. (Blue Book)  Provide the opportunity for broader feedback from the employee's peers, customers, and people who may report to him.  Develop and administer a coaching and improvement plan if the employee is not meeting expectations.  Conduct Annual Performance Appraisal
  44. 44. Annual Performance Appraisal Comfortable Private Rapport Two-Way Discuss Agreements and Disagreeme nts Tied to Goals Goal-Setting Shared  Plan & Prepare  Employee Self-Assess  Manager gather documentation from previous year  Meet and have open discussion  Be clear on expectations  Praise for successes  Plan for improvements  Set Goals  Document and submit notes, ratings and goals
  45. 45. Grow „Em – Part 2 – Career Planning & Development Grow Talent Business Driven Nurture Strengths People •Farmer / Cultivator •Curious / Investigative •Counselor / Guide Process •Analyze Business Needs •Conduct Gap Analysis •Develop a Plan •Execute Development! Tools •HRIS •Performance Management System •LMS •Integrated Systems
  46. 46. Career Planning & Development from the Employee‟s Perspective  How can I be successful in my current role?  How can I uncover my career goals?  What is the pathway in this company for me to fulfill my career goals? Engineer 1 Engineer 2 Senior Engineer Principal Engineer Manager Senior Manager Director Vice President
  47. 47. Grow „Em – Part 3 – Promotion & Succession Planning Pursuit of Excellence Competitive Strategic / Long-Term People • Giver, not a Taker • High Standards • Vision / Long-Term • Consistent • Able to make tough decisions Process • Sort & Top-Grade Talent • Assign Mentors • Train & Challenge • Follow & Track • Report Progress • Promote! Tools • MBTI, Emotional Intelligence • Performance Management System • LMS & HRIS • Integrated Systems
  48. 48. What is Top-Grading?  Topgrading is the practice of packing the team with A players and clearing out C players.  “A player” is defined as the top 10 percent of talent available at all salary levels.  Best of class.  When applied at an organizational level within succession planning, then, you are:  identifying your top 10 percent across the organization, and  organizing them into a program of training, promotion and succession
  49. 49. Identifying your STARs  Strategic: understands and is integrated with the business‟ long-term and short term mission, vision, values and objectives.  Talented: A clear expert in one‟s field, proven through internal success and external recognition  Available: Fully engaged with the business, invested in it‟s success. Involved in formal and informal corporate events, committees, community service, focus-groups, recruiting.  Resource: A Giver, not a Taker. His talents, contacts, successes and values make a positive impact to the bottom line of the organization. 200% return on investment.