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The Transforming World of Talent Management
 

The Transforming World of Talent Management

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  • integrated talentLearning/succession/development Corporate America Talent Reorg Internal talent pipelines/mobility Compensation-driven exudos Millenials – work/life balance Automated talent amangement – now what Tie together with business objective  Talent automation vs. talent managementRationalization of decisions (cost, value,
  • We will not get to 6% unemployment for another 10 years
  • This information is a little depressing. 40% of companies don’t believe they have the necessary human capital data to help make decisions. I’d also say that if you don’t know if you have the data then you probably don’t, so the overall number is more than 50%
  • Growing recognition that talent automation does not improve the management of talentPerformance paradigm evolution from cycle- to event-based Talent mobility moves from philosophy and ad hoc approach to policy and processIncreased focus on developing, incenting and measuring and rewarding talent “managers”Talent segmentation: talent pools, talent pipelines, critical roles, key talent eclipse traditional HR process in importanceThe year social recruiting gets organized
  • It goes in line with the lack of an overall talent management strategy, but there is no clear leader for what modules of talent management are most important, or what companies will do with them.
  • HSRise of emerging markets impacting labor marketCHRO’s driving COE’s to build global chapels vs. local cathedrals
  • It is encouraging that the respondent’s are now looking beyond ease of use and placing more importance on integrating with business processes. A little surprising that Vendor Stability dropped from last year, but we see that as another sign that buyers don’t have a good understanding of this market.
  • JA
  • Majority of companies still do not have a clearly articulated strategy for talent management.
  • While the technology is important, to consumers right now it is more of an afterthought. This suggests that the vendor emphasis on “SaaS” isn’t as impactful as they believe. Customers just want something that will work!
  • HS
  • EmployeesManagersService centerBusiness partnersCOEs
  • Unsurprisingly the biggest barrier for talent management is justifying the funding.
  • But consumers are looking to technology for the right reason. No longer about just automating the HR processes, you can tell that the thinking has evolved and now there is more focus on hard numbers
  • And companies are getting better at justifying their expenses by creating hard metrics and showing ROI.

The Transforming World of Talent Management The Transforming World of Talent Management Presentation Transcript

  • The Transforming World of Talent Management
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  • The Transforming World of Talent Management
    Speakers:Jason Corsello,
    Vice President of Corporate Strategy & DevelopmentKnowledge Infusion 
    Scott Schmidt Director of Advisory ServicesKnowledge Infusion's KI OnDemand Service
    Moderator: Mike Prokopeak,
    Vice President, Editorial Director Talent Management Magazine
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  • The Transforming World of Talent Management
    Mike Prokopeak,
    Vice President, Editorial Director Talent Management Magazine
    #TMwebinar
  • The Transforming World of Talent Management
    Jason Corsello,
    Vice President of Corporate
    Strategy & DevelopmentKnowledge Infusion 
    Scott SchmidtDirector of Advisory ServicesKnowledge Infusion's KI OnDemand Service
    #TMwebinar
  • The Transforming World of Talent Management
    Jason Corsello & Scott Schmidt
    Knowledge Infusion
    February 15, 2011
  • About Knowledge Infusion
    Knowledge
    Leader in human capital management, talent management & enterprise collaboration consulting and advisory and services
    Named to Inc. 5000 List
    Headquartered in Minneapolis, Minnesota with offices throughout US
    Global customers including Dow Jones, Franklin Templeton Investments, MetLife, The World Bank, Disney, Starbucks, Four Seasons Hotels
    Innovative client engagement models with KI Consulting & KI OnDemand
    Passion
    Talent
    Partnership
    Celebration
    Trust
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    9
  • Agenda
    The State of the “War for Talent”
    Today’s Talent Management Priorities
    The Emergence of the Integrated Talent Suite
    Service Delivery Models for the Future
    Creating the “Ask”
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    10
  • Is There Still a “War for Talent”?
    Companies aren’t hiring
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    11
  • Today’s Reality of the “War on Talent”
    Yesterday
    Tomorrow
    Conservative hiring amongst large companies
    Shortage of qualified workers
    Inability to know what “talent success” looks like internally
    Selective hiring based on new roles and jobs
    Shortage of highly skilled workers
    Challenged of identifying internal or external “talent success”
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    12
  • Business Challenges are Diverse
    Compliance
    Economic Recovery
    Organizational Change
    HR Transformation
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    13
  • Agenda
    The State of the “War for Talent”
    Today’s Talent Management Priorities
    The Emergence of the Integrated Talent Suite
    Service Delivery Models for the Future
    Creating the “Ask”
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    14
  • Talent Management Priorities
    Next Generation Talent Management
    Addressing “Global”
    Rethinking the Technology Foundation
    Creating a Lasting Talent Strategy
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    15
  • Next Generation Talent Management?
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    16
  • Next Generation Talent Management
    Going from Automation…
    To Intelligence…
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    17
  • Most Companies Unprepared to Make Timely and Accurate Workforce Decisions
    Does your company currently have the necessary human capital data to make timely and accurate workforce decisions?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    18
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • HR Value Curve & Transformation
    HR’s future focus and business strategy will impact the technology roadmap and it’s direction.
    Effectiveness
    Strategic
    Efficiency
    Tactical
    HR transforms into a strategic asset when it integrates into the fabric of the organization, and focuses on organizational performance through talent effectiveness.
    19
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • The Next Steps Beyond Automation
    Increased focus on outputs and measures
    Initiating workforce planning
    Creating global standards with local flexibility
    Eliminating complexity & creating simple, consistent & ongoing processes
    Extending investments leveraging platforms and “edge technologies”
    Leveraging enterprise collaboration (ie. social)
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    20
  • Integrated Talent Management Priorities Vary Widely
    Which areas of integrated talent management are currently most important to your organization?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    21
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Addressing Globalization
    Not just language and currency
    Incorporating emerging markets
    Demand to find/know/grow/move global talent
    Creating flexibility to support local needs
    Emergence of “COEs” to build standard global processes
    22
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Rethinking the Technology Foundation
    Digital HR Framework
    Single User Experience: Knowledgebase, Collaboration, Analytics, Transactions
    Information, Transactions, Workflow
    Benefits, Pay, Personal Data, Promotions, Transfers, Approvals, Notifications
    HR Service Delivery
    Case Management, Knowledgebase
    Core HR Foundation
    Organization Structure, Job Structure,
    Reporting Relationships, Administration, Benefits
    Workforce Mgmt*
    Time & Attendance, Absence Mgmt, Payroll
    Strategic Talent Mgmt Applications
    Workforce Planning, Competency Mgmt, Talent Acquisition, Learning Mgmt, Performance Mgmt, Compensation, Succession & Career Planning
    Service Delivery
    FIN
    Talent Intelligence
    Data Warehouse & Analytics: Workforce, Operational, Talent Mgmt, Biz Intelligence
    Foundation / Administration
    CRM
    Strategic / Talent Mgmt
    Sales
    *Owned by Finance Today
    23
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Unified Data Surpasses Usability and Key Factor for Talent Management
    What is the most important factor when selecting a talent management application?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    24
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Rethinking the Technology Foundation
    • Shift from legacy interface to true web service integrations
    • Focus on integration both across the HR stack and up to the user interface level and down to the business intelligence level
    • HR function continues to get less support from IT function
    • Simplification of where data is stored to allow the HR function to generate intelligence
    • Fewer solutions will be leveraged to fulfill overall HR portfolio need from data standpoint
    • Realization that HR is ripe for process integration across its function more than integration across the enterprise
    25
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Most Companies Continue to Lack a Talent Management Strategy
    Does your company have a clearly articulated strategy for talent management?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    26
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Creating a Talent Management Strategy
    Deliverables
    Process Steps
    Activity
    • Clarify vision and goals
    • Define project controls
    • Identify key resources
    • HR & HCM Technology vision and goals
    • Current HCM discovery observations
    • Categorization of opportunities for next 1000 days
    • Recommendation set designed to achieve vision
    • HCM Action Plan: High-level timeline, risks/dependencies, resource requirements
    • Executive Buy-In
    Planning & Visioning
    • Collect current state knowledge
    • Determine quick wins and barriers.
    • Identify best-practices
    Discovery
    • Identify / Validate themes
    • Assess capability to execute
    • Develop recommendations
    Analyze & Recommend
    • Identify / Validate themes
    • Assess capability to execute
    • Develop recommendations
    Strategy & 3 Year Plan
    • Total Cost of Ownership
    • Value of Investment
    • Compelling Business Case
    Business Case
    27
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Poll #1
    What best describes the state of your talent management strategy…
    Well defined and currently being executed
    In process of being defined
    In process of being updated
    We don’t have a talent management strategy
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    28
  • Agenda
    The State of the “War for Talent”
    Today’s Talent Management Priorities
    The Emergence of the Integrated Talent Suite
    Service Delivery Models for the Future
    Creating the “Ask”
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    29
  • HCM Technology Maturity Model
    Learning Management
    Recruiting Management
    Performance Management
    Compensation Management
    HRMS
    Succession Management
    Employee Profile
    Integrated Talent Management
    Career Management
    Social Collaboration
    Workforce Planning
    “Edge Technologies”
    30
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Talent Management Suites Beginning to Take Root
    Have your purchased more than one talent management module (recruitment, performance, compensation, learning, etc) from a single vendor?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    31
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Demand for Integrated Talent Management Suites Growing
    Which statement best describes your talent management approach?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    32
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Poll #2
    What are your thoughts about an integrated talent suite?
    We are currently deploying a talent suite
    We intend to deploy a talent suite
    We have no desire to deploy a talent suite
    We are undecided on a talent suite
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    33
  • Agenda
    The State of the “War for Talent”
    Today’s Talent Management Priorities
    The Emergence of the Integrated Talent Suite
    Service Delivery Models for the Future
    Creating the “Ask”
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    34
  • No Real Preference for Technology Service Delivery Models
    What is your preferred delivery model for HR technology investments?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    35
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Rethinking the HR Service Delivery
    • What is the scope?
    • HRSD moves beyond HR transactions to include talent management
    • What does success look like?
    • Move from HR-centric to worker-centric model
    • What geographies are we serving?
    • Move from local to regional to global
    • Who are we serving?
    • Move beyond the employee to contingent, candidate, alumni, etc.
    • What should we call it?
    • Is it really “HR?” Do we just “deliver?”
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    36
  • HR Service Delivery of the Future
    Shift transactions and inquiry volume to the left to drive cost savings and efficiency.
    Tier 0
    Portal / Digital HR
    Tier 1
    Support Direct /
    HR Contact Center
    Tier 2*
    Field Services
    Tier 3
    HR Business Partners
    / COEs
    • First point of contact
    • Self managed via Portal and Digital HR Tools
    Contains:
    • Personalized content relevant to the employee
    • Policy and Process content
    • Decision support tools
    • Links and widgets to HR tools
    • Second point of contact
    • Accessed via 1-800# / text-to-chat / support ticket and central source for direct contact with HR
    • Responds to questions about HR policy, process & tools (first call res)
    • Escalates cases to the appropriate team/ individual as needed
    • Performs programmatic administrative functions
    • Escalation point for help desk
    • Case routed to Functional Expert
    Escalation point for:
    • Sensitive/legal issues (HR Consultant)
    • Non-standard process questions (Functional Expert)
    • Problems with HR Tools that require vendor contact (Sys Admin)
    • Final point of contact
    • Proactive recognition and/or escalation point for strategic issues related to business performance
    • HR BP will work in conjunction with Bus. Leaders to drive strategic change throughout the organization
    Future Transaction Volume Supported
    Target: 65%
    Target: 20%
    Target: 10%
    Target: 5%
    *Largest opportunity for reduction and savings
    37
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Agenda
    The State of the “War for Talent”
    Today’s Talent Management Priorities
    The Emergence of the Integrated Talent Suite
    Service Delivery Models for the Future
    Creating the “Ask”
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    38
  • Visualizing Talent Management Success
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    39
  • Funding the Biggest Challenge Without a Strong Business Case
    The biggest barriers for talent management software adoption in your organization…
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    40
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Employee Engagement and Retention Key to Talent Management Initiatives
    What do you hope to accomplish by implementing talent management software? Select all that apply.
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    41
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Creating a Talent Management Strategy
    Deliverables
    Process Steps
    Activity
    • Clarify vision and goals
    • Define project controls
    • Identify key resources
    • HR & HCM Technology vision and goals
    • Current HCM discovery observations
    • Categorization of opportunities for next 1000 days
    • Recommendation set designed to achieve vision
    • HCM Action Plan: High-level timeline, risks/dependencies, resource requirements
    • Executive Buy-In
    Planning & Visioning
    • Collect current state knowledge
    • Determine quick wins and barriers.
    • Identify best-practices
    Discovery
    • Identify / Validate themes
    • Assess capability to execute
    • Develop recommendations
    Analyze & Recommend
    • Identify / Validate themes
    • Assess capability to execute
    • Develop recommendations
    Strategy & 3 Year Plan
    • Total Cost of Ownership
    • Value of Investment
    • Compelling Business Case
    Business Case
    42
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Hard ROI Difficult to Support for Talent Management
    Which best describes your business case for talent management?
    Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey
    n = 250
    43
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
  • Rationalizing Talent Management Investment
    Create the vision and by clear about “the why”
    Get the “business to build the business case
    Define what success looks like
    Be realistic about the time & investment
    Get the “business” to sell the “business” case
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    44
  • Transforming Talent Management
    Does Your Talent Strategy Look Like This…
    When It Can Look Like This!
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    45
  • For More Information
    Scott Schmidt
    scott.schmidt@knowledgeinfusion.com
    Jason Corsello
    jason.corsello@knowledgeinfusion.com
    Visit KI OnDemand
    www.kiondemand.com
    Knowledge Infusion Proprietary and Confidential, Copyright 2011
    46
  • Join Our Next TM Webinar
    Tuesday, Feb. 22, 2011
    Empowering the Middle and Creating Workforce Readiness
    TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
    Register for upcoming TM Webinars at
    www.talentmgt.com/events
    Join the Talent Management magazine Networkhttp://network.talentmgt.com/
    #TMwebinar