© 2011 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permis...
How Integrated Talent Management Can   Improve Your Return on People 
            Gary Kilzer, HRMpact    Jennifer Triumph...
How to Participate Today         •    Open and close your Panel         •    View and select your audio preference        ...
Poll Question:   How would you describe your talent        management processes?1.  We’re siloed – We have HR systems in p...
Discussion	  Agenda	  •  Introduc2ons	  •  Why	  Integrated	  Talent	  Management	  •  Making	  the	  case	  for	  Integra...
Integrated	  Talent	  Management	  A	  set	  of	  integrated	  programs,	           processes	  and	  tools	  to	        a...
Why	  Integrated	  Talent	  Management?	  •  Improved	  Corporate	  Performance	  •  Higher	  Employee	  Engagement	  •  M...
Inves2ng	  in	  Talent	  Management	                     Best	  Prac*ce	  HR	  Profile	                                    ...
Making	  the	  Case	                              www.hrmpact.com	     10	  
“Voice	  of	  the	  Customer”	  What	  people	  management	  programs	  are	  most	  cri2cal	  to	  achieving	  your	  bus...
Performance	  Gaps	  •  HR	  provides	  an	  employee	  performance	  management	  process	             that	  is	  effec2v...
ROI	  Analysis-­‐Inputs	                                   Total	  #	  of	  Managers	  in	  your	  organiza2on:	  	       ...
ROI	  Analysis	  -­‐	  Summary	  • Cost	  Saving	  Benefits	                                          • Net	  Present	  Val...
Roadmap	  for	  Change	  Our	  strategy	  is	  to	  implement	  a	  24	  month	  plan	  (2012-­‐2014)	  that	  will	    ac...
Current	  	  vs.	  Future	  State	  Applica*ons	                                   Current	  	                            ...
Talent	  Management	  Selec2on	  Criteria	  •  One application for all talent management processes• Single data base for a...
Re-­‐Align	  HR	  Technology	  Spending	           2012	                                    2013-­‐14	  	                 ...
Implementa2on	    • Think	  Big	    • Integrated	  Talent	  Management	    • Start	  Small	         • Hiring	  and	  on-­‐...
•  Iden2fica2on	  of	  past	  prac2ces…	     –  Paper-­‐based	  evalua2ons	         •  Annual	         •  Transfer	        ...
•  Big	  Picture	      –  Integrated	  Talent	  Management	  •  Ini2al	  Steps	      –  Iden2fy	  needs	  of	  the	  organ...
•  Annual	  Performance	  Review	  Phase	  1	     •  Introductory	  Process	                   •  Transfer	  Process	     ...
•  Annual	  Performance	  Reviews	     –  Move	  to	  an	  online	  plaqorm	     –  Track	  competencies	         •  Core	...
•  Introductory	  Performance	  Reviews	     –  Address	  current	  competency	  levels	     –  Iden2fy	  gaps	  and	  lea...
•  On	  2me	  comple2on	  rates	  •  Simplified	  tracking	  of	  comple2on	  rates	  •  Reduced	  file	  sizes	  and	  pape...
•  Con2nue	  Annual/Intro/Transfer	  Evals	  •  Peer	  Review	     –  Added	  into	  annual	  review	  process	     –  All...
•  Ini2al	  Performance	  Improvement	  Process	  (PIP)	     –  Iden2fy	  obvious	  gaps	         •  Correc2ve	  ac2ons?	 ...
•    More	  feedback	  and	  recogni2on	  •    Reduced	  “overlooked”	  syndrome	  •    Assessment	  of	  learning	  needs...
•  Con2nue	  Phase	  1	  and	  2	  •  360	  Review	      –  Begin	  from	  top	  down	      –  Access	  feedback	  to	  re...
•  Increased	  feedback	  and	  recogni2on	  •  Employees	  taking	  charge:	     –  Performance	     –  Development	  •  ...
•  Con2nue	  Phase	  1,	  2,	  and	  3	  •  Gap	  Analysis	      –  Look	  for	  trends	      –  Refine	  processes	  •  Es...
Introductory	                            Process	                                            Annual	  	  PIP	  Process	   ...
Q&A•  Addi*onal	  ques*ons	  regarding	  the	  webinar?	  Contact:	     	  Gary	  Kilzer-­‐	  gary.kilzer@hrmpact.com	    ...
Thank you!
How Integrated Talent Management Can Improve Your Return On People  Final
How Integrated Talent Management Can Improve Your Return On People  Final
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Webinar Presentation summarizing how two organizations are using Halogen\'s integrated talent management suite to improve their return on people.

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How Integrated Talent Management Can Improve Your Return On People Final

  1. 1. © 2011 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
  2. 2. How Integrated Talent Management Can Improve Your Return on People 
 Gary Kilzer, HRMpact Jennifer Triumph, Franciscan Alliance
  3. 3. How to Participate Today •  Open and close your Panel •  View and select your audio preference •  Submit text questions •  Q&A addressed at the end of today’s session •  Everyone will receive an email within 24 hours with more information on Halogen Job Description Builder and Halogen eRecruitment
  4. 4. Poll Question: How would you describe your talent management processes?1.  We’re siloed – We have HR systems in place but they differ across the organization and are not connected.2.  We’re consistent – We’ve standardized our processes, have some integration but some systems are connected through a manual process.3.  We’re integrated – our systems and process are well defined and well connected4.  We’re strategic – our systems are fully integrated and we use HR metrics to drive the business
  5. 5. Discussion  Agenda  •  Introduc2ons  •  Why  Integrated  Talent  Management  •  Making  the  case  for  Integrated  Talent  Management  at   New  England  Bap2st  •  Implemen2ng  an  integrated  approach  at  Franciscan   Alliance   www.hrmpact.com   6  
  6. 6. Integrated  Talent  Management  A  set  of  integrated  programs,   processes  and  tools  to   a3ract,  engage  and  retain     cri4cal  talent  for  the   organiza4on. Foundations: •  Technology Platform •  Shared data base •  Single sign on •  Talent analytics •  Owned by management www.hrmpact.com   7  
  7. 7. Why  Integrated  Talent  Management?  •  Improved  Corporate  Performance  •  Higher  Employee  Engagement  •  Mature  Integrated  Talent  Management  Prac2ces  •  Enhanced  Regulatory/Cer2fica2on  Compliance  •  Greater  Corporate  Sustainability  •  Reduced  Employment  Prac2ces  Liability  •  Improved  Stock  Price  and  Credit  Ra2ng   www.hrmpact.com   8  
  8. 8. Inves2ng  in  Talent  Management   Best  Prac*ce  HR  Profile   HR  Administra2on   Talent  Management   Strategic  HR   Bersin & Associates- The HR Fact Book 2011 9   www.hrmpact.com  
  9. 9. Making  the  Case   www.hrmpact.com   10  
  10. 10. “Voice  of  the  Customer”  What  people  management  programs  are  most  cri2cal  to  achieving  your  business  goals?  How  effec2ve  is  HR  at  delivering  those  programs?   www.hrmpact.com   11  
  11. 11. Performance  Gaps  •  HR  provides  an  employee  performance  management  process   that  is  effec2ve  and  easy  to  use.  •  HR  designs  rewards  that  support  pay  for  performance.  •  HR  provides  strategic  workforce  planning,  forecas2ng  talent   needs  and  gaps  •   HR  provides  people  management  processes  that  are  enabled   by  appropriate  technology.  •  HR  helps  me  deal  with  employee  rela*ons  issues  consistently   and  fairly.    -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐                    We  need  to  upgrade/automate  our  talent  management   capabili4es   www.hrmpact.com   12  
  12. 12. ROI  Analysis-­‐Inputs   Total  #  of  Managers  in  your  organiza2on:     Total  #  of  HR  employees  dedicated  to  performance  management  etc:     Total  #  of  HR  employees  dedicated  to  recrui2ng  &  reten2on:     Total  #  of  HR  employees  dedicated  to  compensa2on:     Total  #  of  HR  employees  dedicated  to  employee  development:     What  is  your  current  performance  &  talent  management  system?     (Paper/Forms/Spreadsheets/Manual  Process  -­‐Another  Online  System)   How  oden  does  your  organiza2on  conduct  performance  reviews  each  year?   What  is  the  average  fully  loaded  salary  per  HR  employee?     What  is  the  average  fully  loaded  salary  per  Manager?     What  is  the  average  fully  loaded  salary  per  employee?     What  is  your  organiza2on’s  voluntary  turnover  rate?  (%)     What  is  our  organiza2on’s  approximate  annual  revenue?      What  is  your  organiza2on’s  gross  margin?  (%)     13  
  13. 13. ROI  Analysis  -­‐  Summary  • Cost  Saving  Benefits   • Net  Present  Value:  $328,602  • Revenue  Enhancing  Benefits   • Return  on  Investment:  226%  • Investment  Required   • Payback  period  (months):  9   14  
  14. 14. Roadmap  for  Change  Our  strategy  is  to  implement  a  24  month  plan  (2012-­‐2014)  that  will   accomplish  the  following:   o  Reallocate  technology  spending  from  HR  administra2on  ac2vi2es  to   strategic  talent  management  capabili2es   o  Outsource  non  strategic  HR  ac2vi2es     o  Improve  HR  service  delivery  effec2veness   o  Build  organiza2onal  talent  management  capability  to:   •  Alract  and  retain  top  talent   •  Achieve  MAGNET  status   •  Manage  Employee  Performance     •  Make  more    effec2ve  Compensa*on  decisions   •  Develop  Leadership/  Manage  Succession   •  Support  geographic  expansion   •  Support  service  excellence   www.hrmpact.com   15  
  15. 15. Current    vs.  Future  State  Applica*ons   Current     Future  Plans  HR  Service  Delivery  -­‐Portal  Framework   Sta2c  Content,  no  SSO   Update  with  SharePoint  -­‐Service  Center   No  capability   Implement  Employee  Service   Center  -­‐Self  Service  and  Workflow   Benefits  Admin,  Time  repor2ng   Add  employee  performance   management,  compensa2on  and   employee  service  center  interface  HR  Administra2on  -­‐HRMS   Meditec   Implement  new  HRIS  -­‐Benefits  Administra2on   Hewil   Outsource  to  new  provider  Talent  Management  -­‐Hiring/On-­‐boarding   Posi2on  Manager   Halogen  -­‐Performance  management   Home  Grown-­‐Not  Automated  -­‐Compensa2on   Home  Grown  –Not  Automated  Workforce  Management  -­‐Time  Management   API   No  change  -­‐Absence  management   Internal   Outsource  to  Liberty  Mutual  Workforce  Op2miza2on/Analy2cs   NA   HR  Scorecard   16   www.hrmpact.com  
  16. 16. Talent  Management  Selec2on  Criteria  •  One application for all talent management processes• Single data base for all applications• Ease of use for managers including single sign-on and “two click access”• Robust reporting and analytics capability• Excellent customer service• Cost 17  
  17. 17. Re-­‐Align  HR  Technology  Spending   2012   2013-­‐14     HR  Admin   HR  Admin   Talent   Talent   Mgmt.   Mgmnt   Strategic   Strategic   www.hrmpact.com   18  
  18. 18. Implementa2on   • Think  Big   • Integrated  Talent  Management   • Start  Small   • Hiring  and  on-­‐boarding   • Employee  Performance  Management   • Compensa2on   • Scale  Up     • Learning  and  Development   • 3600  Feedback   • Succession  Planning   • Talent  Analy2cs   www.hrmpact.com   19  
  19. 19. •  Iden2fica2on  of  past  prac2ces…   –  Paper-­‐based  evalua2ons   •  Annual   •  Transfer   •  Proba2onary   –  Competency  assessments   –  Alignment  with  regulatory  body  requirements   –  Manual  tracking  
  20. 20. •  Big  Picture   –  Integrated  Talent  Management  •  Ini2al  Steps   –  Iden2fy  needs  of  the  organiza2on   –  Align  prac2ces  with  strategic  goals   –  Move  to  an  online  plaqorm   –  Start  with  the  most  cri2cal  needs  
  21. 21. •  Annual  Performance  Review  Phase  1   •  Introductory  Process   •  Transfer  Process   •  Repeat  Phase  1   •  Peer  Review  Phase  2   •  Goal  Serng  Process   •  Ini2al  Performance   Improvement  Process   •  Repeat  Phase  1  and  2  Phase  3   •  360  Review   •  Formalized  PIP   •  Repeat  Phase  1,  2,  3   •  Gap  Analysis  Phase  4   •  Poten2al  Assessment   •  Metric  Assessment  
  22. 22. •  Annual  Performance  Reviews   –  Move  to  an  online  plaqorm   –  Track  competencies   •  Core   •  Job  Specific   –  Develop  ra2ng  scales   –  Assess  alignment  of  organiza2onal  strategy  with   employee  performance  
  23. 23. •  Introductory  Performance  Reviews   –  Address  current  competency  levels   –  Iden2fy  gaps  and  learning  needs   –  Extend  period  if  necessary   –  Determine  fit  •  Transfer  Performance  Reviews   –  Assess  previous  work  performance  up  to  transfer   date   –  Assess  current  goals  
  24. 24. •  On  2me  comple2on  rates  •  Simplified  tracking  of  comple2on  rates  •  Reduced  file  sizes  and  paper  management  •  Standardized  metrics  for  performance  •  Ability  to  easily  access  performance   assessments  •  Easily  pull  appraisals  for  regulatory  bodies  •  HR  audits  
  25. 25. •  Con2nue  Annual/Intro/Transfer  Evals  •  Peer  Review   –  Added  into  annual  review  process   –  Allows  managers  to  gain  insight  into  performance  that   they  may  not  always  see   –  Eliminate  the  “overlooked”  syndrome  •  Goal  Serng  Process   –  Train  to  set  SMART  goals   –  Employee  set   –  Manager  review  and  addi2ons  
  26. 26. •  Ini2al  Performance  Improvement  Process  (PIP)   –  Iden2fy  obvious  gaps   •  Correc2ve  ac2ons?   •  Learning  needs?   –  Set  Ac2on/Development  Plans   –  Set  step  due  dates   –  Opens  manager/employee  conversa2ons  
  27. 27. •  More  feedback  and  recogni2on  •  Reduced  “overlooked”  syndrome  •  Assessment  of  learning  needs  •  Iden2fy  and  group  learning  needs  •  Focus  on  employee  development  •  Measurable  goals  •  Goal  alignment  with  organiza2onal  strategy  •  Gap  analysis  •  Measurable  metrics  
  28. 28. •  Con2nue  Phase  1  and  2  •  360  Review   –  Begin  from  top  down   –  Access  feedback  to  review   –  Iden2fy  learning  needs  and  iden2fy  gaps   –  Use  a  combina2on  of  analy2cs   •  Peer  Focus   •  Overall  Focus  •  Formalized  PIP   –  Review  performance  trends  over  a  2meframe   –  Create  ac2on/development  plans  to  address  gaps  
  29. 29. •  Increased  feedback  and  recogni2on  •  Employees  taking  charge:   –  Performance   –  Development  •  Engagement  by  both  management  and  staff  •  Analy2cs  •  Measurable  HR  metrics  
  30. 30. •  Con2nue  Phase  1,  2,  and  3  •  Gap  Analysis   –  Look  for  trends   –  Refine  processes  •  Establish  Poten2al  Assessment   –  Laying  the  groundwork  for  succession  planning  •  Metric  Assessment   –  Refine  tools  to  assess  alignment  of  organiza2onal   strategy  to  employee  performance  
  31. 31. Introductory   Process   Annual    PIP  Process   Process   Employee   Development  Peer  Review   360   Process   Process   Transfer   Process  
  32. 32. Q&A•  Addi*onal  ques*ons  regarding  the  webinar?  Contact:    Gary  Kilzer-­‐  gary.kilzer@hrmpact.com    Jennifer  Triumph  -­‐  Jennifer.Triumph@franciscanalliance.o  •  For  addi*onal  Halogen  SoVware  inquiries  or  to  request  a   personalized  demonstra*on,  contact:      Denise  Dziubaniuk  –  Ddziubaniuk@halogensodware.com  
  33. 33. Thank you!

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