HCM	
  Trends	
  2014:	
  Aligning	
  
for	
  Business	
  Results	
  
Speaker:

	
  
	
  	
  
Moderator:

	
  

Mollie Lom...
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HCM	
  Trends	
  2014:	
  Aligning	
  for	
  
Business	
  Results	
  
	
  
	
  	
  

	
  

Max Mihelich
Associate Editor
W...
HCM	
  Trends	
  2014:	
  Aligning	
  for	
  
Business	
  Results	
  
	
  
	
  	
  

	
  

Mollie Lombardi
Vice President ...
Agenda
q  A

Critical Eye for Talent
q  Developing Next
Generation Leaders
q  Future-Proof your HR
Leadership

8
Drawn from our World Class Research

Studying hundreds of
organizations and their
strategies
q  Covering a wide variety
o...
10
11
A Critical Eye for
Talent

12
Strong Businesses Require Strong Talent

13
Finding and Growing Talent are Top Pressures

Source: Aberdeen Group, HCM Trends 2014, January 2014
14
Strategic Talent Acquisition

The process of identifying, attracting and
onboarding talent in order to drive
business perf...
Top Pressures in Talent Acquisition

Source: Aberdeen Group, Talent Acquisition 2013, August 2013
16
It Takes a Village

17
Business Leaders Need a Critical Eye on Talent

Source: Aberdeen Group, HCM Trends 2014, January 2014
18
Manage Risk by Building Talent Pools

19
Capabilities Supporting HCM Efforts

Source: Aberdeen Group, HCM Trends 2014, January 2014
20
Line of Business Accountability Yields Talent
Results

Source: Aberdeen Group, HCM Trends 2014, January 2014
21
In organizations where alignment is a priority,
technology adoption is much greater

22
Supporting performance and development
planning drives employee engagement

23
24
Developing Next
Generation
Leaders

25
The Leadership Shortage

Companies say, on average, they
are only capable of delivering

2/3
of the leaders the business w...
Levels with the Biggest Leadership Gaps

Source: Aberdeen Group, Accelerating Leadership Development, March2013
27
The College Hire Skills Gap

40% of organizations say college hires will
require some additional coaching and training

29...
On average, organizations
indicate it takes 29 months
to develop a high potential
mid-level manager into a
"ready now" sen...
Most valuable for identifying high potentials
(1 = not at all valuable and 5 = Most valuable)

Best-in-Class

All Others

...
31
Best-in-Class organizations
are more than twice as
likely to have a process in
place to identify high
potential talent
Sou...
Groups with Dedicated Leadership Development
Programs

Source: Aberdeen Group, Accelerating Leadership Development, March2...
Ownership of Front-line Leadership Development

Source: Aberdeen Group, Accelerating Leadership Development, March2013
34
Development Must Be a Business Imperative

46% of organizations with
above average readiness
measure existing leaders on
t...
Most Valuable to Accelerating Leadership Development:
Mixing Formal and Informal
(1 = not at all valuable and 5 = Most val...
Future-Proof your
HR Leadership

37
The HR Leader of the Future: Connecting the
Business

38
The HR Business Partner Continuum
Title

In Name
Only

Trusted
Advisor

Order
Taker

Influencer

No Title
No Capability

S...
HR Leaders Must be Business Leaders

Source: Aberdeen Group, HCM Trends 2014, January 2014
40
Barriers to Being More Strategic

Source: Aberdeen Group, HCM Trends 2012, January 2012
41
Alignment and Agility

42
Can Talent Impact on Business Metrics be
Measured?

Source: Aberdeen Group, HCM Trends 2012, January 2012
43
Integrating Data to Fine Tune the Decision Engine

44
Best-in-Class Organizations are
q 

142% more likely to integrate workforce and talent data
q 

79% more likely to inclu...
Q&A

	
  
	
  	
  

	
  

Mollie Lombardi
Vice President and Principal Analyst, HCM
Aberdeen Group
mollie.lombardi@aberdee...
Join our next Webinar!
Total Rewards 'State of the Union': Top Trends,
Challenges and Recommendations for the
Coming Year
...
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HCM Trends 2014: Aligning for Business Results

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Aberdeen's latest look at the trends and issues at the forefront of human capital management for 2014 found that organizational ability to source and develop talent — at both the front line and leadership levels — will be the critical differentiator between companies that deliver high performance and those that barely survive. The organizations that are successful in these endeavors share some critical characteristics, including their ability to integrate and align human capital strategies with their business strategies, and develop leadership skills among business leaders that include the ability to identify talent both inside and outside the organization, and the capability and tools to help manage the performance and development of key employees.

Join Mollie Lombardi, VP and principal analyst of Aberdeen's Human Capital Management practice as she shares key strategies to foster business alignment and performance including:

Find out how technology can support business leaders in making talent decisions — including guidance for interviewing and selection, performance feedback and engagement strategies.
Learn the evolving role of the HR leader, and the skills required to drive business alignment.
Learn strategies for developing a critical eye for talent among business leaders, and supporting their role in attracting and retaining critical talent.

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  • Mollie,

    Thank you for the excellent presentation!

    In your opinion, what is the key differentiator for best-in-class companies? Aside from being more sophisticated capability-wise, do you believe that they have a fundamentally different way of looking at 'human resources' and organizational development?

    For companies that may not be so forward-looking, how would you help them to better appreciate (and perhaps quantify) the benefit of investing in leadership development?

    We're looking forward to your next webinar on March 26th!

    -Sean Graber
       Reply 
    Are you sure you want to  Yes  No
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HCM Trends 2014: Aligning for Business Results

  1. 1. HCM  Trends  2014:  Aligning   for  Business  Results   Speaker:       Moderator:   Mollie Lombardi Vice President, Principal Analyst Aberdeen Group Max Mihelich Associate Editor Workforce magazine #WFwebinar
  2. 2. Tools You Can Use •  Audio Control –  –  There is no dial in number the sound will come through your computer speakers or headphones Also check internal volume on your computer as well as your external speakers or headset.         #WFwebinar
  3. 3. Tools You Can Use •  Q&A   –  Click  on  the  Q&A  icon   on  your  floa4ng   toolbar  in  the  bo7om   right  corner.   –  Type  in  your  ques4on       in  the  space  at  the   bo7om.       –  Click  on  “Send.”   #WFwebinar
  4. 4. Tools You Can Use •  Polling   –  Polling  ques4on  will   appear  in  the  “Polling”   panel.         –  Select  your  response       and  click  on  “Submit.”   #WFwebinar
  5. 5. Frequently Asked Questions 1. May I receive a copy of the slides? YES! You  will  receive  a  link  to  today’s  recording  along  with  a   link  to  download  the  slides  shortly  aCer  the  presentaEon   concludes. 2. May I review the webinar recording? YES! You may log in again a link that will be provided in      an email after the event to review the presentation on   demand. #WFwebinar
  6. 6. HCM  Trends  2014:  Aligning  for   Business  Results           Max Mihelich Associate Editor Workforce magazine #WFwebinar
  7. 7. HCM  Trends  2014:  Aligning  for   Business  Results           Mollie Lombardi Vice President and Principal Analyst, HCM Aberdeen Group #WFwebinar
  8. 8. Agenda q  A Critical Eye for Talent q  Developing Next Generation Leaders q  Future-Proof your HR Leadership 8
  9. 9. Drawn from our World Class Research Studying hundreds of organizations and their strategies q  Covering a wide variety of industries and geographies q  9
  10. 10. 10
  11. 11. 11
  12. 12. A Critical Eye for Talent 12
  13. 13. Strong Businesses Require Strong Talent 13
  14. 14. Finding and Growing Talent are Top Pressures Source: Aberdeen Group, HCM Trends 2014, January 2014 14
  15. 15. Strategic Talent Acquisition The process of identifying, attracting and onboarding talent in order to drive business performance Employer Branding Sourcing Screening & Assessment Hiring & Onboarding 15
  16. 16. Top Pressures in Talent Acquisition Source: Aberdeen Group, Talent Acquisition 2013, August 2013 16
  17. 17. It Takes a Village 17
  18. 18. Business Leaders Need a Critical Eye on Talent Source: Aberdeen Group, HCM Trends 2014, January 2014 18
  19. 19. Manage Risk by Building Talent Pools 19
  20. 20. Capabilities Supporting HCM Efforts Source: Aberdeen Group, HCM Trends 2014, January 2014 20
  21. 21. Line of Business Accountability Yields Talent Results Source: Aberdeen Group, HCM Trends 2014, January 2014 21
  22. 22. In organizations where alignment is a priority, technology adoption is much greater 22
  23. 23. Supporting performance and development planning drives employee engagement 23
  24. 24. 24
  25. 25. Developing Next Generation Leaders 25
  26. 26. The Leadership Shortage Companies say, on average, they are only capable of delivering 2/3 of the leaders the business will require in the next 3-5 years 26
  27. 27. Levels with the Biggest Leadership Gaps Source: Aberdeen Group, Accelerating Leadership Development, March2013 27
  28. 28. The College Hire Skills Gap 40% of organizations say college hires will require some additional coaching and training 29% say they will have to spend significant time developing their college hires Only 10% indicate that college hires are ready to contribute now Source: Aberdeen Group, Learning 2013, September 2013 28
  29. 29. On average, organizations indicate it takes 29 months to develop a high potential mid-level manager into a "ready now" senior leader Source: Aberdeen Group, Accelerating Leadership Development, March2013 29
  30. 30. Most valuable for identifying high potentials (1 = not at all valuable and 5 = Most valuable) Best-in-Class All Others Critical thinking / cognitive ability assessments 4.14 3.69 Customer or client feedback Multi-rater / 360-degree assessments Hiring manager or supervisor feedback Skill-based assessments Scenario-based assessments 3.84 3.82 3.71 3.69 3.54 3.70 3.71 3.63 3.36 3.30 Behavioral / personality type assessments 3.52 3.40 Source: Aberdeen Group, Accelerating Leadership Development, March2013 30
  31. 31. 31
  32. 32. Best-in-Class organizations are more than twice as likely to have a process in place to identify high potential talent Source: Aberdeen Group, Accelerating Leadership Development, March2013 32
  33. 33. Groups with Dedicated Leadership Development Programs Source: Aberdeen Group, Accelerating Leadership Development, March2013 33
  34. 34. Ownership of Front-line Leadership Development Source: Aberdeen Group, Accelerating Leadership Development, March2013 34
  35. 35. Development Must Be a Business Imperative 46% of organizations with above average readiness measure existing leaders on their contribution to the development of other leaders, as compared to just 33% of organizations with below average readiness 35
  36. 36. Most Valuable to Accelerating Leadership Development: Mixing Formal and Informal (1 = not at all valuable and 5 = Most valuable) Stretch  assignments  beyond  typical  du4es   Formal  leadership  development  programs   Crea4on  of  individualized  development  plans   Assessments  to  uncover  strengths  and  weaknesses  to   guide  development   Specific  leadership  development  project  assignments   (ac4on  learning)   On  the  job  or  informal  coaching   Coaching  or  mentoring  from  internal  sources     Par4cipa4on  in  special  projects   Formal  high  poten4al  development  programs   Coaching  or  mentoring  from  external  sources   Rota4onal  assignments  in  other  divisions  or  job  roles   Social  learning  through  internal  or  external  online   communi4es   Above  Average   Below  Average   Readiness   Readiness   3.76   3.72   3.70   3.53   3.56   3.64   3.63   3.59   3.61   3.69   3.59   3.59   3.43   3.39   3.38   3.17   3.30   3.34   3.42   3.47   3.40   3.42   2.93   2.89   Source: Aberdeen Group, Accelerating Leadership Development, March2013 36
  37. 37. Future-Proof your HR Leadership 37
  38. 38. The HR Leader of the Future: Connecting the Business 38
  39. 39. The HR Business Partner Continuum Title In Name Only Trusted Advisor Order Taker Influencer No Title No Capability Strong Capability 39
  40. 40. HR Leaders Must be Business Leaders Source: Aberdeen Group, HCM Trends 2014, January 2014 40
  41. 41. Barriers to Being More Strategic Source: Aberdeen Group, HCM Trends 2012, January 2012 41
  42. 42. Alignment and Agility 42
  43. 43. Can Talent Impact on Business Metrics be Measured? Source: Aberdeen Group, HCM Trends 2012, January 2012 43
  44. 44. Integrating Data to Fine Tune the Decision Engine 44
  45. 45. Best-in-Class Organizations are q  142% more likely to integrate workforce and talent data q  79% more likely to include employee productivity and performance data in the scheduling process q  45% more likely to integrate workforce management systems with core HR and payroll §  36% more likely to integrate workforce management data with business performance data Source: Aberdeen Group, Human Capital Management Trends 2012, January 2012 45
  46. 46. Q&A         Mollie Lombardi Vice President and Principal Analyst, HCM Aberdeen Group mollie.lombardi@aberdeen.com 617-854-5216 #WFwebinar
  47. 47. Join our next Webinar! Total Rewards 'State of the Union': Top Trends, Challenges and Recommendations for the Coming Year Wednesday, March 26, 2014         Webinars start at 2pm ET / 11am PT Register for all upcoming Workforce webinars at: www.workforce.com #WFwebinar
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