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 …

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
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  • 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. 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. 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
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  • 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. HCM  Trends  2014:  Aligning  for   Business  Results           Max Mihelich Associate Editor Workforce magazine #WFwebinar
  • 7. HCM  Trends  2014:  Aligning  for   Business  Results           Mollie Lombardi Vice President and Principal Analyst, HCM Aberdeen Group #WFwebinar
  • 8. Agenda q  A Critical Eye for Talent q  Developing Next Generation Leaders q  Future-Proof your HR Leadership 8
  • 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
  • 11. 11
  • 12. A Critical Eye for Talent 12
  • 13. Strong Businesses Require Strong Talent 13
  • 14. Finding and Growing Talent are Top Pressures Source: Aberdeen Group, HCM Trends 2014, January 2014 14
  • 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. Top Pressures in Talent Acquisition Source: Aberdeen Group, Talent Acquisition 2013, August 2013 16
  • 17. It Takes a Village 17
  • 18. Business Leaders Need a Critical Eye on Talent Source: Aberdeen Group, HCM Trends 2014, January 2014 18
  • 19. Manage Risk by Building Talent Pools 19
  • 20. Capabilities Supporting HCM Efforts Source: Aberdeen Group, HCM Trends 2014, January 2014 20
  • 21. Line of Business Accountability Yields Talent Results Source: Aberdeen Group, HCM Trends 2014, January 2014 21
  • 22. In organizations where alignment is a priority, technology adoption is much greater 22
  • 23. Supporting performance and development planning drives employee engagement 23
  • 24. 24
  • 25. Developing Next Generation Leaders 25
  • 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. Levels with the Biggest Leadership Gaps Source: Aberdeen Group, Accelerating Leadership Development, March2013 27
  • 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. 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. 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
  • 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. Groups with Dedicated Leadership Development Programs Source: Aberdeen Group, Accelerating Leadership Development, March2013 33
  • 34. Ownership of Front-line Leadership Development Source: Aberdeen Group, Accelerating Leadership Development, March2013 34
  • 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. 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. Future-Proof your HR Leadership 37
  • 38. The HR Leader of the Future: Connecting the Business 38
  • 39. The HR Business Partner Continuum Title In Name Only Trusted Advisor Order Taker Influencer No Title No Capability Strong Capability 39
  • 40. HR Leaders Must be Business Leaders Source: Aberdeen Group, HCM Trends 2014, January 2014 40
  • 41. Barriers to Being More Strategic Source: Aberdeen Group, HCM Trends 2012, January 2012 41
  • 42. Alignment and Agility 42
  • 43. Can Talent Impact on Business Metrics be Measured? Source: Aberdeen Group, HCM Trends 2012, January 2012 43
  • 44. Integrating Data to Fine Tune the Decision Engine 44
  • 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. Q&A         Mollie Lombardi Vice President and Principal Analyst, HCM Aberdeen Group mollie.lombardi@aberdeen.com 617-854-5216 #WFwebinar
  • 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