Practical Guidelines to Implementing a Talent Management System


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  • Welcome everybody and thank you for joining me on today’s webinar on best practice in the area of talent management systems.The specific issues we will be examining today revolve around….
  • Benefits of implementing a Talent Management System, and ……a high level overview of some of the best practices around TMSsThis will be followed by a more in-depth approach to see what a TMS actually looks like, and……we’ll conclude by giving you a few steps to turn your decision to implement a TMS into realityAs James mentioned, you will have the opportunity afterwards to ask questionsAnd I encourage each of you to stay on the line for these, not only because they may be of interest to you, but also because we have an exciting special offer for everyone on the webinar today
  • what gets measured gets managed, and what gets managed, can be improved.Traditionally, businesses have measured business metrics, outputs, results, such as Sales revenue, cost, profit.However, over the last few years there has been an growing awareness thatMeasuring results after-the-fact so to speak is too reactive; whatever happened has happened, and nothing can be changed retrospectively…..
  • I think managers are also increasingly aware that organizational results (or outputs) are intrinsically linked to people-related inputs, and that
  • Measuring these inputs proactively allows managers to manage and take corrective actions quickly,
  • and this leads to improvement of an organization’s overall resultsAt Drake – with over 60 years in the talent management space – we have witnessed this growing awareness. But this shift has also been studied by other organizations. …..
  • I’d like to draw your attention to the research that CedarCreststone conducts annually in the TMS space:In their surveys, CedarCreststone compares businesses that pro-actively measure their employee metrics via a TMS and businesses that don’t. Those businesses that do measure, show a self-rating of 3.4 out of 5 vs those that do not, who averaged 2.8. And Productivity per employee (measured here in sales per employee) at $364,000 vs $281,000: that’s almost 30% higher!These results very clearly support the notion of What gets measured, gets managed, and what gets managed, can be improved improve.
  • Contrary to what some industry experts and talent management gurus may lead us to believe, getting talent management right is NOT easy. It is not simply the case of a solution-in-a-box, off-the-shelf and all problems will be solved. Getting talent management right requires a certain amount of insight and finesse and expertise, but there are basic principles, that apply universally.I find that those basics are the best place to start
  • Step ONE, Before we can even consider a talent management strategy, we need to be very clear on our overall organizational objectives. As an organization, what do we want to achieve? Are we looking for growth? And if so where and how? New products? Cost-cutting? Restructuring? Merger? Acquisition? Divestiture? All of these have people-implications, and therefore directly affect the talent strategy we end up creating.Step 2 is to accept the premise that organizational goals and objectives are achieved not by or machines, or equipment, or computers. While these are certainly important, we need to accept that organizational aims are achieved first-and-foremost by people and how effectively these people perform and interact with the machines, equipment and computers.Only when we can accept that, can we start investigating and implementing talent management initiatives. On this slide you will see a number of more typical talent management programmes – and of course there are many more. I am sure most of you on this webinar today will recognize some or all of these. The reason underlying most of these programs is to improve productivity; or in other words, to increase each employee’s individual output and contribution to the organization's objectivesUnfortunately, in my experience, many talent management initiatives stop here.BUT a talent management strategy is not complete unless some process or some system is in place to keep all the different initiatives/programs together and aligned. Without a comprehensive talent management system, or TMS, all these individual programs will be exactly that: individual programs that run in isolation, and ultimately will not result in the improvement we were hoping to see.Talent management does not work like that. Talent management is all about integrating different programs and aligning them to achieve the organization's objectives.If we could accept the principle that – what gets measured gets managed, then a great TMS is the tool that allows measurement.Before we take a look at what TMS’s should do and have, let me first dispel some TMS myths…..
  • …by looking at what a TMS isn’tA TMS is not the proverbial silver bullet. Investing in a TMS alone is not automatically going to solve people problemsNeither is a TMS a quick-fix. As I mentioned earlier, all human capital related initiatives require thorough consideration and finesse; a TMS is no differentA TMS is not a medium of command, and does not replace a manager’s responsibility to manage his or her employeesEqually, it is not a social forum (like facebook) that takes employees away from their tasks
  • So let’s now have a quick look at what functions a TMS should have:Most TMS’s will have a landing page which will look a bit like this. Please note that this is a typical ADMINISTRATOR screen. An employee logging on would normally NOT see all the menu options on the left hand side.These landing pages can usually be configured to your needs, but typically it would containA menu of the systems various functionsA quick view of some sort (here we see leave balances)A calendar of eventsA space for announcementsA link to the employee self service optionA workbench of sortsAnd maybe something fun, like a weekly pollA great TMS should have multiple functionalities on 1 platform, as you can see here:…
  • There are links on this landing page to Traditional HRIS functions….
  • ….including benefits, time & leave
  • Applicant Tracking
  • Performance Management
  • AND !!!! payroll
  • One of a great TMS’s best features is the Employee-Self-Service function: this is where an employee can log onto his or her personal page, and find out all manner of information that previously had to have been obtained from the HR department.The beauty here is that this can significantly free up the HR team’s time from administrative issues, and allows them to focus on more strategic projects.The type of information an employee can view here for example ….
  • Where an employee can change demographic data
  • An employee can apply for leave, and track how much leave was taken and is still owing.
  • Employee can view job related information, including titles, salary bands etc
  • Now that we have looked at some functions a great TMS should have, let me briefly go through features you should look for when you are evaluating different TMS’s:user-friendly = if you need a manual to work it, it’s too complicated. Ease of use is critical for adoption inside your organization: if people feel the system is too complicated, they won’t use it, and the organization won’t derive the benefits it was anticipating The system should work around your process, and should not force you into its pre-defined, pre-packeaged processSaas = you do not need to invest in hardware or software; cheaper, more efficient, support is done remotelyAffordable…; scaleable = system to match the size of your organization, ability to grow and evolve as you doVendor team = twofold: like I mentioned earlier, before buying or implementing any system, you will need to have gone through a thorough assessment of your needs. Make sure that whichever vendor you talk to really understands you business before trying to sell you a solution; secondly, post-implementation support is critical – make sure your vendor is strong in this area.Analytics = I want to highlight that the intention of a TMS is as a measurement and management tool; an advanced analytics and reporting function should be able to provide the right information at the right time to allow you to make better decisions about your business, and Improve your bottom line
  • Knowing what you know now, how do you proceed?
  • Don’t just implement a system for the sake of a system.Make sure you build a business case.Take whatever metrics apply to your organization and cost them out.For example…..
  • ONE platform!!!
  • Practical Guidelines to Implementing a Talent Management System

    1. 1. PRACTICAL GUIDELINES TO IMPLEMENTING A TALENT MANAGEMENT SYSTEM Presented by: David Dineen National Director of Talent Management SolutionsContact Drake
    2. 2. ACCESSING AUDIO Three options for audio: 1. Earphones 2. Computer speakers 3. Toll-Free: 1-877-669-3239 Event #: 669 853 126 Password: 1234 WebEx Support Line:1-866-863-3910Contact Drake
    3. 3. AGENDA 1. Benefits of implementing a Talent Management System 2. Best practices around Talent Management Systems 3. Where to from here: 10 Steps to Implementing a TMS 4. Special OfferContact Drake
    4. 4. GUIDING PRINCIPLEContact Drake
    8. 8. DOES IT WORK? CedarCreststone 14th Annual HR Systems Survey 2011/12: Businesses using a Businesses NOT TMS / HR automation using TMS / HR automation Self-Rating Average 3.37/5 2.8/5 Sales per employee $364,883 $281,698Contact Drake
    9. 9. HOW IS IT DONE? • Talent management is not “easy” to get right • Finesse and insight required, but basic principles applyContact Drake
    10. 10. DOES IT WORK?Contact Drake
    11. 11. WHAT A TMS IS NOT • “Silver bullet” • A quick and simple solution to all people-related problems • Medium of command • Social forumContact Drake
    12. 12. WHAT IS A TALENT MANAGEMENT SYSTEM • Next-generation of traditional Human Resource Management Systems (HRMS) • HRMS:  Transaction processing  Administration of basic human resources processes (personnel administration, payroll, time management) • TMS  Leverages information on HRMS  Combines into advanced functionalities  Assist in strategic business decision makingContact Drake
    13. 13. Contact Drake
    14. 14. TMS BEST PRACTICE A great TMS will be: • User-friendly – Customizable to your needs • On one platform, hosted, SaaS model, in the cloud • Affordable, secure, comprehensive, scalable • Supported by outstanding vendor team • Supportive of all your talent management initiatives • Advanced in its analytics to provide the right information at the right time to make the best business decision • Directly linked to improvements in your bottom lineContact Drake
    15. 15. WHERE TO GO FROM HERE? 1. Make a decision based ROI in terms of costs saved and efficiencies gained 2. Educate yourself 3. Identify and retain appropriate new system 4. Partner with a Subject Matter Expert 5. Thorough analysis of your current systems 6. Defining the desired outcome 7. Mapping the gap 8. Implement 9. Change Management 10. TrainingContact Drake
    16. 16. 1. MAKE A DECISION BASED ROI Add the following factors: • Cost of HR Inefficiencies:  Cost of mistakes, waste  Cost of time for each HR process  Cost of low productivity  Cost of staff turnover • Project a 5% improvement (conservatively) • Compare to  Cost of TMS implementation – implementations fee  Cost of TMS – monthly subscription feeContact Drake
    17. 17. 2. EDUCATE YOURSELF 1. Attend webinars 2. Attend seminars 3. Internet searches 4. Read and research 5. Speak to Subject Matter ExpertsContact Drake
    18. 18. 3. IDENTIFY AND RETAIN APPROPRIATE NEW SYSTEM Self- $- Vendor HRIS ATS Perf. Mgt Payroll $ - implement $ - maint. service monthlyContact Drake
    19. 19. 4. PARTNER WITH A SUBJECT MATTER EXPERT Evaluate your SME along the following criteria:  Number of years of experience with HRIS’s  Number of years of experience in the HR space  Analytical competence (ability to map systems and processes, identify gaps and suggest solutions)  Number of implementations  Scope of implementations  Client testimonialsContact Drake
    20. 20. 5. THOROUGH ANALYSIS OF YOUR CURRENT SYSTEMS Streamlining data and process flow in:  Recruitment & selection  Onboarding  Orientation  Performance management  Salary & Benefits  Career development  Succession planning  Official communicationContact Drake
    21. 21. 6. DEFINE DESIRED OUTCOME Together with the SME, map desired processes around:  Recruitment & selection (ATS)  Onboarding & managing employee data (HRIS)  Orientation (LMS / LCS)  Performance management (TMS)  Salary & Benefits (Payroll)  Career development (TMS)  Succession planning (TMS)  Official communication (Intranet)  Levels of authority (security / admin settings)Contact Drake
    22. 22. 7. MAPPING THE GAP Example: Item As-is To-be Performance Annual review meeting to be held between Annual review meeting to be held Review employee and manager between employee and manager Data (scores & development plans) captured At meeting, information captured by manager onto Excel online, together with development plan and follow-ups Excel emailed to HR dept. System tracks status, sends reminders HR to save into employee file HR to diarize follow-ups onto Outlook Outlook follow-ups emailed to manager HR to follow-up status and completion, log on Excel
    23. 23. 8. IMPLEMENT Together with your SME: 1. Create project plan including: I. Timelines (what-by-when) II. Resource allocation (by-whom) III. Communication / feedback strategy 2. Regular project review meetings, corrective actionsContact Drake
    24. 24. 9. CHANGE MANAGEMENT 1. Clear communication to all stakeholder re. need for new system and anticipated benefits 2. Dealing with stakeholder concerns 3. Senior leadership to champion the change and become early adopters 4. Incentive, reward and penalty system in place to promote complianceContact Drake
    25. 25. 10.TRAINING 1. Create and rollout up skilling program 2. Best accomplished in small groups 3. Web-based if possible 4. Vendor to provide sufficient hours of on-site or telephonic supportContact Drake
    26. 26. THANK YOU FORATTENDINGQuestions?Contact: David Dineen Contact: Sandy SykoraPhone: 416-216-1067 Phone: 416-216-1125Email:
    27. 27. SPECIAL OFFER: Receive a free high level HR Audit of your current processes OBLIGATION FREE!! David Dineen 416-216-1067