Achieving Results with Talent Mobility: Case Studies and Lessons Learned


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Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”

Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.

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  • Achieving Results with Talent Mobility: Case Studies and Lessons Learned

    1. 1. Achieving Results With Talent Mobility: Case Studies and Lessons Learned You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference,please dial 1.408.600.3600 and enter access code: 922 866 662 #. You will be on hold until the seminar begins. #TMwebinar
    2. 2. Achieving Results With Talent Mobility: Case Studies and Lessons Learned Speaker: Bobby Morris Talent Management Strategist SumTotal Systems Moderator: Mike Prokopeak Vice President, Editorial Director Talent Management magazine #TMwebinar
    3. 3. Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar in the bottom right corner. – Type in your question in the space at the bottom. – Click on “Send.” #TMwebinar
    4. 4. Tools You Can Use• Polling – Polling question will appear in the “Polling” panel. – Select your response and click on “Submit.” #TMwebinar
    5. 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar? YES Please allow up to 2 business days to receive these materials. #TMwebinar
    6. 6. Achieving Results With Talent Mobility: Case Studies and Lessons Learned Mike Prokopeak Vice President, Editorial Director Talent Management magazine #TMwebinar
    7. 7. Achieving Results With Talent Mobility: Case Studies and Lessons Learned Bobby Morris Talent Management Strategist SumTotal Systems #TMwebinar
    8. 8. Achieving Resultswith Talent Mobility– Case Studies &Lessons Learned Bobby Morris Talent Management Strategist SumTotal Systems
    9. 9. Today’s Discussion ■ Research Methodology ■ Definitions & Challenges ■ Organizing for Success ■ Talent Mobility & Sourcing ■ Game Planning ■ The Talent Mobility Ecosystem ■ Talent Mobility in Action ■ About SumTotal ■ Q&APage 8 - August 15, 2012
    10. 10. Research Methodology ■ SumTotal’s 2010 “State of Global People The data from this Management” survey research will be referenced throughout ■ 300 HR professionals interviewed the presentation ■ Global, web-based survey ■ 69% North America ■ 24% UK & EMEA ■ 7% APAC ■ Nearly 20 industries represented ■ Large Enterprises & Small Medium Businesses represented ■ 55% >5,000 ee; 45% 100-5,000 eePage 9 - August 15, 2012
    11. 11. Talent Mobility is… ■ A business strategy that facilitates organizational agility ■ A mechanism for acquiring and retaining high performing talent ■ A recruiting philosophy that favors internal sourcing ■ A method for aligning organization and individual needs ■ A proactive and ongoing approach to succession planning A systematic talent mobility strategy enables organizations to more effectively acquire, engage, develop, align, and retain high performing talent by implementing a consistent, repeatable, and global process for talent rotation.Page 10 - August 15, 2012
    12. 12. Current State of Talent Mobility “Talent mobility figures prominently in any contemporary discussion on global economic and social trends. Indeed, greater talent mobility can help address talent shortages and close skill gaps.”Source: Patricia A. Milligan and Haig R. Nalbantian, Talent Management Magazine, August 2012 Page 11 - August 15, 2012
    13. 13. Top 5 CEO Concerns – Talent Shortage! Loss of Customers Talent & Skills Shortage Reputational Risk Currently Fluctuation Changing LegislationPage 12 - August 15, 2012
    14. 14. Key Challenges & Barriers Challenges Barriers ■ Aligning current and future ■ No single, complete view of talent needs to rapidly global talent due to spaghetti changing business needs mix of processes, systems, and ■ Developing deep talent data succession pools and bench ■ No succession planning strength process, or one focused only ■ Retaining high performers and on senior execs (65% of orgs) potentials / reducing flight (#2 ■ Inconsistent employee HR priority) assessment process and ■ Reducing external recruiting inability to calibrate ratings costs ■ Sporadic and informal ■ Improving overall HR employee development measurement and reporting processSource: SumTotal Systems, 2010 State of Global People Management Survey Page 13 - August 15, 2012
    15. 15. Did You Know That… …47% of organizations do not currently have the ability to easily identify their high performers? and… …56% of HR leaders do not believe that their workforces are adequately prepared to meet their organizations’ future growth plans?Source: SumTotal Systems, 2010 State of Global People Management Survey Page 14 - August 15, 2012
    16. 16. Getting Started: Organizing for Success ■ Develop your people management strategy ■ Must be aligned to overall business objectives & strategy ■ 48% of organizations have no strategy or only a very basic one ■ Assign a dedicated senior executive who is responsible for overall vision and execution of your strategy and programs ■ 60% of organizations have done this, with another 11% planning to do it ■ Integrate your talent functions from a process, systems, and data perspective ■ Performance, succession, development, learning, recruiting, etc. ■ Only 12% of organizations report complete integration from a process and technology perspective Our analysis of people management “leaders” reveals that they outperform “laggards” by 37% across 12 key business and HR operating metrics.Source: SumTotal Systems, 2010 State of Global People Management Survey Page 15 - August 15, 2012
    17. 17. Where Leaders Outperform Laggards ■ Better internal talent mobility ■ Decreased voluntary turnover ■ Improved workforce alignment to overall strategy ■ Workforce responds more quickly to changing business needs ■ Increased workforce productivity Institutionalizing people management strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight.Source: SumTotal Systems, 2010 State of Global People Management Survey Page 16 - August 15, 2012
    18. 18. How HR Technology Can Help Reduce High Performer FlightSource: SumTotal Systems, 2010 State of Global People Management Survey Page 17 - August 15, 2012
    19. 19. Bersin: Talent Management Maturity Model Level 4: Business-Integrated HR HR strategy part of the business strategy. HR helps to drive business decisions through people, data and insights. Business and HR systems integrated and advanced. Level 3: Strategic HR Department HR aligned with business strategy. HR functions supporting business needs. Initiatives split between HR process improvements and talent needs. Level 2: Fundamental HR Services HR strategy partially or fully defined. Siloed HR functions. Some standardized processes and policies; core services managed well. Some automated talent systems, but little integration of data. Level 1: Compliance-Driven HR Services No HR strategy. Personnel function, mostly separate from business and talent needs. Line managers perform HR activities as they see best.Source: Bersin & Associates, The HR Factbook® 2011 Page 18 - August 15, 2012
    20. 20. Higher Degree of Maturity = Better ResultsSource: Bersin & Associates, The HR Factbook® 2011 Page 19 - August 15, 2012
    21. 21. Analyst Perspective “The next big trend is talent mobility – the term … is now white hot.” Organizations have a “desperate need …to create a more dynamic process for internal movement. This is good for peoples’ careers, good for employee engagement and saves money on recruiting – to say nothing of the fact that talent mobility allows companies to hold onto their highly trained people.”Source: Bersin & Associates, Josh Bersin,“Strategic Human Resources and Talent Management: Predictions for 2012”, November 2011 Page 20 - August 15, 2012
    22. 22. Current State of Talent Sourcing Open Create Source Position Requisition (Mostly External) External sourcing is the de facto standard because most organizations do not have the tools and business intelligence to effectively source and rotate talent internally.Page 21 - August 15, 2012
    23. 23. Is There a Better Way? • Talent pools & bench strength depth • Positions & people at risk Open Decision • Existing development & Position career plans • Employee performance assessments • Position demandExample: A $20 Billion footwear & (market-factors)apparel manufacturer’s goal is go Internal Externalfrom <5% to 75% internal sourcing (75%) (25%)within three years. This is anessential component of its talentmobility strategy. Talent Create Pools Req. Page 22 - August 15, 2012
    24. 24. Game Planning Approach to Talent Mobility Goal: Align people (hi-pos) at risk to positions at risk • Certain indicators flag risk, which opens the door to more thorough analysis and discussions Game planning answers these key questions: • What do we have from a current talent “inventory” perspective? • Which hi-pos are a flight risk and why? • Which critical positions are at risk or will be at risk in the near future (weak bench)? • What positions will become open in 6-9 months and how do we plan to fill them? • How can I provide more meaningful work and/or career paths to ensure my hi-pos are engaged and getting what they need to be successful? • Can we take at risk hi-pos and put them in open positions today (or develop them to be ready in the future)?Page 23 - August 15, 2012
    25. 25. The Talent Mobility Ecosystem Centralized employee records (HRMS), Integrated Reporting & Workforce Analytics talent profiles, competencies, & job profiles Talent-Based System of Strategy planning, potential Record assessments, flight risk, 9-box Organization hierarchy calibration, & talent pool structures as reflected by management pay & impact analysis of Succession Compensation movement Planning Performance reviews, ratings calibration, goal alignment, & high performer identification Talent Hiring & Mobility Performance Recruiting Management Talent sourcing (internal / external) &extending talent poolsto external candidates Individual development plans & pool- Learning Development based development (skills, competencies, and behaviors) Development plan execution, formal and informal training, & progress / results tracking Page 24 - August 15, 2012
    26. 26. Where do I get a “Talent Mobility Ecosystem?” Which of the following best describes the state of your talent management system(s)? Where do you anticipate your organization will be by 2011? Organizations currently using a single “best-of-breed” platform report: - Better internal talent mobility - Improved workforce alignment to overall strategy - Workforce responds more quickly to changing business needs - Reduced administration overhead and costsSource: SumTotal’s 2010 State of Global People Management Survey Page 25 - August 15, 2012
    27. 27. Talent Mobility in Action Key Challenges:  Global consistency in managing employees Background  Employee commitment & loyalty  Highly diversified, global company located in  Talent mobility across multiple divisions Mexico and consisting of four businesses: petrochemicals, aluminum auto parts,  High performer retention & employee satisfaction refrigerated food, and telecommunications  Deployed in 16 Countries Approach:  Obtained stakeholder input and support upfront Industries  Global Conglomerate (Chemicals, Consumer  Communicated and promoted the application Goods, Manufacturing, Telecom)  Multi-phase rollout (core records, TM, Analytics) Users Why SumTotal Was Selected:  50,000+  Only end-to-end offering in single platform Deployed Products  Deep understanding of effective global deployments  HR Management (HRMS)  Learning Management Results:  Performance Management  Employee driven development process  Recruiting & Hiring  Succession Planning  Greater global talent mobility  HR elevated to strategic function to impact business outcomes“Only vendor that had everything we needed”Page 26 - August 15, 2012
    28. 28. Talent Mobility in Action Again Key Challenges:  Increase retention rate for global engineering talent Background  Implement a succession plan to replace key positions that retire  Designs, engineers and supplies air  Improve time-to-productivity for new engineers and gas handling equipment  Give executives better visibility into HR data and key talent metrics  Employees in 17 countries Approach: Industry  Unified HR information across 17 countries  Manufacturing  Howden Academy improves retention and time-to-competency Users  Retained talent through Engineering Career Ladder program using  3,800+ performance, development and succession planning solutions Why SumTotal Was Selected: Deployed Products  One system to provide visibility on talent information across the globe  Performance Management  Succession Planning Results:  HR Management  Reduced turnover rates among new and existing engineering staff  Learning Management  Increased process efficiencies across Howden for all HR activities  Provided managers better and more timely HR information  Improved time-to-productivity for on-boarded engineers“Ability to link together the components…helped us execute this program”Page 27 - August 15, 2012
    29. 29. Summary ■ A majority of today’s HR leaders do not think that their workforce is prepared for future business needs ■ Talent mobility directly affect workforce preparedness ■ Institutionalizing people management strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight ■ Several technology solutions can directly improve talent mobility ■ Single best of breed platforms report better business resultsPage 28 - August 15, 2012
    30. 30. SumTotal – What We Offer Complete End-to-end Talent Solution ■ Deployed in 156 countries & People: Product: 39 languages Complete ■ 20+ years of Domain HR End-to-End Experience Process HR ■ Rapidly Scalable Global Expertise Platform Infrastructure ■ Profitable with Consistent Growth Services: Results: ■ Significant Financial Backing ■ Long-standing Global Solution Deep Customer Community Consulting Reporting ■ Offices in US, Europe, India, & Support & Analytics China, Japan, & Australia ■ One Partner for All of Your Talent NeedsPage 29 - August 15, 2012
    31. 31. SumTotal Strategic HCM Solution Empowering Customers to Become Stronger Strategic Business Partners ■ Providing Actionable Insight ■ Enabling End-to-End Integrated Business Processes ■ Driving Productive, Pervasive Access ■ Improving Time-to-Value and Reducing Cost of Ownership ■ Enabling collaborative solution development communityPage 30 - August 15, 2012
    32. 32. Long Lasting Customer Relationships Broader Offerings, Improved Operations, High Customer Retention SumTotal Worldwide LeaderMarket Share (users) in Strategic HCM 3,500+ Customers Over 45+ Million End-Users Leader in SMB, Mid-Market & Enterprise Solutions Global Scalability Page 31 - August 15, 2012 March 5th, 2012
    33. 33. Most Advanced - Recognized as Leader by Analysts 6+ Years in the Leader’s Quadrant (Gartner CLS MQ) “SumTotal has established itself as the market share and mind share leader …” 2+ Years Rated “Visionary” (Gartner EPM MQ) “…well suited for global organizations … seeking best-in-class functionality” Global Market Share Leader for Learning (Bersin 2011 LMS Systems) “Highly configurable” … “Market leading Learning Management” … ”best-suited to large, global organizations.” 2+ Years Rated Highest Overall (Ventana Total Compensation) “The top ranked supplier based on the weighted factoring of five product and two customer assurance categories …” 4 + Years in the Leaders Section (Forrester Wave LM) “Forrester Wave for Enterprise Learning Suites” Leader in Every Section of Forrester Wave (2011 Forrester TM) “...among the leaders for integrated performance & compensation solutions” Highest Rated Overall (AMR Strategic HCM) “...the broadest and most mature application suite in the strategic HCM specialist space”Page 32 - August 15, 2012
    34. 34. Free Talent Management Resources Visit www.sumtotalsystems.comCustomer Case Studies■ Alfa Case Study – Manufacturing & Automotive■ Howden Case Study – Manufacturing & Automotive■ Lifetouch Case Study – Services■ Lion Case Study – Retail & Consumer ProductsWhitepapers■ The Definitive Guide to Talent Mobility■ The CEO’s Guide to Top Performer Retention■ Leveraging Integrated Human Capital Processes to Optimize Organizational Success■ Retaining Talent with Compensation Management: Trends in Employee CompensationPage 33 - August 15, 2012
    35. 35. Questions and Answers Bobby Morris Talent Management Strategist SumTotal Systems #TMwebinar
    36. 36. Join Our Next TM WebinarThe Evolution of Reference-Checking Into a Strategic Hiring Solution Thursday, August 23, 2012 • TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at Join the Talent Management magazine Network #TMwebinar