The Home Team Advantage: Achieving Results With Talent Mobility
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The Home Team Advantage: Achieving Results With Talent Mobility

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Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin by Deloitte defines talent mobility as “a dynamic internal process for moving talent ...

Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin by Deloitte defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”

Join Bobby Morris, talent solutions strategist at SumTotal Systems, as he discusses how several large global organizations achieved the benefits of talent mobility, including:

The key elements of successful talent mobility programs.
Key process requirements your business should embrace to have an effective talent mobility solution.
How integrated talent technology can help your business create a successful talent mobility solution.
How to get started today, and the results your organization can expect.

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    The Home Team Advantage: Achieving Results With Talent Mobility The Home Team Advantage: Achieving Results With Talent Mobility Presentation Transcript

    • #TMwebinar Speaker: Bobby Morris Talent Solutions Strategist SumTotal Systems Moderator: Ladan Nikravan Senior Editor Talent Management magazine The Home Team Advantage: Achieving Results With Talent Mobility
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    • #TMwebinar The Home Team Advantage: Achieving Results With Talent Mobility Ladan Nikravan Senior Editor Talent Management magazine
    • #TMwebinar The Home Team Advantage: Achieving Results With Talent Mobility Bobby Morris Talent Solutions Strategist SumTotal Systems
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 9 The Home Team Advantage Achieving Results with Talent Mobility Bobby Morris Product Strategist, Talent March 11, 2014
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 10 Definitions & Challenges Organizing for Success Talent Mobility & Sourcing Game Planning The Talent Mobility Ecosystem Talent Mobility in Action About SumTotal Q & A Agenda
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 11 Talent Mobility is a dynamic internal process for moving talent from role to role at the leadership, professional and operational levels. The ability to move talent where it is needed, when it is needed is essential for building an adaptable and enduring organization. Source: Bersin by Deloitte
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 12 A systematic Talent Mobility strategy enables organizations to more effectively A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global process for talent rotation. A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global process for talent rotation.
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 13 Key properties of Talent Mobility  A business strategy that facilitates organizational agility  A mechanism for acquiring and retaining high performing talent  A recruiting philosophy that favors internal sourcing  A method for aligning organization and individual needs  A proactive and ongoing approach to succession planning
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 14 Talent Mobility figures prominently in any contemporary discussion on global economic and social trends. Indeed, greater talent mobility can help address talent shortages and close skill gaps. Source: Patricia A. Milligan and Haig R. Nalbantian, Talent Management Magazine, August 2012
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 15 Top 5 CEO Concerns Sources: Lloyd’s of London Risk Index #2: Talent & Skills Shortage
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 16 0 5 10 15 20 25 30 35 40 45 50 We cancelled or delayed a strategic initiative We were unable to pursue a market opportunity We weren't able to innovate effectively We couldn't achieve growth forecasts overseas We couldn't achieve growth forecasts where we are based Our quality standards fell Our talent-related expenses rose more than expected All US Question: How have talent constraints impacted your company’s growth and profitability over the past 12 months? Source: PwC 2012 Global CEO Survey
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 17 Aligning current and future talent needs to rapidly changing business needs Developing deep talent succession pools and bench strength Retaining high performers and potentials / reducing flight Reducing external recruiting costs Improving overall HR measurement and reporting Key Challenges & Barriers Challenges Barriers No single, complete view of global talent due to spaghetti mix of processes, systems, and data No succession planning process, or one focused only on senior execs Inconsistent employee assessment process and inability to calibrate ratings Sporadic, unpersonalized and informal employee development process Source: SumTotal’s “State of Global Talent Strategy” survey
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 18 of organizations cannot easily identify high performers47% Source: SumTotal’s “State of Global Talent Strategy” survey of HR Leaders do not believe their workforce is adequately prepared to meet future needs 56%
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 19 Talent Mobility is having the strategy, processes and systems in place to identify, grow and systematically evolve your workforce, especially your high performers, to be ready for future growth in your organization.
    • 1. Develop your talent strategy Organizing for Success 2. Make a senior executive responsible for the overall vision and execution of strategy and programs 3. Integrate your talent functions at a technology level (process, systems & data)
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 21 Better internal talent mobility Decreased voluntary turnover Improved workforce alignment to overall strategy Workforce responds more quickly to changing business needs Increased workforce productivity Where Leaders Outperform Laggards Source: SumTotal’s “State of Global Talent Strategy” survey
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 22 InstitutionalizingInstitutionalizing talent strategy, accountability, and integration Institutionalizing talent strategy, accountability, and integration has a profound effect on Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight. Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight.
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 23 How HR Technology Can Help Reduce High Performer Flight Source: SumTotal’s “State of Global Talent Strategy” survey HR Technology / Integrations Currently in Use Better Internal Talent Mobility Decreased Voluntary Turnover Total Impact (Rank) HR Technology / Integrations Currently in Use Better Internal Talent Mobility Decreased Voluntary Turnover Total Impact (Rank) Integrated Employee Development & Learning Management: Development Plans executed via training High Impact High Impact 1 HR Technology / Integrations Currently in Use Better Internal Talent Mobility Decreased Voluntary Turnover Total Impact (Rank) Integrated Employee Development & Learning Management: Development Plans executed via training High Impact High Impact 1 Integrated Performance Management & Succession Planning: Top performers designated as successors High Impact High Impact 2 HR Technology / Integrations Currently in Use Better Internal Talent Mobility Decreased Voluntary Turnover Total Impact (Rank) Integrated Employee Development & Learning Management: Development Plans executed via training High Impact High Impact 1 Integrated Performance Management & Succession Planning: Top performers designated as successors High Impact High Impact 2 Leadership Development (Standalone) High Impact High Impact 3 HR Technology / Integrations Currently in Use Better Internal Talent Mobility Decreased Voluntary Turnover Total Impact (Rank) Integrated Employee Development & Learning Management: Development Plans executed via training High Impact High Impact 1 Integrated Performance Management & Succession Planning: Top performers designated as successors High Impact High Impact 2 Leadership Development (Standalone) High Impact High Impact 3 Employee Career & Development Planning (Standalone) High Impact Moderate Impact 4 HR Technology / Integrations Currently in Use Better Internal Talent Mobility Decreased Voluntary Turnover Total Impact (Rank) Integrated Employee Development & Learning Management: Development Plans executed via training High Impact High Impact 1 Integrated Performance Management & Succession Planning: Top performers designated as successors High Impact High Impact 2 Leadership Development (Standalone) High Impact High Impact 3 Employee Career & Development Planning (Standalone) High Impact Moderate Impact 4 Integrated Performance Management & Compensation: Pay-for-Performance Low Impact High Impact 5
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 24 Source: Bersin By Deloitte Bersin Talent Maturity Model Siloed HR: Automation and compliance driven reporting 28% Standardized Talent Processes: Optimizing a single process 45% 28% Integrated Talent Management: Starting to connect systems and processes 20% 45% 28% Strategic Talent Management: Fully integrated processes and systems focused on business outcomes 7% 20% 45% 28%
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 25 Higher Degree of Maturity = Better Results Source: Bersin by Deloitte Measure Impact Employee Retention 38% higher Employee Productivity (Revenue-per-Employee) > 2x higher Promotion Rate 76% higher Employee Engagement 38% higher Planning for Future Talent Needs 61% higher Building Career Paths 68% higher Pipeline of Ready Successors 92% higher
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 26 Organizations have a desperate need… to create a more dynamic process for internal movement. This is good for peoples’ careers, good for employee engagement and saves money on recruiting – to say nothing of the fact that talent mobility allows companies to hold onto their highly trained people. Source: Bersin by Deloitte
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 27 Open Position Create Requisition Source (mostly external) Current State of Talent Sourcing Most organizations use external sourcing because they do not have the tools and business intelligence to effectively source and rotate talent internally.
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 28 External Hires Aren’t Always the Best Choice Significantly lower performance in the first 2 years on the job 20% higher turnover rates Up to 30% more expensive Source: Matthew Bidwell, Wharton, 2012
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 29 What are the Decision Points?  What percentage of your future leaders do you want to source internally vs. externally?  Where are you most at risk?
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 30 Is There a Better Way? Decision Open Position ExternalInternal Decision Open Position External (25%) Internal (75%) Talent Pools Create Req Integrated Talent Strategy • Succession Planning • Employee Development • Learning Management • Performance Management
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 31 Game Planning Approach to Talent Mobility Goal: Align people (hi-pos) at risk to positions at risk • Certain indicators flag risk, which opens the door to more thorough analysis and discussions Game planning answers these key questions: • What do we have from a current talent “inventory” perspective? • Which hi-pos are a flight risk and why? • Which critical positions are at risk or will be at risk in the near future (weak bench)? • What positions will become open in 6-9 months and how do we plan to fill them? • How can I provide more meaningful work and/or career paths to ensure my hi-pos are engaged and getting what they need to be successful? • Can we take at risk hi-pos and put them in open positions today (or develop them to be ready in the future)?
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 32 Talent-Based System of Record Succession Planning Performance Management Learning & Development Hiring & Recruiting Compensation Strategy Planning, potential assessments, flight risk, 9-box calibration & talent pool management Performance reviews, ratings calibration, goal alignment & high performer identification Centralized employee records (HRMS), talent profiles, competencies & job profiles Organization hierarchy structures as reflected by pay & impact analysis of movement Individual development planning and execution, pool-based development (skills, competencies and behaviors, progress / results tracking Talent sourcing (internal/ external) & extending talent pools to external candidates Talent Mobility The Talent Mobility Ecosystem
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 33 Solution • Obtained stakeholder input and support upfront • Implemented a single end-to-end platform, but in a multi-phased rollout • Communicated and promoted the application Results • Employee driven development process • Greater global talent mobility • HR elevated to strategic function to impact business outcomes Challenges • Global consistency in managing employees • Employee commitment & loyalty • Talent mobility across multiple divisions • High performer retention & employee satisfaction Talent Mobility in Action
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 34 Solution • Created a global talent record, to unify HR information across 17 countries • Established Howden Academy • Created Howden’s Engineering Career Ladder program Results • Reduced turnover rates among new and existing engineering staff • Improved time-to-productivity for new engineers • Increased process efficiencies for all HR related activities • Provided managers better and more timely HR information Challenges • Increase retention rate for the engineering talent across the globe • Implement a succession plan to replace key retiring engineers • Improve new engineer time-to-productivity • Give executives better visibility into HR data and key talent • Metrics Talent Mobility in Action
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 35 Commonalities across Cases  Organizations need a single source of information  Integration allows common reporting and better alignment  Leadership championing the effort across the entire organization
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 36 Improved Talent Mobility  Identification of High Performers  Growth of High Performers  Movement of hi-pos across the organization into future leadership positions
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 37 A majority of today’s HR leaders do not think that their workforce is prepared for future business needs Talent mobility directly affect workforce preparedness Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight Integrated technology solutions can directly improve talent mobility Summary
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 38 For additional resources visit: www.sumtotalsystems.com Context-Aware HR Technology (www.sumtotalsystems.com/context-aware)  Datasheets  Whitepaper  Analyst POV Solving Talent Scarcity: The Strategy for Winning the New War for Talent The CEO’s Guide to Succession Planning: Managing Risk & Ensuring Business Continuity Improving Employee Engagement to Drive Business Performance
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 39 LEARNING TALENT WORKFORCE PAYROLL & EXPENSE 3,500 Customers | $200M+ Revenue | Nearly 30 Years in HR 45M Users | 17M Cloud Users | 96% Customer Retention
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 40
    • Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 41 Contact bmorris@sumtotalsystems.com
    • #TMwebinar Q&A Bobby Morris Talent Solutions Strategist SumTotal Systems • Please take this time to submit your Questions . • Also please fill out the event survey.
    • #TMwebinar Join our next Webinar! The Role of Analytics in Talent Acquisition Friday, March 21, 2014 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Talent Management Webinars at www.talentmgt.com/webinars