Calculating the return on investment (ROI) of your talent management project is one of the best success metrics you can show - but how to do it?
Join this webinar to discuss the fundamentals of calculating return on investment for your talent management project. This webinar will:
Help you understand the key things to think about when calculating ROI.
Discuss how ROI can help your talent management project succeed.
Show the key components that make up ROI calculations.
Enable you to create an ROI model for your talent management project.
In this file, you can ref useful information about expatriate performance appraisal such as expatriate performance appraisal methods, expatriate performance appraisal tips
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
The topic of PPM Benefits realization is one we’re hearing more & more often in speaking with clients, prospects, and industry analysts. Even organizations with well-oiled project delivery machines often struggle with measuring the actual value they are creating.
In this insightful webcast, you'll gain practical advice for addressing this next frontier of PPM practice. Susan Go, Senior Solution Consultant at PowerSteering Software, explores ways to create a reliable, repeatable process for measuring the business benefits derived from project outcomes and your PMO organization. She shares insights and tangible field examples gleaned from hands-on experience with hundreds of global deployments, so you'll come away with actionable tips for getting started with:
*Defining, tracking, and measuring both quantitative and qualitative benefits
*Leveraging a top-down portfolio management approach to drive business value
*"Auditing" benefit validity at every phase, from estimation through project completion & beyond
*Structuring the PMO to increase accountability, executive support, and organizational buy-in
In this file, you can ref useful information about expatriate performance appraisal such as expatriate performance appraisal methods, expatriate performance appraisal tips
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
The topic of PPM Benefits realization is one we’re hearing more & more often in speaking with clients, prospects, and industry analysts. Even organizations with well-oiled project delivery machines often struggle with measuring the actual value they are creating.
In this insightful webcast, you'll gain practical advice for addressing this next frontier of PPM practice. Susan Go, Senior Solution Consultant at PowerSteering Software, explores ways to create a reliable, repeatable process for measuring the business benefits derived from project outcomes and your PMO organization. She shares insights and tangible field examples gleaned from hands-on experience with hundreds of global deployments, so you'll come away with actionable tips for getting started with:
*Defining, tracking, and measuring both quantitative and qualitative benefits
*Leveraging a top-down portfolio management approach to drive business value
*"Auditing" benefit validity at every phase, from estimation through project completion & beyond
*Structuring the PMO to increase accountability, executive support, and organizational buy-in
VELCOM's Enterprise Business Solutions (ERP / SCM / CRM / BI) extensive experience of more than 2000 person months enables successful Product / Vendor Selection & Project Implementation for its customers. VELCOM provides Leadership & Guidance to Minimize project risks, Step up implementation progress and Increase the success & value of the customer ERP project initiatives. VELCOM serves as advisors exercising trusted responsibility to its customers.
VELCOM is an enterprise business software (ERP / CRM / SCM / BI) consulting company, with primary focus on mid size organizations across industries. VELCOM assist them to grow better and facilitate their employees to collaborate together to increase more productivity through ERP project initiative. It helps its clients manage every aspect of their ERP Initiative, from strategic planning to day-to-day operations. Every organization is unique and VELCOM services are refined to fit to customer specific requirements. We achieve this through our "Generate more value from the existing IT infrastructure" strategy, which is built on our expertise in ERP consulting & technology and industry knowledge. This helps customers achieve better Return on Investment (ROI). by generating more value from their existing business software & other IT applications in the organization.
VELCOM facilitates organizations in their ERP project initiative to -- Get ready; Set goals / budget; Identify key requirement; Evaluate & Select ERP product & vendor; manage the implementation project; conduct post-implementation audit and also assist in all related organizational changes to assure them realize the complete business benefits of their ERP implementation. VELCOM has proven success in leading implementation teams from start-ups to over INR 1000 Crores size organizations. VELCOM has expertise in leading players like SAP (My SAP, All-in-One, Business One, Business Objects), Oracle (EBS, PeopleSoft, JD Edwards, Siebel, Hyperion), Microsoft Dynamics (AX, NAV, GP, MS CRM), SAGE Accpac as well local players local players like Ramco, Tally among others.
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
Everyone "knows" that B2B customers buy products when you show them the economic advantages of buying your offering. Often, you can develop a strong economic argument without collecting massive amounts of data, installing enterprise software systems or spending a ton of money. In this webinar, Jim Geisman of Software Pricing Partners shares his extensive experience working with companies to sharpen their value propositions.
Jim Geisman provides practical advice and tips that have helped B2B marketing and sales professionals in companies ranging in size from global companies to start-ups.
RAMS 2013 Calculating roi when implementing a dfr program by mike silvermanAccendo Reliability
Presentation given at RAMS 2013
Three-phase inverters are physically large, complex and expensive elements of major solar power generation systems. The inverter converts DC power created by the photovoltaic (PV) panels to AC power suitable for adding to the power grid.
The inverters’ reliability testing is a complex task and relies on reliability block diagrams (RBD), vendor and field data, plus selecting accelerated life tests (ALT) based on critical elements of the product.
This paper illustrates a case study that developed an RBD, used field and vendor data, and includes the design and use of two ALTs. The result is a working framework or model that provides a reasonable estimate of the expected lifetime performance of the inverter. While any project similar to this, is always a work in progress, the examination of the decisions and inputs for the model proves valuable for the continued improvement of the model and resulting life predictions. This project provides an excellent real life example of reliability estimation having a multitude of constraints including: sample size, test duration, and field data, thus having to rely on all sources of available data starting from field and vendor data to theoretical component reliability calculations, ALT plan execution, failure analysis, and finally summarizing the results using RBD to estimate product expected lifetime. At the time of writing this paper, based on completion of system level ALT, an availability of 99.97% is valid over a 10 year period according to southern Ontario weather as the main installation base. This will be revisited once subsystem ALT is completed.
It's not surprising that an effective change management approach is an important predictor of long-term PPM & PMO success. Yet too many organizations shortchange the process, underestimate cultural resistance and settle for PPM software that is unable to support their business goals.
View this excerpt of a live webinar by Jay Hoskins, PowerSteering Business PPM Consultant, and David Boghossian, Founder of PowerSteering Software, as they walk through how to achieve sustained change, ensure executive support and avoid internal politics that can impede success.
David and Jay address these issues head on and share practical solutions that they've employed at dozens of global organizations including:
-Achieving change management goals more rapidly
-Gaining support from executive management, functional and project teams
-Overcoming adoption challenges with a phased implementation plan
-Choosing software that supports business users and adapts to changing needs
Primer on enterprise_performance_maturity_v0.2Trevor Warren
This presentation focuses on the concepts around Enterprise Performance Maturity, Costs of addressing performance maturity including how to go about building performance maturity across the enterprise.
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
What drives employee engagement across the globe? What can you do to meaningfully improve employee experience in your organization? Join Qualtrics Employee Experience Consultant Yesenia Cancel for a deep-dive into the 2020 Global Employee Experience Trends, a comprehensive study of 13K+ workers across 13 geographies. Through a mix of data insights and case studies, Yesenia will highlight insights to drive your people strategy in 2020 and beyond.
Learning objectives:
Deep dive into 3 key trends that can impact your people strategy in 2020
Hear how other HR leaders are gathering and acting on employee feedback
Learn proven strategies for empowering managers to act on employee feedback
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
According to Bersin by Deloitte, only 33% of millennials believe their organizations are using their skills well, and 42% say they are likely to leave because they are not learning fast enough. Developing new knowledge, new skills and new abilities is critical to futureproofing your organization’s evolving talent needs. Additionally, assessing the abilities of your talent is essential to understanding the profiles of your employees and ensuring the right role is filled with the right ability. Whether employees need development or have mastered success, understanding the skill profile of your talent is critical to futureproof organizational growth and innovation. This session explores ways to fine-tune your talent’s abilities to perform their job duties as well as future ones.
Attendees of this presentation will have a clear understanding of:
Methods to assess the skills and abilities of your talent to ensure the right role is filled with the right employee.
Ways to incorporate development, skills assessments and succession planning into employee performance conversations.
How to create now the company culture you want to be then.
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
Courage (noun): the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty. Author Ryan Berman has devoted the past three years interviewing many of the most courageous people and leaders on the planet. Through this experience, he learned that the companies that win share courageousness as a trait. Berman unveils how every brand can unlock courage in their people, leaders or culture. This presentation culminates with ways for the audience to take action today to transform from a Coward Brand or Stasis Brand into a Courage Brand.
After this discussion you’ll be able to:
Build a culture of empowered, courageous behavior and experimentation.
Utilize a modern day, step-by-step framework to becoming a Courage Brand.
Overcome the clarity epidemic we currently find ourselves in.
Create true conviction and healthy retention with your best people.
1. The ROI of Talent Management
You can listen to today’s webinar using your computer’s
speakers or you may dial into the teleconference.
If you would like to join the teleconference,
please dial 1.650.479.3208 and enter access code: 926 601 308 #.
You will be on hold until the seminar begins.
#TMwebinar
2. The ROI of Talent Management
Speaker: Stephan Millard
Senior HCM Strategist
SumTotal Systems
Moderator: Mike Prokopeak
Vice President, Editorial Director
Talent Management magazine
#TMwebinar
3. Tools You Can Use
• Q&A
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on your floating toolbar
in the top of your
screen.
– Type in your question in
the space at the
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– Click on “Send.”
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• Polling
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appear in the
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1. Will I receive a copy of the slides after the webinar?
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6. The ROI of Talent Management
Mike Prokopeak
Vice President, Editorial Director
Talent Management magazine
#TMwebinar
7. The ROI of Talent Management
Stephan Millard
Senior HCM Strategist
SumTotal Systems
#TMwebinar
8. Talent Management Return on
Investment (ROI)
Calculating the Cost & Benefit for Your Project
Stephan Millard
Talent Management Strategist
9. Agenda
What is ROI, Why is
it Important?
Components of ROI
Preview of Typical
Benefits of Talent
Management
Evidence on Talent
Management ROI
Page 8 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
10. Show of Hands Please!
YES!
NO!
Page 9 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
11. Agenda
What is ROI, Why is it
Important?
How to use talent
analytics to drive better
leadership assessments
How Successful
Companies Assess Their
future leaders
Quick Tips for Using
Talent Management
Technology
Page 10 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
12. What is Return on Investment (ROI)?
Return on Investment Quantifies the Qualitative
Benefits of Your Talent Management Project
Page 11 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
13. Why ROI is Important?
Provides executive management a
calculation of hard benefits on your project
It can correctly set expectations for the
project’s return
ROI evaluation can help drive higher project
prioritization by executive management
Page 12 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
14. Agenda
How Integrated
Talent Management
can power success
Components of an
ROI Study
How Successful
Companies Assess
Their future leaders
Quick Tips for Using
Talent Management
Technology
Page 13 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
15. Key Components of ROI Studies
ROI: This is the return ratio of your
project
• Divides the total expected benefit by the total
Payback Period: shows how quickly
project costs your project investment is paid back
• Always expressed as a percentage (e.g. 200%
return)
Return on
Investment Study
Net Present Value (NPV): This Yearly Calculations: This shows yearly
calculation shows the time value of cash flows that the project generates –
money for the talent management usually with a three or five year time-
project horizon
• Often used by CFO’s to rank a projects value – the
higher the number the higher priority the project is
given
Page 14 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
16. Basic Formulation of ROI Study
Enter Project Costs
• This always includes direct costs (e.g. software &
hardware)
• Also includes indirect costs (e.g. employee training)
Enter Projected Project Benefits
• Generally broken up to cost savings, productivity and
revenue benefits
• Initially these are estimates many times and are refined
Calculate ROI Outputs
• These are the factors described on the last slide (NPV,
Payback period, annualized results, etc.)
Page 15 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
17. The ROI Inputs: Project Costs
Labor or Indirect labor Software costs: Related
headcount or headcount • Calculates the systems costs:
costs: costs: license or SaaS • This cost shows the
costs of software total costs of
• Total costs of labor • This is the cost of over the life of the
in setting up and training employees hardware, hosting
project data-center, internal
administering the on the new system
talent management and any related and vendor support
system costs to this costs.
• Often broken down
to compare SaaS,
Hosted and On-
premise deployment
options
Page 16 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
18. The ROI Inputs: Project Benefits
Cost Avoidance benefits: This calculates the benefit of not having to
incur some costs as a result of the Talent Management project
• Example: Not needing to pay for maintenance or hardware associated with an
old system that is being replaced
Productivity benefits: This is the benefit of employees being able to
be more productive as a result of the Talent Management project
• Example: Cycle time for performance or compensation drops by 2X, so
employees and managers can be more productive
Revenue benefits: This is top-line revenue gained directly from
having a talent management system. These are often the most
challenging to show / attribute
• Example: Faster time-to-market for the company’s products because
employees are hired and productive quicker
Page 17 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
19. Agenda
How Integrated Talent
Management can power
success
How to use talent
analytics to drive better
leadership assessments
A Preview of Typical
Talent Management
Benefits
Quick Tips for Using
Talent Management
Technology
Page 18 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
20. Recruiting & Hiring Benefits
Reducing employee turnover
Pain Benefit Metric
• Hiring the wrong • Better selection • Reduction in
candidate can information turnover costs
mean needing to means improving (e.g. advertising,
re-hire again and quality of hire lost productivity)
incur all costs
Improved compliance with federal / state regulations
Pain Benefit Metric
• Time and money • Automated • Reduction in time
spent on manually candidate selection spent manually
managing and reporting to running reports and
compliance reports comply with costs spent on
or paying fines regulations fines
Page 19 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
21. Performance Management Benefits
Administering the performance process
Pain Benefit Metric
• Time dealing with • Improve the • Reduction in time
administering the productivity of the spent on process
performance performance
management group
process
Time spent calibrating performance ratings
Pain Benefit Metric
• Manually ensuring • Reduce time • Reduction in time
performance spent calibrating spent on
ratings are performance calibration
objectively rated ratings
Page 20 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
22. Performance Management Benefits
Manually writing performance reviews
Pain Benefit Metric
• Having managers • Reduce time • Reduced time per
and employees spent writing review, per
manually write / reviews and employee on
evaluate reviews having managers writing
write comments
Value of better goal alignment across organization
Pain Benefit Metric
• Goals are not • Improve the link • Better alignment
aligned to overall performance goals drives better
organizational and corporate business results on
objectives objectives specific corporate
objective
Page 21 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
23. Compensation Planning Benefits
Improved budget compliance
Pain Benefit Metric
• Manual • Automated • Reduced spend
compensation process ensures and time by
planning often has that manager admin. dealing
managers going cannot exceed with exceptions
over budget their budgets
Reduced Turnover of high-performers
Pain Benefit Metric
• Goals are not • Improve the link • Better alignment
aligned to overall performance goals drives better
organizational and corporate business results on
objectives objectives specific corporate
objective
Page 22 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
24. Succession Planning Benefits
Reduced management time – going from manual to automated
Pain Benefit Metric
• Manual succession • Automating the • Reduced executive
planning is a very process lets it be time, reduced
inefficient, time done year-round by administrative time
consuming process all involved and is
much more efficient
Reduced Turnover of high-performers
Pain Benefit Metric
• Higher performers • Improve • Reduced turnover
leave because they identification and among high-
do not see retention of future performers
opportunities to grow leaders with better
in the company and more timely
information
Page 23 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
25. Other ROI Factors to Understand
• This refers to how long a given benefit takes to
Ramp start to show quantified benefits
• Usually this is why year 1 many talent
management projects do not show strong results
Risk • This refers to risk of each input (cost or benefit)
coming in as expected.
• This is the percent of a given benefit that can be
Attribution “attributed” to the project
• Good to try and track the results as closely as
feasible so you have evidence
Page 24 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
26. Principles of Successful ROI on a Project
• Do not commit to ROI on every front for
all employees
Do not boil the ocean • Focus on one or two benefit areas and
on a definable audience
• While it is nice to see big numbers, they
Do not commit to an add significant risk of project failure
ROI that is too large • Too large an ROI often endangers
credibility
Negotiate attribution • It is good if benefit calculations have
up-front agreed upon attribution calculations
Discuss key ROI • Understand what ROI metrics your
finance department uses
metrics with finance
Page 25 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
27. Agenda
How Integrated Talent
Management can power
success
How to use talent
analytics to drive better
leadership assessments
How Successful
Companies Assess Their
future leaders
Evidence on Talent
Management ROI
Page 26 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
28. Human Resources Maturity Model
Level 4: Business-Integrated HR
HR strategy part of the business strategy.
HR helps to drive business decisions through people, data and insights.
Business and HR systems integrated and advanced.
Level 3: Strategic HR Department
HR aligned with business strategy.
HR functions supporting business needs.
Initiatives split between HR process improvements and talent needs.
Level 2: Fundamental HR Services
HR strategy partially or fully defined. Siloed HR functions.
Some standardized processes and policies; core services managed well.
Some automated talent systems, but little integration of data.
Level1: Compliance-Driven HR Services
No HR strategy.
Personnel function, mostly separate from business and talent needs.
Line managers perform HR activities as they see best.
Bersin & Associates, 2010
Page 27 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
29. Integrated Talent Management Direct Impact on
Business
HR’s Relationship to
Business Strategy
40%
30%
20%
10%
0%
HR is a full partner in
developing and
implementing the business
strategy
Low Market Performers
High Market Performers
Page 28 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
30. Why Integrate Talent Management?
Analyst research shows direct correlation to business performance
Bersin 2011 HR Factbook
shows organizations that
have reached maturity
(Level 4) by having
business-integrated HR
functions rather than
compliance drive (Level 1)
HR show significantly higher
performance in the following
metrics
Page 29 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
31. More Mature HCM Practice = Greater ROI
■ HBR Article in 2007
■ Effective talent
management drives
better sales & greater
stock return
■ Same correlation
shown in many articles
& studies
Maximizing Your Return on People, March 2007, Harvard Business Review
Page 30 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
32. SumTotal Strategic HCM Solution
Empowering Customers to Become Stronger Strategic Business Partners
■ Providing Actionable Insight
■ Enabling End-to-End
Integrated Business
Processes
■ Driving Productive, Pervasive
Access
■ Improving Time-to-Value and
Reducing Cost of Ownership
■ Enabling collaborative solution
development community
Page 31 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
33. Long Lasting Customer Relationships
Broader Offerings, Improved Operations, High Customer Retention
SumTotal
Worldwide Leader
in Strategic HCM
Market Share (users)
3,500+
Customers
Over 45+ Million
End-Users
Leader in SMB,
Mid-Market &
Enterprise
Solutions
Global Scalability
Page 32 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
March 5th, 2012
34. Most Advanced - Recognized as Leader by Analysts
6+ Years in the Leader’s Quadrant (Gartner CLS MQ)
“SumTotal has established itself as the market share and mind share leader …”
2+ Years Rated “Visionary” (Gartner EPM MQ)
“…well suited for global organizations … seeking best-in-class functionality”
Global Market Share Leader for Learning (Bersin 2011 LMS Systems)
“Highly configurable” … “Market leading Learning Management” … ”best-suited to
large, global organizations.”
3+ Years Rated Hot (Ventana Total Compensation)
“The top ranked supplier based on the weighted factoring of five product and two
customer assurance categories …”
4 + Years in the Leaders Section (Forrester Wave LM)
“Forrester Wave for Enterprise Learning Suites”
Leader in Every Section of Forrester Wave (2011 Forrester TM)
“...among the leaders for integrated performance & compensation solutions”
Highest Rated Overall (AMR Strategic HCM)
“...the broadest and most mature application suite in the strategic HCM specialist
space”
Page 33 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
35. Questions & Answers
Visit us at www.sumtotalsystems.com and through these
social channels:
@SumtotalSystems
http://www.linkedin.com/groups?home=&gid=45382
http://www.facebook.com/SumTotal.Systems
Page 34 - October 16, 2012 – PROPRIETARY AND CONFIDENTIAL
36. Questions and Answers
Stephan Millard
Senior HCM Strategist
SumTotal Systems
#TMwebinar
37. Join Our Next TM Webinar
Fast and Agile HR: Leveraging Talent
Management to Guide the Journey
Tuesday, November 6, 2012
•
TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for upcoming TM Webinars at
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