a new wave in talent management: integrated performance & learning

Speaker: Claire Schooley

Senior Analyst

Forrester

Chris Tratar

Senior Director of Product Marketing

Saba

Moderator: Kellye Whitney

Managing Editor

Talent Management magazine

A New Wave in Talent Management: Integrated

Performance & Learning

#TMwebinar

#TMwebinar

Kellye Whitney

Managing Editor

Talent Management magazine

A New Wave in Talent Management: Integrated

Performance & Learning

#TMwebinar

A New Wave in Talent Management:

Integrated Performance & Learning

Claire Schooley

Senior Analyst

Forrester

Chris Tratar

Senior Director of Product Marketing

Saba

A New Wave In Talent Management: Integrated Performance & Learning

August 18, 2011

Saba Confidential | © 2011 Saba Software, Inc. All rights reserved.4

Our Presenters

Claire SchooleySenior Analyst, Forrester Group

Chris TratarSr. Director, Product Marketing, Talent

Management, Saba Software


The Value of Integrated Talent and Learning

Meaning of talent management and what data reveals

Today’s workers drive workforce trends

Vendors’ offerings reflect workforce trends

What to look for in a Integrated Performance & Learning Solution

Final thoughts and recommendations

Agenda

3 © 2011 Forrester Research, Inc. Reproduction Prohibited


Talent is at the Top of the CEO Agenda

“Growth opportunities, especially in emerging markets,

prompt changes to talent strategies.”


Links between talent and learning are more critical than ever

“With Development Driven Performance, organizations can attain 150% to 200% better productivity and business results compared to using a standard performance appraisals and pay for performance approach involving competitive assessment.”

For Individuals• Better Productivity

• Faster Development

• Better Goals Attainment

For Talent Pools• Visibility into Competencies

• Faster Development

• Faster Ability to Adapt to Change


Two Models of Performance Management








Agenda



Talent and learning must be

tightly integrated for best

results



HRM solutions footprint includes strategic and core capabilities

September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”



Forecast: Global HRM Market Growth By Product Category, 2009 To 2014




Forecast: Global HRM Market Growth By Product Category, 2009 To 2014 (Cont.)




HRM segment analysis shows strong interest




Vendors offer integrated performance and learning

Cornerstone OnDemand

Saba

SumTotalSystems

Vendors come from different heritages

Halogen

SuccessFactors

iCIMS

Silkroad

Taleo

Oracle

SAP

Learning Performance Recruiting ERP









Agenda



Gen X and Gen Y (Millennials) make up over half the workforce

Source: Bureau of Labor Statistics, 2010 (http://www.bls.gov/cps/cpsaat3.pdf)



The latest trends in talent management

The workforce continues to grow in diversity. Within three years many companies will have 50% contingent workers and 50% full time workers

Companies demand automated and consistent processes. Executives are looking for efficiencies and alignment across their global business with one HR environment

Executives want more analytics-driven HR. HR must make decisions based on data and data modeling and operate in a more data- and analytics-rich environment

Strong emphasis placed on accountability across the organization. HR is accountable for employees and their success

SaaS will account for the majority of implementations. SaaS has rapid adoption especially with the diminished impact around security issues.



The latest trends in talent management (cont.)

Mobility allows employees to work from anywhere. Smartphones, laptops, and tablets enable anywhere communication, learning, administrative work that is transforming the traditional 9 to 5 workday

Informal learning and the “new” mentoring are hot items. This new networking, partnering, and outreach has a social media focus

Strong demand continues to grow for excellent service . Customer support, service level performance, and vendor/customer team operation are critical to success



A contrast of generations impacts learning

Millennials (Gen Y) Older workers

Like to receive information quickly,

from multiple sources in real time

Used to receiving information linearly,

thinking about it, and digesting it

Like to parallel process and multitask Like to proceed step-by-step and do tasks in

order

Like to work in peer groups Like individual work

Are more learner-centered with teacher as a

guide.

Are more teacher-centered with teacher as

the “sage”

Have little tolerance for delays with IT

systems

Are happy when the technology works; show

more patience but also experience frustration

Prefer to “construct” their knowledge from

experiences

Prefer to receive instruction in a logical

sequence

Tend to be more visual learners Tend to be more text-based learners who are

careful observers

Are flexible, adaptable, and comfortable with

uncertainty in a change-driven world

Resist change but find coping strategies



Mobility and user-generated content valued by Gen Y Flexibility in work locations and hours allows remote work as well as

an emphasis on performance results rather than hours in the office.

Integrated technology makes mobility possible.

Gen Y knows technology and user-generated content is not new to them.

– Sales train sales at Stanley, Black & Decker

– Cheesecake Factory employees teach the best cheesecake plating



Collaboration and Web 2.0 create new learning scenarios (Learning 2.0)

Learning

CollaborationEnterprise Web 2.0



A learning program includes formal and informal learning approaches

Source: July 14, 2011, “Informal Learning Garners Acceptance As A Legitimate Learning Approach” Forrester report



Profiles facilitate informal discussions



The future of learning will reflect a true blend

Short online learning

modules

Communities of

of practice

Expertise

location

SearchCollaborative

groups

Multimedia and

informal learning

Mentoring

On-the-job training

Classrooms









Agenda



Forrester’s Talent Management Wave reflects the change in the marketplace

Performance LearningPerformance

&

Learning



Evaluated vendors: product information and selection criteria

May 2011 “The Forrester Wave™: Talent Management, Q2 2011



Evaluated vendors: product information and selection criteria (cont.)

May 2011 “The Forrester Wave™: Talent Management, Q2 2011



The Forrester Wave™: Talent Management: Performance, Q2 2011



Wave graphic shows many leaders in performance



The Forrester Wave™: Talent Management: Learning, Q2 2011



Vendors are more dispersed in Wave graphic for learning



The Forrester Wave™: Talent Management: Performance And Learning, Q2 2011



Wave graphic shows strong performers and leaders



Challenges in achieving desired business results

Watch out for application integration and data access issues. The greatest challenges are:– Application integration

– Employee data access

Expect good vendor support– Most vendors have good technical skills in implementation phase

– Most vendors understand organization’s overall business needs

Expect solid business results, but not without a few bumps along the way– Ease of use of applications still a hurdle for vendors

– Intuitive interfaces with graphical interface that require little or no training continues to be a challenge



Challenges exist in implementing talent management applications

July 2011 “Talent Management Customers Show Solid Business Results And A Preference For SaaS”









Agenda



Top 5 Things to Look for in a Technology Solution

People Profile

Performance Reviews

Goals

Compensation

Succession

Workforce Planning

Learning

Online Collaboration

Enterprise Social

Networking

1. Profile & Competency

Level Unification

2. Single, Business Centric

View

3. Social Networking &

Feedback Capabilities

4. Ability to Assign Formal

and Informal Learning

from Goals and Coaching

5. Real-Time, Actionable

Development Plan


Single Business Centric View


Social Networking & Feedback Capabilities


Ability to Assign Formal/Informal Development


Linked with a real time Development Plan








Agenda



Final thoughts

As the job market tries to recover, workforce stability will depend on growth opportunities, development support, and compensation offerings.

Social networking will become a key resource for collaboration and learning.

Leaders will empower employees to innovate.

Performance and learning will be more closely aligned with the business, focusing on results rather than skills and competencies.

HR must articulate the business value of managing talent effectively within a social media environment.

The workforce is changing and the way we do business is changing. Watch for these workforce changes:



To Learn More About the Connection Between Performance and Learning…

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Q & A

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