Talent Guard Overview

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Learn more about how TalentGuard is transforming talent management!

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Talent Guard Overview

  1. 1. Company Presentation January 2012 Mission: To build the SocialTalent Management Enterprise. Description: TalentGuard’s innovative social talent management software, rich content and coaching community empowers organizations to connect with and develop people in an effective, exciting, and enduring way. © 2011 TalentGuard - Confidential Building the Social Talent Management EnterpriseTM.
  2. 2. TALENTGUARD OVERVIEW • Provider of Talent Management Saas Platform • Fortune 500 and mid-size customer base • Team of career and talent management experts • Track record of growth • Substantial growth opportunities © 2010 TalentGuard 2
  3. 3. CUSTOMERS 3© 2011 TalentGuard - Confidential Competency/Succession/ IDP/Coaching Competency/Succession/ IDP 360 Assessment Module 360 Assessment Module Career Center Design and Set-up Career Coach Training Career Pathing Competency/Performance Module 360 Assessment Module Development Planning Module Career Development Resources Career Coaching
  4. 4. WHAT’SYOURTM LEVEL? © 2011 TalentGuard 4 Level 1 Individual HR processes or silos. May have systems in place but not connected. Level 2 Identification of connection points. Several systems primarily integrated through manual processes. Level 3 Focus in on connecting processes. Single person or team responsible for talent goals & outcomes. Level 4 Fully integrated processes and systems. Talent management is aligned to business goals. Personnel Department Strategic HR Integrated TM Business- Driven HR TM Maturity Model Levels of Alignment with Business Source: Bersin & Associates, 2010. 7% 20% 45% 28%
  5. 5. OUR CUSTOMER’S CHALLENGES Slow Response to Changing Biz Needs • Inability to identify current and future talent gaps • Hiring strategy and development planning not in sync • No clear picture of future “talent profile” • Leadership pipelines in jeopardy Disconnected Decision Making • Data and processes not integrated • Talent not shared across units • Learning plans not linked to assessments and skills gaps in current talent pool • Lack of visibility into talent gaps © 2011 TalentGuard - Confidential Not responsive to Employee Demands • Employees want career development • Defined career paths and competencies not clear and consistent • Talent mobility difficult during change • Managers still the weakest link in organizational performance Administratively Intensive • Data entry is repetitive • High volume of manual work to complete HR review processes • Difficult to obtain executive-level talent information • Hard to plan for the future Bersin and Associates, 2011
  6. 6. SOCIALTALENT® PLATFORM Performance Management • Customizable performance appraisal • Employee Performance Journal • Multi-Year Performance Tracking 360 Feedback • Customizable Competency framework • Moderated and Unmoderated Assmt. • Anonymous and Named Responses Career Pathing • Career path scenarios • Identifies gaps • Custom development plans Certification Mgmt. • Track certifications • Generate detailed reports • Automated workflow Succession Planning • Visual chart of successors • Create talent pools • Mange flight risk Development Planning • Assign specific development activities • Track management and coach interactions • Track progress toward goals
  7. 7. Analytics • Identify High Potentials • Develop Successors • IdentifyTeam Strength/Weakness • Create Customized Development Plans • PredictWorkforce Needs
  8. 8. CONTENT 10 Years Building Content • Career Resources • eLearning • Articles & Templates • Webinars & Workshops • PCM Curriculum • Career OneStop Partnership • Eric Digest Partnership COACHING 3Years Building Community • 350 trained and certified Professional Career Managers (PCMs) • Global Presence (US, Europe,Asia-Pacific) © 2011 TalentGuard - Confidential EXPERTISE
  9. 9. OUTSTANDING CUSTOMER ROI • 26% higher revenue per employee • 40% lower turnover among high performers • 17% lower overall voluntary turnover • 87% greater ability to hire the best people • 156% greater ability to develop great leaders • 92% greater ability to respond to changing economic conditions • 144% greater ability to plan for future workforce needs © 2011 TalentGuard - Confidential Organizations who use a talent management platform achieve this much better and realize significant advantages Source: Bersin & Associates, 2010.
  10. 10. WHYTALENTGUARD • We develop expertise that drives competitive advantage • We foster specialization that improves quality and reduces cost • We ensure skills are developed through deliberate practice, relevant content and reinforcement coaching to increase employee engagement • We provide a wide range of developmental experiences that improves performance and results • We enable career development that is provided in all critical job roles that retains employees through continuous learning
  11. 11. CASE STUDY: ST. JUDE MEDICAL • Identify key leadership competencies • Plot talent on grid based on competencies • Identify national training vendors based on competencies • Develop top 25 HIPO Executive Development plans (EDP) • Provide coaching services targeted as specific competencies in the EDPs • Percent of positions with ready now replacements: – Key Positions Identified: 25 – Ready Replacements: 50 – % of Key Positions with Ready Now Replacements: 50% • Percent of positions covered by succession planning process – Total Key Positions: 225, Key Positions Covered by Plan: 25 – % of Key Positions Covered by Plan: 11% • Number of people plotted onTalent Grid with development plans – Number of development plans: 25 • Number of executives coached – 2 made significant improvement on most critical plans © 2011 TalentGuard Goal: No systematic method to identify and develop future successors. Our Approach: Metrics: • Talent Strategy Audit • Talent Process Design • Workforce Planning • Assessment • Competency Modeling • Career Pathing • Succession Planning • Performance Management • Executive Coaching/ Staff Dev. • Integrated SaaSTalent Management Suite • Project Management for Implementation of Existing Systems
  12. 12. CASE STUDY:TOKYO ELECTRON • Develop competency models for key positions • Assess potential in key positions using 360Tool • Perform gap analyses to identify potential successors to key positions • Identified L&D options and mapped to skill gaps • Develop custom IDPs based on competency gaps • Populated a 9-grid talent matrix and presented results to executives • Percent of positions with ready now replacements: – Key Positions Identified: 4 – Ready Replacements: 8 – % of Key Positions with Ready Now Replacements: 50% • Percent of positions covered by succession planning process – Total Key Positions: 10, Key Positions Covered by Plan: 4 – % of Key Positions Covered by Plan: 40% • Number of people plotted onTalent Grid with development plans – Number of development plans: 25 • Number of position filled internally vs. externally © 2011 TalentGuard Goal: Create a succession plan to mitigate flight risk and build bench strength for 4 critical positions. Our Approach: Metrics: • Talent Strategy Audit • Talent Process Design • Workforce Planning • Assessment • Competency Modeling • Career Pathing • Succession Planning • Performance Management • Executive Coaching/ Staff Dev • SocialTalent Management Suite • Talent 360
  13. 13. Q&A © 2011 TalentGuard Thank you for the opportunity TalentGuard, Inc. 512-943-6800 Office Where can we make an impact on your talent management needs?

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