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In Search of a Talent
                                             Management Strategy
                                                                  April 3, 2008




                                                                        1
Knowledge Infusion Proprietary and Confidential, Copyright 2008
Today’s Presenters




                                                                  Heidi Spirgi
                                                                  President




                                                                  Suzanne Rumsey
                                                                  Principal Consultant




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Agenda

     • About Knowledge Infusion

     • Importance of a Talent Management Strategy

     • Ten Key Planks for Every Talent Management Strategy

     • Enabling Strategy Through People, Process, Technology

     • Questions




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
About Knowledge Infusion


                                                                  Founded in 2004 by Jason Averbook and Heidi Spirgi
           Global Company
                                                                  Leader in HCM and talent management consulting and
                                                                  advisory services

           Total Employees                                        Approximately 50, Across North America

           Headquarters & Offices                                 Minneapolis, MN; Offices throughout US

           Target Markets                                         Fortune 2000, Mid-market, Public Sector

           Number of Customers                                    Over 150

           Areas of Expertise                                     HCM and talent management, portals and self-service,
                                                                  performance, succession, recruitment, learning &
                                                                  development, workforce planning, analytics

                                                                  Nordstrom, MetLife, Yahoo!, Turner Broadcasting, Intuit,
           Notable Customers
                                                                  Safeway, Luxottica, Health Net, AAA




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Talent Management Success




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Services Tied to Business Results




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Why Create a Talent
                                         Management Strategy?




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Talent management Still in Infancy

  • Companies scoring in the top quintile of talent-management practices outperform
    their industry's mean return to shareholders by a remarkable 22 percentage points.”
                                                                       “The War for Talent, Part Two,” McKinsey Quarterly, May, 2001

  • “Just over 20 per cent of personnel managers can see little or no link between
    quot;talent managementquot; and their organization's goals… Fewer than half believe the
    two are closely linked in their organization.”
                                                “Talent management - a task far easier said than done,” Financial Times, Oct. 23, 2003

  • “Too many organizations still dismiss talent management as a short-term, tactical
    problem rather than an integral part of a long-term business strategy, requiring the
    attention of top-level management and substantial resources.”
                                                                  “Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1


  • “Demographics, globalization, and the characteristics of knowledge work present
    long-term challenges that reinforce the argument for putting workforce planning and
    talent management at the heart of business strategy and for giving those issues a
    bigger share of senior management’s time.”
                                                                  “Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1

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Business Press Focus




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
HR Still Challenged to Articulate a Strategy for Talent




          Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption Survey
                                               N = 317



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Knowledge Infusion Proprietary and Confidential, Copyright 2008
How Companies are Approaching Talent Management




          Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption Survey
                                               N = 317



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What is a Talent Management
                                 Strategy?




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Talent Management Strategy is
                                    found in the white space between
                                    HR processes and formed out of
                                    business strategy. The objective
                                    is to move beyond optimizing
                                    talent to transforming talent into a
                                    strategic advantage.




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Optimization versus Transformation



                                        The design and operation of a system or
                                        process to make it as good as possible in
                                                  some defined sense




                                       A marked change in appearance or action
                                       with an emphasis on drastic improvement
                                                   and outcomes


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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Strategy Is Created Out of the White Space


               Insight into Talent                                                                      Develop Key Talent
                                                                   Manage Critical Roles
               Manage the Bench                                                                         Optimize Deployment
                                                                   Mobilize Talent
               Retain & Engage                                                                          Develop Talent Pipeline




                                                                                                                          Compensation
                                                                        Management



                                                                                          Performance
                                                                                          Management



                                                                                                           Succession
                      Acquisition




                                                        Planning



                                                                        Learning




                                                                                                           Planning
                                                        Career
                      Talent




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Talent Management Strategy
                              Planks




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Ten Key Elements in a Talent Management Strategy

         1. Business AND/OR Employee Focus
         2. Talent Supply & Demand Model
         3. Definition of Talent Demand
         4. Definition of Talent Supply
         5. Talent Planning Process
         6. Top Down AND/OR Bottom Up
         7. Talent Mobility
         8. Talent Attributes
         9. Processes: Transformation
         10. Measurement

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Business AND / OR
                                                      Employee Focus




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Business and / or Employee Focus
     Which perspective drives Talent Management?
     • Business Focus
            • Business performance is critical; talent is essential to performance
            • What are the business’ talent demands?
            • What does the business need to know about talent (Talent Profiles)?
            • What will the business invest in to have needed talent?


     • Employee Focus
            • Employee engagement is critical; engagement drives performance
            • How do we better engage our talent?
            • What are our employees’ demands of the organization?
            • Where we will invest to improve and sustain engagement?

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Talent Supply & Demand Model




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Do You: Have It? Build It? Buy It?

                                                                          Process/Systems for
                                                                             Talent Supply

                                                                             Competencies
                                                                           Performance Mgmt
                                                                          Succession Planning

                                                            Talent         Performance Mgmt
      Business                                                               Compensation
                                                           Demand
      Objectives                                                            Learning Mgmt
                                                                          Succession Planning
                                                                          Career Development

                                                                           Talent Acquisition
                                                                          Contingent Workforce


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Definition of Talent Demand




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What Talent Does the Business Need – Now & Future?

     Driven by business strategy and objectives
            • Short-term – open job requisitions

            • Mid-term – talent needs assessments

            • Long-term – workforce planning

     Assessments and planning to focus on

     • Critical Roles

     • Leadership



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Critical Roles

     • Strategic element

     • Essential to an organization’s ability to execute its strategy

     • What is the organization’s strategic plan?
            • What are the organization’s key strategic objectives?

            • What are the strategic levers – technologies, information, skills,
              knowledge, relationships – required to realize the objectives?

            • What are the roles that employ these levers to achieve the objectives?

            • What roles drive the metrics with which executive leadership is
              obsessed?


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Critical Roles                                               Focused, Prioritized Investment

     • Recruitment
            • Target talent with competencies for high performance in critical roles

     • Development
            • Bench strength for critical roles

            • Improve performance of critical role incumbents

     • Performance Management
            • Raise performance expectations of critical role incumbents

     • Compensation
            • Differentiate compensation based on performance


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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Leadership

     • Leadership is a critical role

     • Define “leader” in your organization

     • Identify specific competencies for leadership
            • Any global / international experience / knowledge required?

            • Cross-functional, cross-business unit experience / knowledge required?

     • Identify all TM process in which involve leadership
       competencies

     • Integrate leadership competencies into TM processes


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Definition of Talent Supply




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Talent Supply


                                                                             Tomorrow
                                            Today
                                                                          Dynamic Process
                            Annual Process
                                                                         Capability Planning
                     Headcount Planning
                                                                       Function of Biz Strategy
                       Function of Budget
                                                                            Led by TM
                  Led by Staffing/Talent
                                                                         Consultants/HR Biz
                       Acquisition
                                                                             Partners
                       Focus is New Jobs
                                                                       Focus is New Capability



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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Integrated Talent Sourcing


                                               Talent Inventory (Talent Profiles)
                                                                                    Education
                    Performance Ratings
                                                                                    Certifications / Licenses
                    Competencies
                                                                                    Languages
                    Leadership Behaviors
                                                                                    Geographical Location Preferences
                    Career Interests
                                                                                    Work History
                    Business Objectives / Outcomes
                                                                                    Experiences (Professional / Personal)
                    Organizational Job History




                                                                          `
           Performance                                    Learning                          External Talent        Contingent
                                                                        Career
           Management                                    Management                           Acquisition         Management
                                                                      Development




                                   Talent Supply: Integrated Talent Sourcing
                                                                          `
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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Talent Planning Process




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
The Talent Management Model


                                    Filling Jobs                                 Operational Planning              Workforce Planning
                                   (0-12 Months)                                    (6-18 months)                   (12-48 months)
 Internal




                        Performance Management                                      Succession Planning              Business Strategy
                      Cascading Goals & 360 Reviews                               Internal Mobility Planning             Competition
                             Internal Sourcing                                       Career Management             Workforce Demographics
                               Development                                              Development                      Technology
 External




                                 Talent Acquisition                                                                     Market Analysis
                                                                             Candidate Relationship Management
                                 Employment Brand                                                                Offshore/Outsource/Relocation
 Demand Planning




                                                                     Talent Segmentation / Critical Roles


                                                                  Skills / Competencies and Other Attributes


                                                                                      Jobs



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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Top Down AND / OR Bottom Up




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HR May Not Lead All Talent Activities

     Top Down: HR Leads
            • Defines career paths/ job
              families / job profiles
            • Develops competencies
            • Defines talent profile                                   • Bottom Up: Business
              elements                                                   Units / Employees Lead
            • Implements processes,
                                                                         • Define roles & competencies
              programs, technologies
                                                                         • Wikis for sharing career
                                                                           information

                                                                         • Social networks for
                                                                           collaboration

                                                                         • Development opportunities

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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Talent Mobility




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How Will You Mobilize Your Talent?

     • Across Business / Functional Units
              • Identify competencies to leverage across units

     • Across Geographies
            • Evolve from “fill a global job” to global talent growth

            • Structure and support a global talent model

     • Levels of Support for Mobility
            • Goals & incentives for encouraging appropriate mobility

            • Level the playing field globally


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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Talent Attributes




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
What Do You Need to Know About Your Talent?

   • Job Profiles
           • Essential experiences, knowledge, skills & abilities for high performance
           • Critical jobs? All jobs?
   • Talent Profiles
           • What does the organization need/want to know about its talent?
           • How will the organization match talent to jobs?
   • Competencies
           • What behaviors should employees demonstrate to achieve competitive
             advantage?
           • When / where to use?
           • HR as Competency Steward, not owner
           • Continual, multi-process assessment model
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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Processes:
                                                                  Transformation




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Business Processes Transformation – The Magic 10

     1. Business outcome based

     2. Built for the workforce, not HR

     3. Two Purposes for Every Process
              •          Process-centered value
              •          Decision support value


     4. Think TRANSFORMATION then CALIBRATION

     5. Business process transformation makes technology
        successful, not the technology itself


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Knowledge Infusion Proprietary and Confidential, Copyright 2008
The Magic 10 - Continued

     6. Reporting and workforce intelligence are a must, not just
        the transaction

     7. Integrated into the business as much as possible

     8. Combine, blend and rethink process cycle

     9. RAD for compliance and alignment purposes
                     a) Repeatable
                     b) Auditable
                     c) Documented

     10. Metrics tied to them; before the transformation and after -
         what has been the impact?

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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Measurement




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Importance of Measurement




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What Do You Measure?

                                                                      How are




                                                                  achieved through




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Measurement: Barriers




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Executing Talent Management
               Strategies through People, Process
                         and Technology




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
People

                                                                       To
           From
                                                                       • Business-owned strategy
           • HR owned function/
                                                                         that the HR Business
             process
                                                                         partner develops
                                                                       • Unified talent organization
           • Siloed HR functions based
                                                                         models
             on process
                                                                       • Reflection of business
           • Limited by of HR
                                                                         needs & dynamics
             competencies, history &
             assumptions                                               • Deploying business
                                                                         capability to manage talent
           • Launching a tool / system



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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Processes

           From                                                        To
           • Siloed & integrated                                       • Unified & fluid

           • Peanut butter approach =                                  • Enables different
             same for everyone                                           strategies for “All & Few”

           • Optimization                                              • Transformation




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Technology

           From                                                        To
           • Modules                                                   • Unified & fluid

           • Process support                                           • Business decision support

           • Optimization                                              • Transformation

           • Developed to serve HR                                     • Developed to serve the
                                                                         business and employees




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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Evolving Talent Mgmt. Technologies Mirror Processes

                                                                      Critical Roles
                                                                      Competencies




                                                                                                                   Compensation
                                                     Development



                                                                      Management

                                                                                        Performance
                                                                                        Management



                                                                                                      Management
                   Acquisition




                                                                       Learning
                                                       Career
                     Talent




                                 Integrated Talent Suite




                                                                                                      Pipeline
                                       Talent Profiles



                                                                  Knowledge Management
                                                                        Analytics
                                                                     Talent Planning

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Knowledge Infusion Proprietary and Confidential, Copyright 2008
Web 2.0: Golden Opportunity for HR

     • How can we use Web 2.0 to:
            • Attract and retain talent?
            • Facilitate employee collaboration and engagement?

     • Recent SelectMinds survey showed:
            • 77% of workers ages 20-29 believe that the social aspects of work are
              very important to their overall sense of workplace satisfaction,
              compared with 67% of their older colleagues
            • 20% of workers ages 20-29 report leaving a job because they felt
              disconnected from the organization, compared to workers ages 30 and
              above

     • Leverage wikis, blogs, social networks to enhance talent
       management and effectiveness


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Questions & Discussion




                                                                  52
Knowledge Infusion Proprietary and Confidential, Copyright 2008

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In Search of a Talent Management Strategy

  • 1. In Search of a Talent Management Strategy April 3, 2008 1 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 2. Today’s Presenters Heidi Spirgi President Suzanne Rumsey Principal Consultant 2 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 3. Agenda • About Knowledge Infusion • Importance of a Talent Management Strategy • Ten Key Planks for Every Talent Management Strategy • Enabling Strategy Through People, Process, Technology • Questions 3 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 4. About Knowledge Infusion Founded in 2004 by Jason Averbook and Heidi Spirgi Global Company Leader in HCM and talent management consulting and advisory services Total Employees Approximately 50, Across North America Headquarters & Offices Minneapolis, MN; Offices throughout US Target Markets Fortune 2000, Mid-market, Public Sector Number of Customers Over 150 Areas of Expertise HCM and talent management, portals and self-service, performance, succession, recruitment, learning & development, workforce planning, analytics Nordstrom, MetLife, Yahoo!, Turner Broadcasting, Intuit, Notable Customers Safeway, Luxottica, Health Net, AAA 4 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 5. Talent Management Success 5 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 6. Services Tied to Business Results 6 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 7. Why Create a Talent Management Strategy? 7 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 8. Talent management Still in Infancy • Companies scoring in the top quintile of talent-management practices outperform their industry's mean return to shareholders by a remarkable 22 percentage points.” “The War for Talent, Part Two,” McKinsey Quarterly, May, 2001 • “Just over 20 per cent of personnel managers can see little or no link between quot;talent managementquot; and their organization's goals… Fewer than half believe the two are closely linked in their organization.” “Talent management - a task far easier said than done,” Financial Times, Oct. 23, 2003 • “Too many organizations still dismiss talent management as a short-term, tactical problem rather than an integral part of a long-term business strategy, requiring the attention of top-level management and substantial resources.” “Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1 • “Demographics, globalization, and the characteristics of knowledge work present long-term challenges that reinforce the argument for putting workforce planning and talent management at the heart of business strategy and for giving those issues a bigger share of senior management’s time.” “Making Talent a Strategic Priority,” McKinsey Quarterly, 2008, No. 1 8 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 9. Business Press Focus 9 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 10. HR Still Challenged to Articulate a Strategy for Talent Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption Survey N = 317 10 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 11. How Companies are Approaching Talent Management Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption Survey N = 317 11 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 12. What is a Talent Management Strategy? 12 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 13. Talent Management Strategy is found in the white space between HR processes and formed out of business strategy. The objective is to move beyond optimizing talent to transforming talent into a strategic advantage. 13 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 14. Optimization versus Transformation The design and operation of a system or process to make it as good as possible in some defined sense A marked change in appearance or action with an emphasis on drastic improvement and outcomes 14 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 15. Strategy Is Created Out of the White Space Insight into Talent Develop Key Talent Manage Critical Roles Manage the Bench Optimize Deployment Mobilize Talent Retain & Engage Develop Talent Pipeline Compensation Management Performance Management Succession Acquisition Planning Learning Planning Career Talent 15 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 16. Talent Management Strategy Planks 16 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 17. Ten Key Elements in a Talent Management Strategy 1. Business AND/OR Employee Focus 2. Talent Supply & Demand Model 3. Definition of Talent Demand 4. Definition of Talent Supply 5. Talent Planning Process 6. Top Down AND/OR Bottom Up 7. Talent Mobility 8. Talent Attributes 9. Processes: Transformation 10. Measurement 17 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 18. Business AND / OR Employee Focus 18 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 19. Business and / or Employee Focus Which perspective drives Talent Management? • Business Focus • Business performance is critical; talent is essential to performance • What are the business’ talent demands? • What does the business need to know about talent (Talent Profiles)? • What will the business invest in to have needed talent? • Employee Focus • Employee engagement is critical; engagement drives performance • How do we better engage our talent? • What are our employees’ demands of the organization? • Where we will invest to improve and sustain engagement? 19 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 20. Talent Supply & Demand Model 20 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 21. Do You: Have It? Build It? Buy It? Process/Systems for Talent Supply Competencies Performance Mgmt Succession Planning Talent Performance Mgmt Business Compensation Demand Objectives Learning Mgmt Succession Planning Career Development Talent Acquisition Contingent Workforce 21 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 22. Definition of Talent Demand 22 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 23. What Talent Does the Business Need – Now & Future? Driven by business strategy and objectives • Short-term – open job requisitions • Mid-term – talent needs assessments • Long-term – workforce planning Assessments and planning to focus on • Critical Roles • Leadership 23 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 24. Critical Roles • Strategic element • Essential to an organization’s ability to execute its strategy • What is the organization’s strategic plan? • What are the organization’s key strategic objectives? • What are the strategic levers – technologies, information, skills, knowledge, relationships – required to realize the objectives? • What are the roles that employ these levers to achieve the objectives? • What roles drive the metrics with which executive leadership is obsessed? 24 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 25. Critical Roles Focused, Prioritized Investment • Recruitment • Target talent with competencies for high performance in critical roles • Development • Bench strength for critical roles • Improve performance of critical role incumbents • Performance Management • Raise performance expectations of critical role incumbents • Compensation • Differentiate compensation based on performance 25 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 26. Leadership • Leadership is a critical role • Define “leader” in your organization • Identify specific competencies for leadership • Any global / international experience / knowledge required? • Cross-functional, cross-business unit experience / knowledge required? • Identify all TM process in which involve leadership competencies • Integrate leadership competencies into TM processes 26 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 27. Definition of Talent Supply 27 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 28. Talent Supply Tomorrow Today Dynamic Process Annual Process Capability Planning Headcount Planning Function of Biz Strategy Function of Budget Led by TM Led by Staffing/Talent Consultants/HR Biz Acquisition Partners Focus is New Jobs Focus is New Capability 28 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 29. Integrated Talent Sourcing Talent Inventory (Talent Profiles) Education Performance Ratings Certifications / Licenses Competencies Languages Leadership Behaviors Geographical Location Preferences Career Interests Work History Business Objectives / Outcomes Experiences (Professional / Personal) Organizational Job History ` Performance Learning External Talent Contingent Career Management Management Acquisition Management Development Talent Supply: Integrated Talent Sourcing ` 29 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 30. Talent Planning Process 30 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 31. The Talent Management Model Filling Jobs Operational Planning Workforce Planning (0-12 Months) (6-18 months) (12-48 months) Internal Performance Management Succession Planning Business Strategy Cascading Goals & 360 Reviews Internal Mobility Planning Competition Internal Sourcing Career Management Workforce Demographics Development Development Technology External Talent Acquisition Market Analysis Candidate Relationship Management Employment Brand Offshore/Outsource/Relocation Demand Planning Talent Segmentation / Critical Roles Skills / Competencies and Other Attributes Jobs 31 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 32. Top Down AND / OR Bottom Up 32 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 33. HR May Not Lead All Talent Activities Top Down: HR Leads • Defines career paths/ job families / job profiles • Develops competencies • Defines talent profile • Bottom Up: Business elements Units / Employees Lead • Implements processes, • Define roles & competencies programs, technologies • Wikis for sharing career information • Social networks for collaboration • Development opportunities 33 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 34. Talent Mobility 34 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 35. How Will You Mobilize Your Talent? • Across Business / Functional Units • Identify competencies to leverage across units • Across Geographies • Evolve from “fill a global job” to global talent growth • Structure and support a global talent model • Levels of Support for Mobility • Goals & incentives for encouraging appropriate mobility • Level the playing field globally 35 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 36. Talent Attributes 36 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 37. What Do You Need to Know About Your Talent? • Job Profiles • Essential experiences, knowledge, skills & abilities for high performance • Critical jobs? All jobs? • Talent Profiles • What does the organization need/want to know about its talent? • How will the organization match talent to jobs? • Competencies • What behaviors should employees demonstrate to achieve competitive advantage? • When / where to use? • HR as Competency Steward, not owner • Continual, multi-process assessment model 37 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 38. Processes: Transformation 38 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 39. Business Processes Transformation – The Magic 10 1. Business outcome based 2. Built for the workforce, not HR 3. Two Purposes for Every Process • Process-centered value • Decision support value 4. Think TRANSFORMATION then CALIBRATION 5. Business process transformation makes technology successful, not the technology itself 39 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 40. The Magic 10 - Continued 6. Reporting and workforce intelligence are a must, not just the transaction 7. Integrated into the business as much as possible 8. Combine, blend and rethink process cycle 9. RAD for compliance and alignment purposes a) Repeatable b) Auditable c) Documented 10. Metrics tied to them; before the transformation and after - what has been the impact? 40 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 41. Measurement 41 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 42. Importance of Measurement 42 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 43. What Do You Measure? How are achieved through 43 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 44. Measurement: Barriers 44 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 45. Executing Talent Management Strategies through People, Process and Technology 45 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 46. 46 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 47. People To From • Business-owned strategy • HR owned function/ that the HR Business process partner develops • Unified talent organization • Siloed HR functions based models on process • Reflection of business • Limited by of HR needs & dynamics competencies, history & assumptions • Deploying business capability to manage talent • Launching a tool / system 47 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 48. Processes From To • Siloed & integrated • Unified & fluid • Peanut butter approach = • Enables different same for everyone strategies for “All & Few” • Optimization • Transformation 48 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 49. Technology From To • Modules • Unified & fluid • Process support • Business decision support • Optimization • Transformation • Developed to serve HR • Developed to serve the business and employees 49 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 50. Evolving Talent Mgmt. Technologies Mirror Processes Critical Roles Competencies Compensation Development Management Performance Management Management Acquisition Learning Career Talent Integrated Talent Suite Pipeline Talent Profiles Knowledge Management Analytics Talent Planning 50 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 51. Web 2.0: Golden Opportunity for HR • How can we use Web 2.0 to: • Attract and retain talent? • Facilitate employee collaboration and engagement? • Recent SelectMinds survey showed: • 77% of workers ages 20-29 believe that the social aspects of work are very important to their overall sense of workplace satisfaction, compared with 67% of their older colleagues • 20% of workers ages 20-29 report leaving a job because they felt disconnected from the organization, compared to workers ages 30 and above • Leverage wikis, blogs, social networks to enhance talent management and effectiveness 51 Knowledge Infusion Proprietary and Confidential, Copyright 2008
  • 52. Questions & Discussion 52 Knowledge Infusion Proprietary and Confidential, Copyright 2008