Choosing the right learning or talent management technology is a daunting task. A bad decision could cost an organization immeasurable time and money, not to mention the negative impact on talent development. Our research shows that nearly one out of two organizations are looking to choose another technology provider. Can all this level of dissatisfaction be the fault of only the vendors or are organizations conducting a sub-optimized selection process? Whether an organization is considering keeping its current learning or talent management technology, or exploring the replacement or supplement of its current technology, we can help by providing both analysis and recommendations. Key take aways from this webinar include: -How to identify the right requirements for choosing a technology? -What are the steps to building impactful use cases? -Why you need to create an RFI? -When do you need to build your implementation and change management plan and what are the key elements? Like this content? Get more great info by subscribing to our blog: http://www.brandonhall.com/blogs/subscribe/

1. Picking Learning & Talent
Technology to Perfect your
Organization’s Performance
David Wentworth
Senior Learning Analyst
Brandon Hall Group
david.wentworth@brandonhall.com
Michael Rochelle
Chief Strategy Officer
Brandon Hall Group
michael.rochelle@brandonhall.com

2. Learning & Development
Talent Management
Leadership Development
Talent Acquisition
HR/Workforce Management
RESEARCH PRACTICES
2©2014 Brandon Hall Group, Inc.

3. HCM Excellence Conference 2015
3©2014 Brandon Hall Group, Inc.
Today’s webinar attendees will receive a special rate of $895
to register for the conference – valid thru Dec. 12, 2014.

4. HCM Excellence Conference 2015
4©2014 Brandon Hall Group, Inc.

5. Participation is Encouraged!
Type in your question
here
Asking Questions and Making Comments
During Session
Type your questions into the
question box
After Session
Email: success@brandonhall.com
Website: www.brandonhall.com
Phone: (561) 306-3576
PRESENTATION IS RECORDED – PLAYBACK AND SLIDES
WILL BE SENT TO ALL ATTENDEES AFTER THE WEBINAR
Follow us!
@BrandonHallGrp
5©2014 Brandon Hall Group, Inc.

6. 6©2014 Brandon Hall Group, Inc.
Agenda
• Planning and Alignment
• Discovery
• Technology Vendor
Evaluation
• Technology Vendor
Selection
• Technology
Implementation
• Q&A

7. Phase 1: Planning and Alignment
Determine Internal
Business Drivers
• Identify key business
drivers
• Identify critical business
and employee challenges
• Identify expectations for
technology and validate
the feasibility
Achieve Executive
Alignment
• Gain agreement
• Gain direction
• Refocus if necessary
• Gain support
Deliver Task Force Toolkit
Training
• Equip project team (HR
and talent and learning
leaders, executives,
other Business leaders,
and HRIT leaders) with a
Technology Selection
Toolkit
• Review process and
project plan
©2014 Brandon Hall Group, Inc. 7

8. Poll Question #1
What is your current level of satisfaction for
your learning and talent systems?
•Not satisfied
•Somewhat satisfied
•Satisfied
•Very satisfied
8©2014 Brandon Hall Group, Inc.

9. 6%
36%
29%
16%
14%
Extremely satisfied
Satisfied
Somewhat satisfied
Not satisfied
Too early to tell
TMS Satisfaction
9©2014 Brandon Hall Group, Inc.

10. 8%
12%
23%
23%
39%
42%
46%
54%
54%
69%
73%
Enhance mobile capabilities
Enhance social capabilities
Reduce total cost of ownership
Add social capabilities
Transition to SaaS
Consistent content repository
Add mobile capabilities
Improve administrative experience
Integration with other systems
Enhance reporting and analytics
Improve user experience
TMS Satisfaction
Reasons Why One-Third of Organizations want to Switch Their TMS
10©2014 Brandon Hall Group, Inc.

11. 0%
10%
20%
30%
40%
50%
60%
70%
80%
77%
69% 67% 66% 63%
57%
53%
47%
36%
27%
Very important/Critical
Importance of TMS Features/Factors
11©2014 Brandon Hall Group, Inc.

12. No strategy or plan for purchasing HR technology, trends with half or
more than half of your KPI’s moving in the wrong direction.
BHG Research
Please mark the description that most closely aligns with your current approach to HR technology purchases.
We plan to consolidate our HR systems into a single integrated platform. 20%
We plan to consolidate our HR systems into 2-3 integrated platforms. 22%
We plan to continue to purchase best of breed HR technology tools and integrate when needed. 23%
We currently have not strategy or plan for how we purchase our HR technology. 35%
Current Trends in HR Integration
12©2014 Brandon Hall Group, Inc.

13. Phase 2: Discovery
Technology Market
Overview
•Provide overview of the
specific technology market
for core team and HR and
Learning and Talent leaders,
executives and other
business leaders
Determine System
Requirements
•Discuss high-level user
functional and technical
requirements
•Survey/interview
stakeholders to determine
additional end user
requirements
Use Case Development
•Facilitate development of
use- case scenarios
•Develop functional and
technical requirements
based on completed use
cases
•Define most critical
functionality
•Define integration
requirements
©2014 Brandon Hall Group, Inc. 13

14. How do we Identify and Prioritize the Right Requirements?
Key Considerations for Technology Selection
Source: Brandon Hall Group 2014
Identify Corresponding HCM Strategy Area with Organizational Objectives – For Example:
• Corporate – Leadership Development
• Business Unit – Talent Mobility
• Department - Onboarding
• Functional Area – Competency and Skills Progression
• Managerial – Performance Reviews
• Individual – Career Development Path
Identify Key Stakeholder Requirements and Prioritize Requirements based on HCM Strategy
Area
• IT
• HR
• Manager
• Employee
Map Requirements of the Key Stakeholders to Vendor Product Features – For Example:
• Leadership Development – Succession Planning module
• Talent Mobility – Workforce Planning module
• Onboarding – Talent Acquisition module
• Competency and Skills Progression – Learning and Development module
• Performance Reviews – Performance Management module
• Career Development Path – Individual Development Path module
14©2014 Brandon Hall Group, Inc.

15. What is a Use Case?
Purpose
To document how different users will
interact with the system according to
your specific needs
Types
• Domain Management Scenario
• Course Setup and Scheduling Scenario
• Compliance and Safety Audit Scenario
• Certification Tracking Scenario
Components
• Stakeholder identification
– Managers
– Employees
– Administrators
• Expected outcomes
• Actual outcomes
• Ranking
15©2014 Brandon Hall Group, Inc.

16. Use Case Scenario Development Steps
1. Make a list of all the different types of people who will interact with the system.
2. Put yourself in the role of each type of user and ask, "What do I want and need from the
learning solution?”
3. For each user type, document the use cases as a series of action-oriented steps that can be
either demonstrated, discussed, or tested
4. Circulate the list to other members of the team and to representative system users. Update
the use cases as needed until there is complete consensus among the group.
5. Create an evaluation form to grade the system during the demonstrations and hands-on
testing.
6. Invite the vendor to demonstrate their ability to meet the needs of your defined use case.
7. Actively use the use cases as a primary part of the selection process. The use case will help
you understand how the system will meet your needs and quickly expose any areas of
weakness or issues.
16©2014 Brandon Hall Group, Inc.

17. Use Case Scenario Demo Rating
Step # User Role Use Case Step Expected Outcome Actual Outcome Rating
1. LMS Administrator Build the Safety
Briefing Sheet
learning activity
(course code,
learning activity type,
estimated length of
time to read
document, etc.
1. Manager Manually enroll and
un-enroll a single
individual as well as
manually enroll a
group of participants
and un-enroll one
individual from that
group
1. Learner Launch non-SCORM
Safety Briefing Sheet
17©2014 Brandon Hall Group, Inc.

18. e
Leveraging Use Cases
Use Cases Drive the Rating of Providers
Fully
Meets
Partially
Meets
Does not
Meet
Use Cases
Expected
Outcomes
Stakeholders
Use Case 2
Use Case 1
Use Case 3
Requirements Prioritization
-E1
-E2
-E3
-E1
-E2
-E3
-E4
-E1
-E2
-E3
-E4
-E5
Provider
Demo Rating
Selection Risk: Extreme Moderate LowHigh Minimal
Admin
HR
Manager
Employee
R1
R2
R3
R5 R6
R7
R8
R9
R4
R1
0
R1
1
R1
2
R2
R3
R1
R5
R6
R4
R8
R7
R9
R1
2
R1
1
R1
0
18©2014 Brandon Hall Group, Inc.

19. Drill Down on Use Case Rating
Use Case Knock Out Criteria Score (1-5) Expectation
Level Met
Classroom Management (LMS)
Ability to search, register and complete
a course
Ease of Navigation
(Number of clicks and navigations aids)
Course Enrollment
(Ability to sign up easily, manage course and instructor
availability)
2.0
3.1
Performance Reviews (TMS)
Emphasizes streamlined approach to
managing, tracking and monitoring the
performance review process
Tools for Managerial Assessment of Performance
(Score on post training testing)
Notification of Upcoming Performance Reviews
(Minimum # of assignments completed leveraging skill)
1.5
2.5
Workforce Management (HRIS)
Capability to manage multiple projects
in a PMO setting with dashboard
functionality
Create/ track budget for the project
(% to plan broken down by project milestones)
Provide workforce scheduling for the project manager
(Track % availability of resources and mapped to individual
projects)
4.3
1.9
Applicant Tracking (TA)
Proficiency in supporting internal and
external job postings and managing
interviewing process
Allow users to schedule screening calls and candidate interviews
(Average outcome rating of screening compared to meeting goals
and objectives)
Allow users to post open jobs on multiple job boards
(Simultaneous access to job boards and be able to universally post
to all sites at once)
2.8
3.8
19©2014 Brandon Hall Group, Inc.

20. Poll Question #2
At which stage of the selection process is your
organization?
•Planning the selection process, but have not started
•Just started the selection process
•In the middle of the selection process
•In the home stretch
20©2014 Brandon Hall Group, Inc.

21. Phase 3: Technology Vendor Evaluation
Initial Vendor List
•Utilize our research to
develop a list of solution
providers (usually 5 -7) that
meet client’s high- level
technical and functional
requirements and who will
be invited to participate in
the RFI/RFP process
Develop RFI and/or RFP
•Support the development
of either an RFI, RFP -- or
both -- utilizing the RFI and
RFP templates from the
Technology Selection
Toolkit
•Client to distribute
RFIs/RFPs
Shortlist and Evaluate
•Based on the RFI/RFP
responses, invite 3-4
vendors to conduct on-site
use-case demonstrations
•Support onsite use-case
demonstrations
•Score vendor
demonstrations using the
demo scoring templates
©2014 Brandon Hall Group, Inc. 21

22. What to look for in product demonstrations
Were the steps
taken easy to
follow?
Did the system work the way you hoped it
would?
Does the system
seem modern
and up-to-date?
Were the Use
Cases completed
in an efficient
and effective
manner?
Were there any surprises?
22©2014 Brandon Hall Group, Inc.

23. Request for Information
Issuing a Request for Information (RFI)
A Request for Information (RFI) is not an obligation to demo a product.
It is simply a way to start aligning your needs and business solution to a small number
of vendors. You are asking for a high-level cut, not about what they can do, but what
the vendors can do for you.
Remember: the point of developing the RFI and RFP is to eliminate vendors from the
pool and reduce the number of potential systems down to two or three that will really
meet your carefully described business needs.
23©2014 Brandon Hall Group, Inc.

24. Sample RFI
This Request for Information is to be considered company private and confidential. Please do not
discuss or share this information with anyone other than those identified as <Insert company
name here> representatives assigned to this project.
General Information
Company Bio
Company’s top priority unique needs
List of Prioritized Requirements
Use Cases
Timeframe for decision and implementation
24©2014 Brandon Hall Group, Inc.

25. Sample RFI
Responses to Key Requirements Format
The response to your key requirements is for the long list of solution providers you select. It’s an opportunity
for them to fill out the response form and for you to begin culling vendors from the long list to the short list:
You need to list ONLY your TOP TEN requirements. The response column should include answers using the
following: 1, 2 or 3 ratings:
1 = Vendor can fully meet this requirement with no customization 2 = Vendor can fully meet this requirement
with customization 3 = Vendor does not currently meet this requirement.
Comments by the solution providers can be made in the comments columns, or in reference to any
documentation they choose to attach.
You will get a chance to include all your requirements in a later RFP. For now you want to make a high-level cut
of solution providers who can really meet your most pressing business requirements:
Requirement Response Comment
1
2
3
25©2014 Brandon Hall Group, Inc.

26. Phase 4: Technology Vendor Selection
Final Selection
• Technology selection scorecard
• Scoring ensures that technology
and functional requirements are
met
• Scoring ensures that technology
solution links to business drivers
Contract Negotiations
• Comparative pricing analysis using
pricing/total cost of ownership
tools and research
• Support negotiations and leverage
additional insights using solution
provider profile information and
market intelligence
©2014 Brandon Hall Group, Inc. 26

27. Technology Selection Scorecard
27©2014 Brandon Hall Group, Inc.

28. Contract Negotiations
• Working with the Legal department
– Experienced in software agreements
– Separate out the business issues from the technical issues
– The “Walk Away Rule”
• Look and feel are important so include in contract as part of
the deal going forward rather than as part of some optional
expensive upgrade in the future
• Think hard about integration
– Who will be responsible?
• Third Party
• Provider
• You
• Finally, think as long-term as you can (36 months)
28©2014 Brandon Hall Group, Inc.

29. Poll Question #3
What are your challenges in conducting the
selection process? (Select all that apply)
•Identifying the right requirements
•Budget constraints
•Time constraints
•Identifying solution providers
29©2014 Brandon Hall Group, Inc.

30. Phase 5: Technology Implementation
Recommendations
Change Management
• Plan change management efforts
including:
• Communications
• Risk Mitigation
• Stakeholder Analysis
• Define a detailed
implementation plan
Implementation Strategy
• Develop technology roadmap
• Establish technology governance
to ensure business-driven
decisions technology
implementation
©2014 Brandon Hall Group, Inc. 30

31. Change Management Model
31
Embracing continuous change
Measuring the impact of change
Stoking the fire of change
Targeting changes that drive adoption
Embracing that change is not easy
Socializing the change
Stating the reason for change
Identifying change agents
Preparing for change

32. 2015
Map to HCM
Strategy
2017
Identify Key Processes to
Supported by Technology
Technology Selection
Corporate
Strategy
2016
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Multi-Month Technology Roadmap
A sample roadmap
Gap Analysis of
Current Technology
Culture, Governance, Measurement, Change Management
32©2014 Brandon Hall Group, Inc.

33. Governance
Strategy What is the system architecture
for the organization?
What are the leading practices
for selecting a system?
What is the integration approach for
systems across the technology grid?
Will the systems be best in breed or
suite based?
What will be the change management
considerations for replacing a system?
For adding a new system?
For upgrading a system?
Model What are the considerations for
the type of governance model
to be employed?
Centralized, Decentralized,
Federated, Hybrid
What will be the committee structure
and hierarchy?
Executive Committees, Functional
Councils, Advisory Groups, Working
Groups
How will the system be implemented?
Enterprise wide, phased, pilot, slow go,
thin layer, business unit specific
Process How will the core HR processes
be supported by the system?
How will the process be mapped to the
system?
How will the system optimize the
process?
Governance brings order and structure not restriction
33©2014 Brandon Hall Group, Inc.

34. In Summary
Selecting for the Future – Not Today
5-step selection process:
• Planning and Alignment – Building the Business Case
• Discovery – Requirements Identification and Development of Use Cases
• Technology and Vendor Evaluation - Identifying Vendors, Creating and
RFI/RFP and Preparing for Demonstrations
• Technology Vendor Selection - Final Vendor Selection and Contract
Negotiations
• Technology Implementation – Creating a Change Management Plan and
Implementation Road Map
34©2014 Brandon Hall Group, Inc.

35. Questions?

36. Webinar Attendee Takeaways
36©2014 Brandon Hall Group, Inc.
• Today’s webinar attendees
will receive a special rate of
$895 to register for the
conference – valid thru
Dec. 12, 2014, in follow-up
email.
• Receive LMS Trends report
in follow-up email with
recording and slides.
• Have 1 hour of advisory
time. Contact instructions
in follow-up email.

37. Thank You
David Wentworth
Senior Learning Analyst
Brandon Hall Group
david.wentworth@brandonhall.com
Michael Rochelle
Chief Strategy Officer
Brandon Hall Group
michael.rochelle@brandonhall.com