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Craig Symons Principal Analyst Forrester Research


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Craig Symons Principal Analyst Forrester Research

  1. 1. June 22, 2004. Call in at 12:55 p.m. Eastern Time Craig Symons Principal Analyst Forrester Research ForrTel: Best Practices In IT Human Capital Management
  2. 2. Theme Having the right people in the right place at the right time doing the right things.
  3. 3. Agenda <ul><li>The challenge </li></ul><ul><li>Dedicated IT HR function </li></ul><ul><li>Use of competency models </li></ul><ul><li>Integrated workforce management </li></ul><ul><li>Performance-based culture </li></ul><ul><li>Succession planning at all levels </li></ul><ul><li>Personal development plans for everyone </li></ul><ul><li>Recommendations </li></ul>
  4. 4. Sobering statistics <ul><li>90% of all companies fail to execute their strategies </li></ul><ul><li>85% of assets are intangible </li></ul><ul><li>More than 60% of surveyed IT employees say they are looking for another job or will be soon </li></ul><ul><li>Turnover costs as much as 1x salary </li></ul>
  5. 5. What should we expect? <ul><li>Line of sight between individual goals and strategy </li></ul><ul><li>Pro-active sourcing process based on business needs </li></ul><ul><li>Staffing decisions driven by competency models </li></ul><ul><li>Increased employee retention </li></ul><ul><li>Improved execution </li></ul>
  6. 6. Dedicated IT HR resource <ul><li>IT is highly specialized and requires specific skills </li></ul><ul><li>Hiring process needs to be optimized </li></ul><ul><li>Skills assessments should be required </li></ul><ul><li>Turnover metrics measure symptoms </li></ul><ul><li>Cross training needs to be a priority </li></ul>
  7. 7. Competencies defined <ul><li>Competencies — sets of behaviors that are instrumental in the delivery of desired results </li></ul><ul><li>Behaviors ≠ results </li></ul><ul><li>How knowledge and skills are used in performance </li></ul><ul><li>How knowledge and skills are applied in the context of some particular set of job requirements </li></ul><ul><li>Competencies are generic and finite </li></ul><ul><li>Behaviors that support the attainment of business objectives </li></ul>
  8. 8. Competency models usage <ul><li>Recruitment, assessment, and selection </li></ul><ul><li>Training and development </li></ul><ul><li>Leadership development </li></ul><ul><li>Career and succession planning </li></ul><ul><li>Performance management </li></ul><ul><li>Reward management </li></ul>
  9. 9. Integrated workforce management Talent management system for full-time employees Contingent workforce management Integrated workforce management
  10. 10. Performance-based culture <ul><li>Links individual objectives to strategy </li></ul><ul><li>Cascade goals </li></ul><ul><li>Regular and consistent reviews </li></ul><ul><li>360-degree feedback </li></ul><ul><li>Pay for performance </li></ul><ul><li>Managers accountable </li></ul>
  11. 11. Best practices <ul><li>Apply competency models to all employees </li></ul><ul><li>Maintain detailed description of each competency </li></ul><ul><li>Use performance measures for each competency area </li></ul><ul><li>Link competencies to performance reviews </li></ul><ul><li>Link competencies to succession planning </li></ul><ul><li>Integrate behavioral questions that refer to competencies in job interviews </li></ul>
  12. 12. Succession planning is for everyone <ul><li>A strategic process </li></ul><ul><li>Align resources with strategy </li></ul><ul><li>Identify, assess, and develop talent </li></ul><ul><li>Ensures continuity of leadership and skills for key positions </li></ul>
  13. 13. Professional development plans <ul><li>Based on competency models </li></ul><ul><li>Part of succession planning </li></ul><ul><li>Supports career planning </li></ul><ul><li>One of the best retention vehicles </li></ul><ul><li>It’s the right thing to do </li></ul><ul><li>Requires commitment </li></ul>
  14. 14. An HCM architecture ERM <ul><li>Competency </li></ul><ul><li>Performance </li></ul><ul><li>Learning </li></ul><ul><li>Career planning </li></ul><ul><li>Succession planning </li></ul><ul><li>Talent management </li></ul><ul><li>Personnel administration </li></ul><ul><li>Organization management </li></ul><ul><li>Compliance and labor relations </li></ul><ul><li>Payroll </li></ul><ul><li>Benefits administration </li></ul><ul><li>Time and attendance </li></ul>Human resources management <ul><li>Portal </li></ul><ul><li>Content </li></ul>Optimize Reward <ul><li>Comp. planning </li></ul><ul><li>Comp. admin. </li></ul><ul><li>Incentives </li></ul><ul><li>Self-service applications </li></ul><ul><li>Talent sourcing </li></ul><ul><li>Recruitment automation </li></ul><ul><li>Contingent workforce mgmt. </li></ul>Acquire Human capital strategy and analysis <ul><li>Workforce planning </li></ul><ul><li>Workforce performance analytics </li></ul>
  15. 15. Recommendations <ul><li>Create a dedicated HR IT function </li></ul><ul><li>Build a competency model for each IT position </li></ul><ul><li>Employ competency models across the talent management spectrum </li></ul><ul><li>Make pay for performance real </li></ul><ul><li>Align resources with strategy </li></ul><ul><li>Follow through </li></ul>
  16. 16. Thank you Craig Symons [email_address] Entire contents © 2004 Forrester Research, Inc. All rights reserved.
  17. 17. Related research <ul><li>March 30, 2004, Quick Take “The Cost of Turnover in IT” </li></ul><ul><li>February 18, 2004, Quick Take “Succession Planning: How Deep is Your Bench” </li></ul><ul><li>December 17, 2003, IdeaByte “Pay for Peformance: Will it Work in Your Shop?” </li></ul><ul><li>November 12, 2003, IdeaByte “Competencies and Skills, Aren’t They the Same Thing?” </li></ul>