Bersin - Dr. Katherine Jones
 

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….!

Bersin - Dr. Katherine Jones Bersin - Dr. Katherine Jones Presentation Transcript

  • Changes in the HRIS Landscape:Talent Management Systems2011 Dr. Katherine Jones Director, Human Capital Management Bersin & AssociatesCopyright © 2011 Bersin & Associates. All rights reserved.
  • 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
  • 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
  • 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
  • EvolutionThe Workforce, the Workplace and HR Copyright © 2011 Bersin & Associates. All rights reserved. Page 5
  • 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
  • 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
  • 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
  • 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
  • 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
  • What This EvolutionLooks Like to Consumers Copyright © 2011 Bersin & Associates. All rights reserved. Page 11
  • 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
  • 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
  • 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  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
  • 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
  • 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
  • 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
  • “Meshing” – Surge of ReferenceNetworks Copyright © 2011 Bersin & Associates. All rights reserved. Page 20
  • 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
  • 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
  • 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
  • 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
  • The Challenges for HR Copyright © 2011 Bersin & Associates. All rights reserved. Page 25
  • 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
  • Major Acquisitions by Talent Management Providers Approva ‘11 Copyright © 2011 Bersin & Associates. All rights reserved. Page 27
  • 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
  • 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
  • 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
  • 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
  • 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 rights reserved. Page 33
  • TM Strategies Immature*Numbers may not total 100% due to rounding. Source: Bersin & Associates, 2011. Copyright © 2011 Bersin & Associates. All rights reserved. Page 34
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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 Copyright © 2011 Bersin & Associates. All rights reserved. Page 42
  • 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
  • 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
  • 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