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Changes in the HRIS Landscape:Talent Management Systems2011                                                             Dr...
About Us Who We Are   •   Bersin & Associates empowers HR and       learning organizations to drive bottom line       imp...
Learning &        Talent                     Leadership                      Talent                       Human           ...
Agenda     Evolution   • The Workforce, the Workplace and HR     Top Trends in Technology   • Social, mobile, collaborativ...
EvolutionThe Workforce, the Workplace and HR                     Copyright © 2011 Bersin & Associates. All rights reserved...
The Evolution of the WorkplaceBlending the Line between Contractor, Employee, Manager, Leader, Alumni                     ...
The New Workforce and New Workplace“The Borderless Workplace”    WORKFORCE                                                ...
HR Evolution: Technologies                                                                                                ...
HR Evolution: Functions                             Benefits &                Hiring                             Performan...
HR Evolution: Technologies                                                                                                ...
What This EvolutionLooks Like to Consumers             Copyright © 2011 Bersin & Associates. All rights reserved.   Page 11
Complex HR/TM Requirements                                  Benefits                    Workforce                         ...
Confusing HR/TM Technology Landscape                                   All HRMS,                                 ERP Provi...
Technology Trends         Copyright © 2011 Bersin & Associates. All rights reserved.   Page 14
Technology Trends         Copyright © 2011 Bersin & Associates. All rights reserved.   Page 15
Trends in Talent Management                     Technology Trends                                                        ...
Social Technology in HR/TM                    Technology Trends           Mobile            CollaborationEmployee         ...
Mobile Technology in HR/TM               Technology Trends      Mobile                Collaboration                       ...
Gamification in HR/TM               Technology Trends      Mobile                 Collaboration                           ...
“Meshing” – Surge of ReferenceNetworks                   Copyright © 2011 Bersin & Associates. All rights reserved.   Page...
All with Easier, Intuitive Interfaces                Technology Trends       Mobile                 Collaboration         ...
The Integrated Profile as the ESR                                                                   Candidate             ...
Hiring and                     Onboarding      Performance                              Career      Management            ...
Typical HR/TM Technology Maturity Curve                                The Talent               Compensation              ...
The Challenges for HR            Copyright © 2011 Bersin & Associates. All rights reserved.   Page 25
Challenges                     Technology Trends                                                                    Conte...
Major Acquisitions by Talent Management Providers                  Approva                    ‘11                         ...
The Need for Integrated Talent Management                                                                                 ...
Integration Becoming a Top Priority1/3 of HR Technology Users Are Willing to Sacrifice Some Features forIntegration       ...
Top Ten High-Impact Talent PracticesPigh-Impact Talent Practices Area   1        Practice Impact    Talent         Coachin...
Significant Talent Gaps Expectedby 2020 and BeyondIn countries with no talent shortage trend, employability is the challen...
The Talent Market          Copyright © 2011 Bersin & Associates. All rights reserved.   Page 32
Growth Rate by Application Segment      and Factors in Growth                   Copyright © 2011 Bersin & Associates. All ...
TM Strategies Immature*Numbers may not total 100% due to rounding.                                 Source: Bersin & Associ...
What Users Tell Us System integration now the #1  priority on the minds of HR  systems buyers                            ...
The Customer Experience with TM Software Overall, respondents are only somewhat satisfied with their  talent management s...
Overall Satisfaction with TalentManagement Solutions                       0.00   0.50   1.00   1.50   2.00      2.50     ...
In ConclusionNew technologies    Users want                                            Market for TM youngchange the natur...
The Future                                                      Big Data-derived                                          ...
More Resources www.bersin.com         Copyright © 2011 Bersin & Associates. All rights reserved.   Page 40
Bersin & Associates TM Tools                 Copyright © 2011 Bersin & Associates. All rights reserved.   Page 41
Bersin & Associates Library     For more Talent Management Information: www.bersin.com                                   C...
BersinBasics®Fundamentals of Modern Talent Management for Business ProfessionalsPowered by Bersin Research An integrated ...
BersinBasics    Example: Layout of Module   Narrated                                                                      ...
Questions and Answers             Dr. Katherine Jones              Principal Analyst &    Director, Human Capital Manageme...
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Bersin - Dr. Katherine Jones

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  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • From Enterprise Resource planning to employee resource planning….!
  • Transcript of "Bersin - Dr. Katherine Jones"

    1. 1. Changes in the HRIS Landscape:Talent Management Systems2011 Dr. Katherine Jones Director, Human Capital Management Bersin & AssociatesCopyright © 2011 Bersin & Associates. All rights reserved.
    2. 2. About Us Who We Are • Bersin & Associates empowers HR and learning organizations to drive bottom line impact through world class research and consulting Practices Human Resources • Human Resources • Leadership Development - Succession Management Leadership • Learning & Development Development • Talent Acquisition • Talent Management Learning & - Performance Management Development - Workforce Planning Services Talent • WhatWorks® Membership Acquisition • Research-based consulting services • IMPACT: The industry’s premiere conference Talent on the Business of Talent Management • Bersin Basics Copyright © 2011 Bersin & Associates. All rights reserved. Page 2
    3. 3. Learning & Talent Leadership Talent Human Development Management Development Acquisition Resources Research and Tools Frameworks, Maturity Models, High Impact® Research Programs, Factbooks® Scorecards, checklists, forms, RFP’s, selection guides, case studies, solution provider libraryMember Success Program Advisory Services Ask the Experts®, Business Impact Workshops Analyst Advisory Calls Networking and Professional Development Member Roundtables, Peer Connection®, IMPACT Conference, Bersin Lexicon®, Analyst Blogs Consulting Services Strategy Development, Executive Alignment, Benchmarking, Systems Selection and Roadmap, Measurement Strategy and Programs Copyright © 2011 Bersin & Associates. All rights reserved. Page 3
    4. 4. Agenda Evolution • The Workforce, the Workplace and HR Top Trends in Technology • Social, mobile, collaborative The Challenges for HR • Getting to Integrated Talent Management The Talent Management Market • Market Share and Customer Response Copyright © 2011 Bersin & Associates. All rights reserved. Page 4
    5. 5. EvolutionThe Workforce, the Workplace and HR Copyright © 2011 Bersin & Associates. All rights reserved. Page 5
    6. 6. The Evolution of the WorkplaceBlending the Line between Contractor, Employee, Manager, Leader, Alumni Alumni Work Team Executives Contractor Line Leader Employee Partner Mentor Customer Candidate Peer Manager Copyright © 2011 Bersin & Associates. All rights reserved. Page 6
    7. 7. The New Workforce and New Workplace“The Borderless Workplace” WORKFORCE WORKPLACE Multi-Generational Interconnected Global Dynamic Interconnected Performance-driven Mobile New Leadership Transient More Specialized Employee New Models for Career Virtual Partner Mentor Customer Candidate Peer Manager Copyright © 2011 Bersin & Associates. All rights reserved. Page 7
    8. 8. HR Evolution: Technologies Business- Driven HRMARKET GROWTH - ADOPTION Recruiting, L&D, Org Design Drive the Business Strategy Integrated Plan for the Future Total Rewards Talent Service Center, COE Management Differentiate & Segment HR Business Partner Talent Administration Enable Decisions & Plan for the Future Payroll Management Globalize the Workforce Strategic HR & HR Regulation Management Succession Integrate with the Business Back-Office Function Leadership & Coaching Serve the Workforce Integrated Processes & Personnel & Automate Systems Development Talent Management Compliance PROGRESSION OVER TIME Copyright © 2011 Bersin & Associates. All rights reserved. Page 8
    9. 9. HR Evolution: Functions Benefits & Hiring Performance Integrated TM People Mgmt E-Learning Compensation Recruiting Talent Solutions Systems SocialMARKET GROWTH - ADOPTION Total Rewards Collaborative Integrated Talent Mgmt Workforce Mobile Planning Performance Management Next Gen Analytics Learning Recruiting Management Succession Recruiting Management Sourcing Competency Applicant Management Tracking HRIS Benefits Administration Compensation 2000 PROGRESSION OVER TIME 2012 Copyright © 2011 Bersin & Associates. All rights reserved. Page 9
    10. 10. HR Evolution: Technologies Business- Dawn of Business-HR Driven Driven, IntegratedMARKET GROWTH - ADOPTION Recruiting, L&D, Org Design SaaS Solutions Drive the Business Strategy Integrated Plan for the Future Total Rewards Talent Service Center, COE Management Rebirth of Silo-ed HR Business Partner Differentiate & Segment Talent Applications Plan for the Future Administration Enable Decisions & Payroll Management Globalize the Workforce Strategic HR & HR Regulation Management Succession Integrate with the Business Back-Office Function Back Office Leadership & Coaching on-premise ERP & the Workforce Serve Automate Integrated Processes & Personnel Systems Development Talent Management Compliance PROGRESSION OVER TIME Copyright © 2011 Bersin & Associates. All rights reserved. Page 10
    11. 11. What This EvolutionLooks Like to Consumers Copyright © 2011 Bersin & Associates. All rights reserved. Page 11
    12. 12. Complex HR/TM Requirements Benefits Workforce Payroll Planning Learning Comp Management HRMS Performance Recruiting Management Onboarding Succession Workforce Mobile Management Access Social Collaboration Copyright © 2011 Bersin & Associates. All rights reserved. Page 12
    13. 13. Confusing HR/TM Technology Landscape All HRMS, ERP Providers Benefits Workforce Payroll Planning Learning Comp Management HRMS Performance Recruiting Management Onboarding Succession Workforce Mobile Management Access Social Collaboration Every TM Provider Today Copyright © 2011 Bersin & Associates. All rights reserved. Page 13
    14. 14. Technology Trends Copyright © 2011 Bersin & Associates. All rights reserved. Page 14
    15. 15. Technology Trends Copyright © 2011 Bersin & Associates. All rights reserved. Page 15
    16. 16. Trends in Talent Management Technology Trends  Content Standards   Sourcing Authoring Tools Social   Recruiting Content System(s) Social EVERYWHERE  Performance Management Publishing Tools Networking   Recognition Information Architecture Mobile CollaborationManagement  Community  Sharing Guidelines Virtual Teams  • Cultural Reinforcement Global time zones Collaboration  • Rewards and Feedback time Increased managerial  • Monitoring and Standards “Results-only Work Environment” Big DataSocial Performance Mobile Why fight it:  Phone,Analytics tablet proliferation  JIT sales, employee information Device Access We all have  HR transaction executionManagement Employee one Global Clouds Growth by Acquisition Copyright © 2011 Bersin & Associates. All rights reserved. Page 16
    17. 17. Social Technology in HR/TM Technology Trends Mobile CollaborationEmployee Big DataSocial Performance AnalyticsManagement Global Clouds Growth by Acquisition Copyright © 2011 Bersin & Associates. All rights reserved. Page 17
    18. 18. Mobile Technology in HR/TM Technology Trends Mobile Collaboration Big DataSocial Performance AnalyticsManagement Employee Global Clouds Growth by Acquisition Copyright © 2011 Bersin & Associates. All rights reserved. Page 18
    19. 19. Gamification in HR/TM Technology Trends Mobile Collaboration Big DataSocial Performance AnalyticsManagement Job Candidate Global Clouds Growth by Acquisition Copyright © 2011 Bersin & Associates. All rights reserved. Page 19
    20. 20. “Meshing” – Surge of ReferenceNetworks Copyright © 2011 Bersin & Associates. All rights reserved. Page 20
    21. 21. All with Easier, Intuitive Interfaces Technology Trends Mobile Collaboration Big Data Social Performance Analytics Management HR Professional Global Clouds Growth by Acquisition Copyright © 2011 Bersin & Associates. All rights reserved. Page 21
    22. 22. The Integrated Profile as the ESR Candidate assessment Career plan Promotion or transfer Leadership assessment Performance Comp appraisal Development review planning Copyright © 2011 Bersin & Associates. All rights reserved. Page 22
    23. 23. Hiring and Onboarding Performance Career Management Management HR Systems and Metrics Succession Talent Competency ManagementAcquisition Management Learning and Leadership Capability Development Development Total Rewards Copyright © 2011 Bersin & Associates. All rights reserved. Page 23
    24. 24. Typical HR/TM Technology Maturity Curve The Talent Compensation Compensation Talent Scenario Management Management Acquisition Management Planning Suite (Line Manager) (Specialist) Integrated Visual Analytics Performance HRMS Alerts Analysis Integration Informal Social Open Video and Learning Profile Re- Social New Market Management inventing Recruiting Open (early adopters) Data Growing Mature market Integration (laggards) Market Market Tools for (early majority) (late majority) Re-emerging Job market Seekers Internal (late adopters) Social Dynamic Twittering networking Feedback Development Planning Next Gen Recruitment Management Pooling Segmentation Career and Succession Management Learning Management Strategic Workforce and Performance Talent Planning Management A 7-year cycle Copyright © 2011 Bersin & Associates. All rights reserved. Page 24
    25. 25. The Challenges for HR Copyright © 2011 Bersin & Associates. All rights reserved. Page 25
    26. 26. Challenges Technology Trends  Content Standards   Suppliers disappear Authoring Tools M&A   Support issues abound Content System(s)   VendorsTools Publishing in turmoil Market  Information Architecture Consolidation Mobile CollaborationManagement  Community • Expensive to support Sharing Guidelines Silo-ed Apps • Error-prone Cultural Reinforcement Application • Analytics and Feedback Rewards impossible Integration  Monitoring and Standards Talent Big DataSocial Performance Pipeline Analytics Skill Shortage,  Education levels dropping  Specialized skills lackingManagement HR Executives not People  Go where the talent is Global Clouds Growth by Acquisition Copyright © 2011 Bersin & Associates. All rights reserved. Page 26
    27. 27. Major Acquisitions by Talent Management Providers Approva ‘11 Copyright © 2011 Bersin & Associates. All rights reserved. Page 27
    28. 28. The Need for Integrated Talent Management  Slow response to Recruiting – Applicant Tracking changing business needs Performance Management Leadership Development Learning & Development Compensation - Benefits Succession Planning Workforce Planning  Disconnected and Onboarding Cumbersome  Not responsive to employee demands  Administratively intensive  Enterprise-wide metrics impossible to attain Talent Management Stovepipes Copyright © 2011 Bersin & Associates. All rights reserved. Page 28
    29. 29. Integration Becoming a Top Priority1/3 of HR Technology Users Are Willing to Sacrifice Some Features forIntegration Are you willing to sacrifice functionality to standardize on one vendor? 33% 46% Yes No Not Sure 21% Source: Talent Management Systems 2010 Bersin & Associates, 2009. ,Figure 42 Copyright © 2011 Bersin & Associates. All rights reserved. Page 29 Page 13
    30. 30. Top Ten High-Impact Talent PracticesPigh-Impact Talent Practices Area 1 Practice Impact Talent Coaching: formal or well established 48% Performance Management coaching programs for employees. 2 Consolidating staffing requirements 42% Sourcing & Recruiting across the organization 3 Ability of current workforce planning 38% Workforce Planning process to identify current and future talent gaps 4 Competencies maintained through 34% Competency Management annual maintenance process 5 Staffing metrics: measuring time to 33% Sourcing & Recruiting hire, cost to hire, and quality of hire 6 Cascading goals: aligning goals to 33% Performance Management manager or corporate goals 7 Development planning: creating 33% Performance Management consistent development plans across the organization 8 Establishing goals: establishing clear 32% Performance Management and measurable goals for all employees organization 9 Job functional competencies well 32% Competency Management established and used throughout the organization 10 Competencies used in recruiting 32% Competency Management process for assessment and interviewing Copyright © 2011 Bersin & Associates. All rights reserved. Page 30
    31. 31. Significant Talent Gaps Expectedby 2020 and BeyondIn countries with no talent shortage trend, employability is the challenge ■ Dec. 2010 © 2011 World Economic Forum: Global Talent Risk – Seven Responses, World Economic Forum & Boston Consulting Group Copyright © 2011 Bersin & Associates. All rights reserved. Page 31
    32. 32. The Talent Market Copyright © 2011 Bersin & Associates. All rights reserved. Page 32
    33. 33. Growth Rate by Application Segment and Factors in Growth Copyright © 2011 Bersin & Associates. All rights reserved. Page 33
    34. 34. TM Strategies Immature*Numbers may not total 100% due to rounding. Source: Bersin & Associates, 2011. Copyright © 2011 Bersin & Associates. All rights reserved. Page 34
    35. 35. What Users Tell Us System integration now the #1 priority on the minds of HR systems buyers Positive Factors 33% of buyers are willing to - Integration sacrifice functional features for - Consolidation - Fewer Vendors a more integrated single-vendor - SaaS solution (2X 2009) - Flexible Applications - Innovation 60% of buyers would prefer a single vendor solution rather than an integrated partnership Negative Factors Only 14% of buyers would consider - Legacy Solutions their legacy ERP provider as their - Standalone solutions potential end-to-end talent - Small vendors management platform - Unfocused products Fewer than 1/3 of all businesses have a complete “talent management” strategy yet Copyright © 2011 Bersin & Associates. All rights reserved. Page 35
    36. 36. The Customer Experience with TM Software Overall, respondents are only somewhat satisfied with their talent management software in meeting their talent objectives. 58 percent found that their use of the talent management application was helpful in improving their quality of hire. 53.8 percent thought their talent management software failed to help them create a performance-driven culture in their organizations. Leveraging the customer community was important for overall customer satisfaction. The Customer Experience: Using Talent Management Technology 2011, in press. Copyright © 2011 Bersin & Associates. All rights reserved. Page 36
    37. 37. Overall Satisfaction with TalentManagement Solutions 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00 Satisfaction 3.32 Product Quality 3.50 Implementation 3.50 Service 3.60Business Partnership 3.47 Copyright © 2011 Bersin & Associates. All rights reserved. Page 37
    38. 38. In ConclusionNew technologies Users want Market for TM youngchange the nature integrated but growing of work solutions Copyright © 2011 Bersin & Associates. All rights reserved. Page 38
    39. 39. The Future Big Data-derived analytics drive The Social, predictive intelligence Collaborative TM as the new „ERP‟:Blended Global Integrated Workforce Employee RP Copyright © 2011 Bersin & Associates. All rights reserved. Page 39
    40. 40. More Resources www.bersin.com Copyright © 2011 Bersin & Associates. All rights reserved. Page 40
    41. 41. Bersin & Associates TM Tools Copyright © 2011 Bersin & Associates. All rights reserved. Page 41
    42. 42. Bersin & Associates Library For more Talent Management Information: www.bersin.com Copyright © 2011 Bersin & Associates. All rights reserved. Page 42
    43. 43. BersinBasics®Fundamentals of Modern Talent Management for Business ProfessionalsPowered by Bersin Research An integrated set of easy-to-use online training, tools and selected research designed for business and HR professionals, based on Bersin proven research Delivered in a next generation learning environment which is dynamic, fun, and social Designed to teach the modern fundamentals of talent management to professionals at all levels Copyright © 2011 Bersin & Associates. All rights reserved. Page 43
    44. 44. BersinBasics Example: Layout of Module Narrated Background slides, Information animations, Comments, and Tracking, activities and PointsRelated research and tools, customizablewith your content User notes, comments, and social information t o share Copyright © 2011 Bersin & Associates. All rights reserved. Page 44
    45. 45. Questions and Answers Dr. Katherine Jones Principal Analyst & Director, Human Capital Management Katherine.Jones@bersin.com Copyright © 2011 Bersin & Associates. All rights reserved. Page 45
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