The document discusses how integrated human capital management (HCM) systems can help organizations strategically manage their human resources and talent. It argues that automating and integrating critical HR processes like performance reviews, compensation, and training into a single system allows organizations to understand how different processes are related and make better strategic decisions. This level of integration provides insights into how employee performance, training, and other factors affect one another and helps ensure the right employees are hired, developed, and retained for long-term organizational success.
To better understand this essential balance and determine the use of HR data for organizational gain, in August and September 2009, Aberdeen surveyed more than 300 HR and non-HR professionals regarding their organization's utilization of core HR management capabilities and systems.
Human Resources:
-- Know where to find resources to support you in your decision-making.
-- Demonstrate HR professionalism in your role.
Understand the value of good HR practice
1. What is HR?
2. What does the HR department do?
3. Different perceptions of HR.
4. Understanding the different views of HR.
5. What and who does HR represents?
6. HR roles in small organisations.
7. HR roles in large organisations.
8. The professional principles:
i) Work matters
ii) People matter
iii) Professionalism matters
9. Types of HR practices.
10. Importance of data.
11. HR analytics & Predictive Analytics.
12. Ethics of data collection.
13. Examples of how HR can use data more ethically.
To better understand this essential balance and determine the use of HR data for organizational gain, in August and September 2009, Aberdeen surveyed more than 300 HR and non-HR professionals regarding their organization's utilization of core HR management capabilities and systems.
Human Resources:
-- Know where to find resources to support you in your decision-making.
-- Demonstrate HR professionalism in your role.
Understand the value of good HR practice
1. What is HR?
2. What does the HR department do?
3. Different perceptions of HR.
4. Understanding the different views of HR.
5. What and who does HR represents?
6. HR roles in small organisations.
7. HR roles in large organisations.
8. The professional principles:
i) Work matters
ii) People matter
iii) Professionalism matters
9. Types of HR practices.
10. Importance of data.
11. HR analytics & Predictive Analytics.
12. Ethics of data collection.
13. Examples of how HR can use data more ethically.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
INTEGRATING HR STRATEGY WITH BUSINESS STRATEGY UNDER THIS TOPIC I COVER NATURE, DIFFERENCE BETWEEN TRADISIONAL HRM AND STRATEGIC HRM, BARRIERS, MODELS, ROLE AND SUMMERY
In today’s business landscape, the longstanding functions of human resources are changing. Because employee information processing and compensation coordination are now largely automated, human resources departments in many large organizations now have the time necessary to take on new responsibilities, with duties more aligned to those of a “strategic partner.”
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
HR departments will become more focused on the outcomes of their actions — the effect
of what they do on the corporation versus the effect of what they do on HR.
Top Five HR Process Integrations That Drive Business ValueSumTotal
Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.
According to SumTotal’s 2010 State of Global People Management worldwide survey of human resources (HR) leaders, organizations with fully integrated HR and talent processes, systems, and data outperform those organizations that have not integrated by 41% across twelve key HR and business operating metrics.
There is little doubt that improving HR integration and eliminating silos affords significant benefits. Based on SumTotal’s global survey data, this whitepaper dives into the top five HR process integrations that provide organizations with the most business value: better internal, talent mobility, decreased voluntary turnover, better workforce alignment to overall business strategy, improved workforce productivity and faster on-boarding (time-to-productivity).
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
INTEGRATING HR STRATEGY WITH BUSINESS STRATEGY UNDER THIS TOPIC I COVER NATURE, DIFFERENCE BETWEEN TRADISIONAL HRM AND STRATEGIC HRM, BARRIERS, MODELS, ROLE AND SUMMERY
In today’s business landscape, the longstanding functions of human resources are changing. Because employee information processing and compensation coordination are now largely automated, human resources departments in many large organizations now have the time necessary to take on new responsibilities, with duties more aligned to those of a “strategic partner.”
Raise the Bar on HR - Brown-Smith-Wallace ConsultingSage HRMS
In today’s volatile, unpredictable, and competitive business
environment, long-range planning is taking on a more crucial role
than ever before in organizations of all shapes and sizes. Today,
business leaders must think ahead, adopting a forward-looking
attitude companywide that will allow them to take decisive
actions on key strategies to propel their organizations forward.
This requires access to a wide range of business intelligence that
can help them make informed decisions in an efficient, timely
manner—more so than ever before. Much of this information
already resides in your human resources (HR) department, and
gaining access to it, mining it, and analyzing it can mean the
difference between turning right or left at a crucial point in your
company’s journey.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
HR departments will become more focused on the outcomes of their actions — the effect
of what they do on the corporation versus the effect of what they do on HR.
Top Five HR Process Integrations That Drive Business ValueSumTotal
Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross-functional reporting affords significant business benefits.
According to SumTotal’s 2010 State of Global People Management worldwide survey of human resources (HR) leaders, organizations with fully integrated HR and talent processes, systems, and data outperform those organizations that have not integrated by 41% across twelve key HR and business operating metrics.
There is little doubt that improving HR integration and eliminating silos affords significant benefits. Based on SumTotal’s global survey data, this whitepaper dives into the top five HR process integrations that provide organizations with the most business value: better internal, talent mobility, decreased voluntary turnover, better workforce alignment to overall business strategy, improved workforce productivity and faster on-boarding (time-to-productivity).
Organizations need to focus on integrating business processes to obtain efficiencies of operation. While integrating one process to the other is important, it is also important to look inwardly to see if components of individual processes are integrated enough within themselves. An integrated Human Capital Management addresses the human resource issues facing organizations, especially performance and attrition. This paper proposes such an integrated system that is powered by the seamlessness offered by an enterprise application and the optimizing capabilities of an analysis engine.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
The definition of talent management is the meticulously planned, strategic process of bringing on the right personnel and assisting them in reaching their full potential while keeping organizational objectives in mind.
Talent management and performance management serve two very different purposes. The former is about recruiting, retaining and rewarding employees, while the latter is a more niche examination of employee performance using metrics and feedback.
For more content like this, check out Acorn Labs: http://acornlabs.education/
Literature ReviewThe role of a Human Resource department is ev.docxSHIVA101531
Literature Review
The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become a strong strategic partner within an organization by providing functions such as recruitment, training and development and retention. Human Resources in order to be strategic works directly with all levels of management in an effort to help with strategy and the growth of the company to meet their vision. One very important aspect is talent acquisition. Having the right people in key roles within the company is vital to the success and growth. Performing this function includes preparing a job description, recruiting, and then setting compensation. Then a crucial tool used by many HR departments is the process of job evaluations and performance reviews.
Method of Job Analysis
When a new job is created or a vacancy occurs, it is the role of a HR representative to fill that void. In order to perform this function they need to first understand what role they are trying fill and what skills and responsibilities this new role would require. By conducting a job analysis they are able to further define an important elements of any job and then search for the person or people that are a good fit for the company. As important as it is to perform a job analysis before looking for that new candidate, it is equally as important to select the correct job analysis method. Some popular job analysis methods are Observation, Individual Interview and Structured Questionnaires. Organizations choose methods based on various guidelines that are all link to the job responsibilities, company culture and size of the organization. Each organization must select which methods are the best match for their candidate search. The Observation method includes studying someone while they perform their job in an effort to better understand the tasks and duties necessary to this particular job. The advantages are, the observer can obtain first hand knowledge and information about the job being analyzed. This can provide an accurate picture of the candidate ability to do the job at hand. Other Job Analysis methods such as the interview or questionnaire only allow HR to indirectly obtain this information. With other methods there is a risk of omissions or exaggerations are introduced either by the incumbent being interviewed or by items on the questionnaire.
The next method is the Interview method; this method involves conducting interviews of the person leaving this position to gain insights into what duties they perform. Interviews can also be conducted on other employees performing the same job but in most cases start with the HR manager. The advantages are that it allows the incumbent to describe tasks and duties that are not observable. The disadvantage is the candidate can exaggerate or omit tasks and duties. The interviewer must be skilled and ask the proper questions.
The Structured Questionnaire method uses a standardized ...
SumTotal TalentNet enables companies to maximize the value of social networking and Web 2.0 without the risk or liability of employees using external networks not within organizational control.
SumTotal's Hiring & Recruiting solution provides organizations the ability to manage the hiring lifecycle, from requisition creation and approval, through job posting, to applicant tracking, selection, background checking, and hiring.
SumTotal Performance Management software supports SMART goal methodology, providing workers assistance in creating Specific, Measurable, Achievable, Realistic and Time?based performance goals which can then be evaluated in real time with managers.
SumTotal Talent Management features an intuitive interface for a non-technical audience familiar with HCM concepts to be able to change the application to match organizational processes.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Whitepaper
Making HR Strategic:
Integrated Human Capital
Management Holds the Key
Leveraging Integrated Human Capital Processes
to Optimize Organizational Success
A SumTotal White Paper
A New Strategic Wave
There is a new wave of thinking about what it means to be strategic, and savvy
human resources (HR) executives are leading forward-thinking organizations in
integrating human capital management (HCM) to optimize organizational success.
STRATEGY
Strategic goals can shift depending on the political climate, business demands,
and the changing needs of an organization. However, being strategic means
being able to make rapid and informed decisions and take the actions necessary
that will enable the entire organization to be successful in the long run.
Make rapid and informed
The current economic downturn has forced organizations to do more with
decisions and take the actions
less. Budgets have been cut and headcount reduced, while work loads and necessary to enable the
expectations have increased. Employees have been forced to do their jobs faster, entire organization to be
better, and smarter. successful in the long run
However, if an organization loses an employee it can cost up to 150% of
the employee’s annual salary to simply replace that individual, let alone the
knowledge capital lost. This figure does not take into account the decrease in
efficiency and effectiveness of other employees while a position is unfilled or
while a new, inexperienced worker gets up to speed. Organizations are realizing
that maintaining, nurturing, and retaining their human capital is a strategic
requirement that cannot be overlooked.
A Strategy for Long Term Success
Employees hold the organizational knowledge and capabilities to sustain
a business. To maintain steady productivity gains and added efficiencies,
organizations must look deep into their most important assets – employees – and
nurture this talent over the long run.
To achieve this, organizations must take a strategic view of HR data in order
to determine performance goals and results, gap analysis, development
priorities, provide accurate incentives and rewards for motivation, and identify
high potentials and development priorities for succession. While the process of
becoming efficient can be unique to each organization, staying efficient is based
upon a few basic rules:
Whitepaper
www.sumtotalsystems.com 1
2. Integrated Human Capital Management Holds the Key
■ Have the right talent in place and fully trained
• Correct skill set
• Appropriately trained
• Motivated
• Aware of how their performance and goals drive the entire
organization’s success
■ Nurture talent to limit attrition and prepare for future needs
• Defined career goals
• Personalized training paths
• Potential and gap tracking and analysis
• Workers compensated in line with performance
• Detailed succession plans
Integrated HR Information
The concepts are straight forward; hire good people, ensure they are properly
trained, and provide motivation to retain the best employees. While these are
seemingly simple concepts, implementing them successfully in a complex
organization can be difficult. A key to success is having the right information
easily accessible in order to make the right decisions.
Many organizations have tried to solve the HR information problem by automating
individual processes, such as performance reviews, compensation, or learning
management. However, while automating a single process can garner some
improvements, it does little to solve more strategic problems.
Automating individual activities creates silos that isolate information from other
users and processes. Creating these standalone databases of information is
contrary to the fact that to gain a full view of an individual or group requires keen
insight into data that spans different activities.
www.sumtotalsystems.com 2
3. Integrated Human Capital Management Holds the Key
The full profile of an employee cannot be revealed through just a performance
review; it can only be seen when all aspects of his or her employment are
viewed. A full profile of an employee must include performance reviews, peer
reviews, training history, certifications, awards, career path, compensation and STRATEGY
rewards, objectives, hiring information, current job description, and any additional
information that is important to the specific organization.
The most effective way to truly gain a valid view of employees and organizational
efficiency is by creating a single structure that includes key information from all
Have the right information
aspects of the HCM spectrum.
easily accessible
A single vendor solution that integrates all the data from multiple HR processes yields in order to make
multiple benefits. It captures data from individual processes, such as performance the right decisions
reviews, and can relate that data to other processes, such as training needs or
compensation. This enables organizations to understand how one process affects
another. For example, organizations can compare the effect of a manager taking
a leadership training course to improvements in that manager’s leadership skills
based upon feedback from surveys given to his or her direct reports.
Supporting Integrated Processes
Employees have a lifecycle within an organization. Once hired, performance
goals are defined and after a period of time, these goals are reviewed and
an employee’s compensation could change. Employees could move to a new
department or be promoted as they are trained and acquire new skills. All of STRATEGY
these events are related and require information from one event to drive another.
For example, a goal must be defined if it is going to be measured as part of a
performance review, and compensation changes and promotions are, in large part,
based upon the results of performance or feedback from peers and direct reports.
In many organizations, the HR department is burdened with the task of manually Automate the integration
integrating all this information. In an organization of thousands of people, of critical employee data
these tasks can take an entire HR department months to perform even simple
processes such as a performance review for each employee. That does not take
into account applying the results of those reviews to other processes such as
updating each employee’s annual goals or scheduling individuals for training.
Each process has data that feeds it and information that it generates. In the HR
area, there are many different processes including.
■ Recruiting & Hiring
■ Performance Management
■ Enterprise Compensation
■ 360 Feedback
■ Learning & Career Development
■ Succession Planning
The following sections will outline the application requirements for a successful
integrated HCM system, including information that is required for each HR
process, what information is output from each process, and the source or
destination of each type of information.
www.sumtotalsystems.com 3
4. Integrated Human Capital Management Holds the Key
Recruiting & Hiring
Talent acquisition, also known as hiring management, helps automate the process
of defining a new position, finding the right candidate, and making the hire. Data
that is required for this process includes:
STRATEGY
Data In Information Out
Job Requirements Employee Skills
Necessary Skills Skill Gaps
Competencies & Behaviors Employee Goals
Automate data sharing
Position Goals Employee Salary between systems
& Compensation Schedule
Education Requirements Review Schedule
Initial Career Path
Data that feeds the Recruiting & Hiring system can be drawn from a Succession
Planning system where the requirements for a specific position are defined based
upon the profile of the current incumbent, and a Performance Management
system that provides position goals.
Once an individual in hired, the information that is created from that process
becomes data for other processes, such as the employee’s performance review
and compensation schedule.
Performance Management
Performance reviews are part of every employee lifecycle. Information for a
performance review comes from the employee’s past history, such as their
annual goals and compensation plan that were defined at their last performance
review. This type of information, in conjunction with the standard assessments,
all contribute to the performance review and any associated compensation or
training recommendations.
Data In Information Out
Job Requirements Performance Review
Employee Goals Areas of Improvement
Employee Accomplishments Compensation Changes
Employee Personal Assessment
Manager Assessment
Review Schedule
Current Compensation
Data can be drawn into the performance review process from Recruiting & Hiring
and Enterprise Compensation.
www.sumtotalsystems.com 4
5. Integrated Human Capital Management Holds the Key
Compensation Management
Today, compensation and incentive management are not simply about base
salary and bonus plans for a few executives or sales people. More and more
organizations are moving to variable compensation and a pay-for-performance
model. Compensation for each employee can range from extra vacation time, to
child-care supplements, to complex bonus structures. In addition, compensation
STRATEGY
changes must reflect performance and be relative to the industry norm or to avoid
the risk of losing a talented employee.
Link enterprise
Data In Information Out compensation to
Current Compensation Compensation Change Recruiting & Hiring and
Perormance Management
• Salary • Salary
• Bonus • Bonus
• Optional Compensation • Optional Compensation
Performance Rating
Industry Salary Range
Enterprise Compensation can draw data from the Recruiting & Hiring system, as
well as performance reviews from the Performance Management system.
360 Feedback
A 360 review reveals an employee’s interpersonal skills, management ability, and
effectiveness to manage through stressful situations. These types of reviews can
add other elements and viewpoints to how a person is measured when being
considered for a promotion or a move to a new team or department.
Data In Information Out
Custom Surveys Company Climate
Anonymous Feedback Non-traditional Performance
Measures
Flexible Participation Teamwork Assessments
Unlike the other processes described in this document, there is not much
information that the 360 Feedback process requires from other processes.
However, as it is an information gathering process, the results from the surveys
can feed nearly every HR process in an organization.
Learning & Career Development
Training is a major part of employee development. Specific training needs,
whether reading a book, taking a course, or participating in an activity, reflect
the needs of the employee. These needs are ascertained and driven through
the employee’s career development plan. Necessary areas of improvement are
derived from traditional performance reviews or 360 Feedback to develop skills
to meet the challenges of personal or corporate goals. A learning management
system (LMS) coordinates the training materials, registrations, and resources for
training as well as an individual’s overall learning history.
www.sumtotalsystems.com 5
6. Integrated Human Capital Management Holds the Key
Data In Information Out
Individual Training Needs Updated Skills
Class Descriptions & Schedules Competency Gaps
Registrations & Wait Lists • For an existing position
• For target positions
Certification Analysis
Overview of Corporate Training
In contrast to the 360 Feedback, Learning & Career Development does not drive
processes directly, but instead is the recipient of output from other critical HR
related processes.
Succession Planning
Succession Planning is gaining significant traction in today’s corporations.
However, many times it is viewed as a tool for CEOs, presidents, and vice
presidents. To be truly strategic, succession planning must be cascaded to all
levels of the organization. The following is an example to illustrate the importance
of Succession Planning throughout an organization.
A company is working on a major contract for a large customer. The project
manager will drive millions of dollars in revenue over the next two quarters. While
the project manager is not an executive, he could be the most strategic person in
the company for the next three to six months. What if the project manager leaves?
Is the organization prepared to replace him smoothly without upsetting the project
schedule or efficiency? Succession Planning is necessary for strategic positions
no matter what level they are in the organization.
Succession Planning draws from existing incumbent talent profiles and the
overall profiles of potential candidates including resumes, skills, training history,
certifications, and 360 Feedback results. From there, a list of candidates can be
derived with a gap analysis to show the areas that need to be improved to meet
the needs of the position.
Data In Information Out
Position Descriptions Gap Analysis
Positions Requirements Candidates
Incumbent Descriptions Educational Plans
Potential Candidates
Talent Profiles
• Training
• Competencies
• Performance Reviews
• Peer, Manager and Direct
Report Reviews
Succession Planning must draw from nearly all aspects of the HCM spectrum so
as to accurately analyze a potential succession candidate.
www.sumtotalsystems.com 6
7. Integrated Human Capital Management Holds the Key
A View From The Top
The key to being strategic is to view the entire situation from a high level. This
strategic viewpoint provides executives insight into critical HR information in
real-time and provides answers to strategic questions from anywhere in the
organization. For example, the CEO is concerned that the organization is losing
senior leadership due to retirement, and that is causing the company to lose its
corporate knowledge base. How can this issue be resolved?
Strategic HR Answer
While there’s not much an organization can do to stop leaders from retiring, there
is a way for strategic HR executives to mitigate the effects of the problem. The
first step is to limit the scope of the question. If there is a problem with retiring
leadership, limit the span to a reasonable period of time, in this case two years.
Using that scope, a report can be generated from the centralized HCM system.
The goal is to find the best possible replacement for an executive that will retire in
the next two years to ensure smooth transition of knowledge and leadership.
In this example, it is vital to note that the report is not only drawing from the
Succession Planning information, but is also relating the employee’s performance
review information that is stored in the same system.
This is only one example of how integrated human capital data can impact an
organization’s ability to be successful in the long run. Other examples include
assessing data to make informed decisions that can determine the effectiveness
of specific training courses, the overall performance of a division or business unit,
or how to limit attrition as the economy improves.
www.sumtotalsystems.com 7