2. Strategic Workforce Planning Vendor Assessment 2
Contents
Talent Acquisition / On Boarding..................................................................................................................3
Performance Management...........................................................................................................................6
Compensation Management ........................................................................................................................9
Talent Development and Succession Planning...........................................................................................12
Core HR and Workforce Planning Analytics................................................................................................15
3. Strategic Workforce Planning Vendor Assessment 3
Talent Acquisition / On Boarding
Current Process
Nemours currently hires approximately 1500 annually.
Requisitions are initiated in Lawson through MSS.
Approval processes vary by department and role.
When approved, the requisition information is
uploaded to the Hodes IQ ATS nightly. Each recruiter
reviews the requisition in Hodes and validates (and
corrects if needed). Job postings and applicant pools
are managed through Hodes. There is one requisition
for each position currently. Applicant status for each
position is managed through Hodes. When the ideal
candidate is identified, the manager completes an
authorization to hire spreadsheet and submits it to
the recruiter. Once the offer is accepted, the
requisition is closed in Hodes, the requisition status is
updated manually in Lawson, information is sent to
HR Operations teams by email or mail to initiate
background checks, drug tests, etc. and the new hire
information is sent electronically to Red Carpet for on
boarding.
Future State Characteristics
Nemours is looking for a more efficient and effective
solution that provides greater value to the
organization and can improve Talent Acquisition. The
ideal solution can provide for metrics, contact
management and more streamlined and integrated
processes. In addition, physician recruiting is an area
that would be valued in an integrated solution.
Identified Gaps / Opportunities
• Search capability for candidates is limited
• Search capability for current Associates is
limited
• Limited reporting and analytics
• No contact management capability
• When agency contractors are hired as
employees it is a very manual process
• Do not have an internal and external titles
• Physician hiring is not supported
Requisition Management
Overview
In this section please demonstrate your Requisition
Management capabilities beginning with requisition
creation through on boarding. During the
demonstration, please highlight the following
capabilities & answer the following questions:
Score (1-5)
1. Demonstrate requisition • Pre-populating job and position information
4. Strategic Workforce Planning Vendor Assessment 4
creation based on data stored in Lawson
• Managers (or their proxy) or HR initiating the
requisition
• Routing a requisition for approval and supporting
different processes by region and job
• Sending workflow emails to approvers
• Using 1 requisition for multiple hires
• Ability to put a requisition on hold
• Ability to interface requisition in to your system
and out
2. Posting
• Posting, un-posting and reposting to job boards
and Nemours internal and external job sites
• Ability to use screening questions
3. Candidate Portal
• Ease of applying to a job for employees and
physicians. Process for applying to a second job.
• Ability to maintain a profile online
• Demonstrate mobile capabilities and discuss
operating systems (iOS, etc.) supported
4. Search
• Demonstrate your search capabilities and your
ability to leverage social media in search
• Ability to create a manual applicant record
• Ability to use a prospect record and CRM
capability
• Show how candidates are shared with managers
and manager capability in general
5. Interview, selection and offer
letters
• Managing Interview notes and scheduling and
integration with Outlook
• Communicating with candidates via email and
SMS text and other automated communications
• Tracking candidate status through selection
process
• Pre-employment testing
• Generating offer letters
6. On boarding
• Capability to support on boarding and generating
action lists
• Ability to display content to new associates
• Describe the notification capabilities to the
candidate, managers and other teams
• Ability to export the candidate documents
• Explain any available integration methods for
interfacing to HRIS
• Ability to track status of candidate through the on
boarding process
7. Reporting and Metrics
• Demonstrate metrics and analytics for cost of
hire, quality of hire, source, time to fill and other
key metrics
• Demonstrate key Talent Acquisition reporting
capability
8. Recruiter Portal
• Demonstrate the dashboard or portal that
recruiters use and show how your product can
help recruiters be more effective
5. Strategic Workforce Planning Vendor Assessment 5
9. Physician Hiring
• Please discuss your experience with supporting
physician hiring at other organizations.
• Demonstrate any capability specific to physician
hiring
Notes: Section Total
6. Strategic Workforce Planning Vendor Assessment 6
Performance Management
Performance Management
Current Process
The current performance management process for all
associates begins in December. Goal setting by the
executive team, departments and individual
associates and managers occurs in December and
January and needs to be finalized by February.
Individual associates and managers can enter
enterprise-wide goals, department goals or individual
goals. Although February is the deadline for setting
goals, goals can be changed throughout the year by
the manager and the associate.
During the year, there are at a minimum of 2 quarterly
performance discussions between the manager and
associate. These occur in Q2 and Q3. These
discussions do not need to be documented. However,
there is a form in the current system that can be used
at the manager’s discretion to document the
conversation.
At year-end, associates complete a self-assessment
and make final comments. Managers will evaluate the
performance of each goal and rate the performance
on a 5 point scale. Managers will also provide an
overall rating on the same scale. In addition,
managers will evaluate the associate against 10
standards and behaviors. Feedback on the standards
and behaviors is qualitative & there is no rating
associated with standards & behaviors. Physicians
track additional qualitative feedback on 4 key areas.
Physician performance is largely driven by metrics
which are tracked in a separate system so usage of the
current performance process is limited.
The current performance management system is a
solution developed by the IT organization.
Future State Characteristics
The current process works but it is not efficient.
Managers and associates would agree that the current
process is cumbersome and not intuitive. Nemours is
looking for a user-friendly solution for associates and
managers. Nemours is also looking to make the
process more efficient and effective including
automation of manual activities and providing
analytics.
Identified Gaps / Opportunities
• To the extent possible, Nemours is looking to
integrate physician and Associate reviews into the
same solution. However, that will require
integrating with a variety of systems that provide
7. Strategic Workforce Planning Vendor Assessment 7
performance data.
• Nemours would like to leverage analytics to
ensure compliance and to begin to look at the
effectiveness and efficiency of the performance
management process.
• Electronic signature is needed
• Ability to bring in competencies or behaviors in to
the performance management form
• Nemours is also looking for a solution that can
facilitate internal movement between positions
and easily transition goals and performance
review forms between managers.
• The ability to facilitate the performance review
process as simple and efficiently as possible. Do
not have an internal and external titles
• Physician hiring is not supported
Performance Management
Overview
Please demonstrate a complete performance
management cycle from goal setting to quarterly
reviews to year-end reviews.
During the demonstration, please highlight the
following capabilities & answer the following
questions:
Score (1-5)
1. Goal Setting • Demonstrate the ability to establish goal libraries
(enterprise-wide and department)
• Demonstrate how the manager & associate will
work together to establish & weight goals
• Show how matrix managers can be engaged in
the process
2. Quarterly Reviews
• Show how an optional quarterly review form can
be used by managers & associates for Q2 & Q3
• Demonstrate how a mid-year employee transfer
between managers would be handled
3. Year-end Reviews
• Demonstrate how the manager & the associate
can work together in your solution to complete
the review (incl. self-assessment). Show how
matrix managers can be engaged in the process
• Show how managers can rate each goal, provide
an overall rating and provide qualitative feedback
on the ten standards and behaviors
• Demonstrate electronic signature capability
• Demonstrate any tools (spell check, legal review,
etc.) available to support the review process
4. Analytics
• Demonstrate the available analytics to support
goal setting and performance
9. Strategic Workforce Planning Vendor Assessment 9
Compensation Management
Compensation Current Process
Nemours has three compensation programs for their
non-physician staff which comprises approximately
5500 employees. The three programs include:
1. Tier 1 and Tier 2 Executive Comp - Payout –
occurs in mid February
2. Leadership Incentive Bonus – The merit
component is separate from the bonus
component and managed through separate
systems. Payout for Leadership Incentive
Bonus is Mid-February
3. Merit Program – All non-physician employees
– Payout for Merit is March
There is an internally developed system which handles
the merit program. However, there are separate
internally developed systems handling executive
compensation and the Leadership Incentive Plan.
Future State Characteristics
Nemours currently has an easy to use internally
developed system which is used by managers to
propose compensation changes. The ideal solution
will have the same user friendly qualities, but with
more robust analytics to perform equity analysis and
salary increases by manager and/or department. In
addition, Nemours will require audit trail capabilities
to ensure visibility of changes made to proposed
increases.
Identified Gaps / Opportunities
• Workflow notifications for approvals, status
updates, alerts
• The ability to export approved salary
increases into Lawson
• The ability for a manager to view his/her
entire staff on one page without having to
click continue to see all employees
• Ability to tie the performance goals process
to bonus process for the Leadership Incentive
Bonus
• Matrix reporting capabilities that allows a
primary and secondary manager to
view/approve proposed increases
10. Strategic Workforce Planning Vendor Assessment 10
Compensation Management
Overview
In this section please demonstrate your Compensation
Management capabilities and your ability to support
the annual review process. During the demonstration,
please highlight the following capabilities & answer
the following questions:
Score (1-5)
1. Merit Cycle Preparation • Demonstrate how the budgets are loaded and
any capability to model different budget
assumptions
• Discuss how the hierarchy for the approval
process is created from information in Lawson
and what happens if there are gaps in the
hierarchy(terminated manager, etc.)
• Discuss how budgets are adjusted when
employees transfer, terminate, etc.
2. Entering and Approving
Recommendations
• Demonstrate how a manager can make merit,
promotion and incentive recommendations which
are submitted to the next level manager and rolls
up to the top of the organization
• Demonstrate how notifications are used to
facilitate the process
• Demonstrate how managers and HR can review
recommendations and progress (online and
reports)
• Demonstrate how your solution will flag out of
guideline recommendations
• Demonstrate how the system can track
comments for pro-rated bonus and other
exceptions
• Show how the system would support different
compensation rules by employee within one
department (i.e., prorated bonus vs. non-
prorated bonus, performance evaluation ratings,
etc).
• Discuss how matrix management relationships
are handled
• Ability for a manager to easily view reports in
graphical/dashboard view.
3. Final Approval and Submission
• Discuss how your system can integrate with
Lawson when the recommendations are
approved (merit, adjustments and incentives).
• Demonstrate how the system can display online
Compensation statements or produce for print.
Be prepared to show and discuss which
compensation components can be included.
• Demonstrate executive oversight capabilities
4. Administrative Capabilities
• Demonstrate how external market compensation
survey data can be uploaded into the system.
11. Strategic Workforce Planning Vendor Assessment 11
• Demonstrate how HR could make a mass edit
change (i.e., % change to merit increase
recommendations)
• Demonstrate the capabilities and tools available
to the system administrator including:
• Configuring review cycles
• Configuring new plans
• Budget
• Load market data
• How does your solution handle off-cycle changes
(including administration of off-cycle changes and
impact of off-cycle changes on annual budgets)
• Easily extract data to Excel and upload
recommendations from an Excel spreadsheet.
• Demonstrate how managers can delegate their
responsibility and what controls are provided
5. Analytics
• Demonstrate the available analytics to support
the merit / bonus process as well as increase
distributions and other related analytics
Notes: Section Total
12. Strategic Workforce Planning Vendor Assessment 12
Talent Development and Succession Planning
Development and Succession
Current Process
For a few targeted key positions and roles there are
career paths (ex. Clinical, nursing) and role-based
development curriculum (ex. Physicians). However,
outside of those roles career paths and development
curriculum do not exist.
Development planning is done individually on an as
needed basis. The planning occurs between the
manager and associate in partnership with the HR
Business Partner. It is largely informal; however, there
are currently 3-5 development templates available.
Assessment providers such as Zenger Folkman are
starting to be leveraged.
There is a formal mentoring program for Physicians is
in place.
Succession planning is an area that has increased in
importance to Nemours over the last year. Initial
conversations are focused on the senior most level of
the organization (Operating VPs and above). There is
succession planning in some areas but it is not part of
a corporate-wide succession planning process
(example: Finance).
Future State Characteristics
Nemours is looking to increase the percentage of roles
filled by internal movement. Nemours would like to
leverage a talent management system capability to
support this goal. Nemours is looking for a system that
is easy to use that provides for development planning
for manager and employees and enables Nemours to
grow its maturity in succession planning. Ultimately,
this should link to the workforce planning solution.
They would also like to support the career paths
which are in place and integrate with their Learning
Management System.
Identified Gaps / Opportunities
• Ability for Associates to create an online talent
profile
• Ability to search internal talent
• Development and Succession integrated with
performance management and compensation
13. Strategic Workforce Planning Vendor Assessment 13
Talent Development and
Succession Planning
Overview
Please demonstrate your Talent Development and
Succession Planning capability.
During the demonstration, please highlight the
following capabilities & answer the following
questions
Score (1-5)
1 • Demonstrate the ability for employees to
complete an online profile/resume
2. • Demonstrate the ability for managers and HR to
track succession planning and talent management
information for employees
3.
• Demonstrate the ability to identify different
groups of key positions in the organization for
inclusion in different succession planning and
talent review events and evaluations
4.
• Show how you track and view different categories
of talent such as High potential / High performing
employees
5.
• Show how you identify, rate and rank potential
successors for executive level positions and
identified critical positions and identify a person
as a successor to for one or more than one
position
6. • Demonstrate your 9 box capability
7.
• Demonstrate executive-level materials which can
be produced from your solution for offline
succession planning meetings
8.
• Demonstrate how you support development plan
creation and documenting progress against the
plan
9.
• Demonstrate how you would support tracking a
mentoring program for physicians including
ability to track mentor skills and match them with
employee development needs
10.
• Demonstrate how you can support career paths
for targeted roles
11.
• Demonstrate how the Saba LMS can be
integrated into your solution
12.
• Demonstrate available development and
succession analytics
Notes: Section Total
15. Strategic Workforce Planning Vendor Assessment 15
Core HR and Workforce Planning Analytics
Core HR and Analytics Current
Process
Nemours has multiple, internally developed systems
that are not integrated and requires a significant
amount of reporting to be done via Excel
spreadsheets to support Workforce Planning.
Without intuitive, on-demand reporting capabilities,
managers are unable to assess their workforce and
plan for future needs.
Future State Characteristics
Nemours is seeking an integrated Talent Management
suite that has on-demand, intuitive reporting and
analytic capabilities that provides Managers with
dashboard views of their workforce. The ideal
solution will have the same user friendly qualities of
their current internally developed solutions, but with
more robust analytics to perform predictive analysis
and trending. Understanding the current workforce
will allow Nemours to better assess internal
candidates for open positions and decrease the need
to hire external candidates for critical open positions.
• Integrated Talent Acquisition, Performance,
Compensation and Talent
Management/Succession capabilities
• The ability to import external data from
surveys into the system for analysis
• Dashboard capabilities that allow HR and
Managers to view the workforce from
different perspectives
• Ability to compare employees across multiple
dimensions (e.g. education, skills, time in job,
etc.) to identify high potential employees and
assess career development needs
• Robust reporting and analytics
Identified Gaps / Opportunities
• Lack of integration between multiple
systems.
• No ability to report on daily recruiting activity
(open positions, filled, positions on hold)
• No ability to track time to fill ratios by
recruiter and/or job family
• No ability to track workforce trends and
forecast needs over time
• Limited visibility to pay for performance
• No ability to track effectiveness of recruiting
source against costs and quality of hire
• Unable to report historically to holistically
16. Strategic Workforce Planning Vendor Assessment 16
assess the employee’s experience,
skills/qualifications
Core HR and Workforce Planning
Analytics Overview
In this section please demonstrate the solutions
capabilities to support Nemours Workforce Planning
& Analytics needs. During the demonstration, please
highlight the following capabilities & answer the
following questions:
Score (1-5)
1. Integrated Suite of Products • Discuss how your suite of products is integrated
across all talent modules
• Demonstrate how dashboards can be set up to
view different attributes about an employee’s
talent record (e.g. skills, performance,
compensation, time in job, etc.)
• Generate an on-demand report showing an
organization’s talent pool
2. Talent Acquisition Reporting • Generate a report showing positions and status,
including: Open, Filled in last 30 days, On Hold
• Generate a report that shows hires over six
months, hiring source, cost of hire by expense
type and employee status (e.g. employed, on
leave, terminated) to understand the quality of
hire by source
• Show how a recruiter can report on qualified
internal candidates to match open positions
• Generate a report to show time to fill by recruiter
and/or job family
• Demonstrate how a manager to easily view
reports in graphical/dashboard view
3. Talent Management Reporting • Demonstrate how HR and/or Manager can view
employee’s performance history when proposing
salary increases.
• Generate a report showing an employee’s talent
history, including: previous jobs, mobility in
Nemours, skills, education, etc.
• Generate an employee age report by Job Family
to understand potential risk in retiree’s departing
Nemours
• Demonstrate how the system can generate a 9
box grid that compares employees by job family,
supervisor, organization, etc.
• Demonstrate the graphical display of reportable
information and executive level dashboards
4. Workforce Planning Analytics /
Mobile
• Display any pre – built workforce planning
capabilities , industry standard metrics
• Demonstrate the solutions mobile capabilities to
access the application by a manager or employee
to view and/or take action (e.g. manager
17. Strategic Workforce Planning Vendor Assessment 17
approval)
• Discuss the mobile operating systems supported
by your solution
• Discuss your solutions capability to support single
sign-on
Notes: Section Total
