embracing technology to help attract, develop and retain talent, mike fadel

Embracing Technology to HelpAttract, Develop & Retain Talent

Mike FadelPrincipal Sales Consultant - HCM

Sourcing &Retaining

Talent

RegulatoryCompliance GLOBALIZATIONGLOBALIZATION

WorkforceVisibility

Growth,Productivity& Profit

OrganizationalStructure

HR Support

Culture &Diversity

WorkforceMobility

Economy

HR Challenges Today Are Broad and Diverse

Communications

Tough Questions from the CEO• Where are there skill gaps in our organization?• How are we going to replace retirees in “n years”?• How can we more effectively leverage our existing

talent?• What can we do to effectively boost employee

morale?• How does our compensation compare with other

industries?• What kind of recruitment programs lead to hiring

the right employees?• How well are employee goals aligned with

organizational objectives?• How do our talent initiatives impact the

organization’s key performance indicators?• What kinds of employees will lead to better

customer satisfaction or sales results?

• Do we have a workforce plan tocommunicate financial consequences oftalent decisions on our business?• Turnover? How much is it costing incustomers? In productivity? In innovation? Inquality?

Why Talent Matters: Value and Money

Metric Value MeasurementValue of Top Performers Two, three times even 12 times the performance of

average employees (Ulrich and Smallwood)

Cost of Losing Talent 1 ½ times burdened salary (Various sources)

Cost of Poor Hire $300K average impact in knowledge-economy firm(Sullivan)

Impact of “bad fit” executive hires 40% fail within the first 18 months (Charan)

Cost per Day $7000 average per day for operating without a keyplayer (Sullivan)

A typical organization with 10,000 employees

And revenue of $2.0B per year, results in potential benefits of

Avoid staff replacement costs $4.5M over a 5 year period

Improved HR staff productivity $3.0M over a 5 year period

Reduced training travel, facility, andinstructor costs $7.0M over a 5 year period

Reduced print/copy/mail fees $0.3M over a 5 year period

Resulting in savings of $14.8M with Learning & Performance

Engage and Develop the Workforce

• Engage workers and reduce turnover by 10%

• Reduce training facility, travel & instructorcosts by 15-30%

• Reduce related Print, Copy and Mailing feesby 33%

Source: CedarCrestone (available at www.cedarcrestone.com/research)

Companies using Learning &Performance systems can

reduce admin support by 30%,improve overall productivity,

and cut a wide variety of costs-- CedarCrestone

Quantitative Results Achievedfrom Workforce Technologies -- Worldwide

Category Results ApplicationsHeadcount 4% average reduction Self service

Service center

ROI 3 to 4 years21 months29 months

HRMSEmployee self serviceManager self service

Transaction time 32% average reduction Compensation managementRecruiting solution

Performance management

Cycle time 62% average reduction Open enrollmentCompensation managementPerformance management

Time to hire 40% average reduction Recruiting solution

Service center inquiries 26% reduction Self serviceService center

Source: CedarCrestone 2007/2008 HR Systems Survey

Savings from Process Innovation & Automation

Source: CedarCrestone ROI Studies

PROFILES

Cost Savings With Integrated ApplicationsPoint Solutions – Direct Costs

• Initial Cost of Data Integration& Application Product Interface

• Maintaining Data Integration &Application Product Interface

• Common Security Model• Additional HR Helpdesk &

User Training• Internal HRIT Labor Costs

Supporting Integration andReporting

• Initial Cost of SoftwareLicense, and ongoing VendorMaintenance and SupportCosts

Talent PrioritiesExecutives Place Importance Across the Gamut of Talent

Source: IDC's Survey of HR Executives, March 2013

How Can Technology Help?

Talent Acquisition• Internal mobility and stretch assignments• Find the best external candidates• Social sourcing

Learning Management • Create in-context development plans / Specialized curricula• Re-skill top people for new opportunities

Performance & Goal Management

• Talent Profile with skill and competency tracking• Historical performance and potential ratings• Assess performance and course correct• Align Talent to Business needs

Talent Review & Succession Mgmt• High potential pools• Consistent tracking of internal and external talent

Compensation Management • Easily differentiate pay for top talent• Instant tie to performance management

EMPLOYEE ENGAGEMENT

Talent Engagement

SimpleSocialMobileInsight

Trends Driving the Future of HCM

• Comprehensive HCM and Talent Management• Cloud and Mobile Delivery

ACCELERATE HCM• Social HCM• Real-Time Insight• Predictive Analytics

SELF-ENABLED

Empower users to easily andconveniently serve themselves

SOCIAL

Integrated social networkingcapabilities with anytime, anywhere

access

PERSONALIZED

Offer a personalized & relevantexperience across the enterprise

Social Media and Mobility: Game Changers

Access on any device

The Power of Social NetworksOrganizational

Chart

Source: Adapted from The Hidden Power of Social Networks, Robert Cross & Andrew Parker, 2004

Senior VPJones

ExplorationWilliams

Cohen

Smith

Hughes

Cole

Hussain

Kelly

DrillingTaylor

Sen

Moore

Miller

ProductionGupta

Shapiro

Rodriguez

Bell

Rodriguez

“How Work Gets Done”Network

Cole Jones

Shapiro Paine

Stock

Cohen

KellyWilliams

Andrews

Hussain

Sen

BellMoore

Miller

Leverage Social- Enabled HR Processes

Social TalentAnalysis &

Development

Social TalentAcquisition

SocialPerformanceManagement

Social Learning& Skill

Development

Drive innovationthroughcollaboration inan open andtransparent way

Connect withworkers andexpand workrelationships

Give kudos topeers and followtheir professionalprogress

Find jobcandidates andcareeropportunities

Find expertiseand shareknowledge to bemore productive

Engage Workers with Social Technology

Social Software Benefits

The rise of the networked enterprise: Web 2.0 finds its payday, McKinsey Quarterly

Intelligence =Talent Insight

Mountains of Data but Little Insight Personal

– Financial (earnings or benefits compared with others or comparedwith benchmarks)

– Prejudice (age, ethnic, gender, disability)

– Life events (marriage, death of employee or close relative,pregnancy of employee of partner, birth of dependent, housemove, divorce, ill health, surgery)

– Performance (drastic improvement or otherwise)

– Not valued

– Amount of time in previous jobs both in this enterprise and others

– Training issue

– Length of service

– Personal growth (ambition)

– Skill or competency (lack of or over skilled for the job)

– Under or over achieving

– Stock price (personal holding)

– Time (travel, normal hours, overtime)

– Promotion rate (past, future prospects)

– Too long in a particular job, position, grade, organization, etc

– Workload (too heavy, too light)

– Absence record

– Work permit issues

– Expectations (too many being placed on employee, expectationsnot met, employee not meeting expectations)

– End of contract

– Issue with suppliers or customers

– Enterprise originated assignment to another physical location orto another organization

– Criminal offence or imprisonment

– Retirement

– Boredom or lack of challenge

Interpersonal

– Issue with supervisor (competency, confidence in employee,involvement with employee, …)

– Issue with peer

– Issue with subordinate

– Disciplinary action or proceedings

– Enterprise

– Ethos, culture or vision issues

– Stability (financial)

– Redundancy record

– Safety record (e.g. engineering)

– Attitude to time keeping, dress, home working

– Attitude to employee well being

Financial

– Business condition (industry competition)

– Restructuring or merger

– Redundancy (workforce is greater than the demand in terms ofbudgeted workforce of that required by projects)

Barriers to Adoption ofWorkforce Analytics

22%

19%

15%

15%

11%

7%

7% 4%

Lack of understanding of HRmeasurementOrganizational "silos" which blockeffective data sharingLack of tool and technology

Lack of meaningful metrics

Unavailability of financial andoperational performance dataUnavailability of workforce data

Poor data quality

Lack of executive championshipSource: HCM Strategy Council Survey 2007

How do you know if...

Your people are at risk toleave? A worker will perform as

expected? You have the right skills for

your team? A worker is underpaid?

Who Do I Have? What Do I Need…

Unified mobileexperience on tablets

and phones

Access Information Anytime, Anywhere

26

Meet John, Line of Business Manager

“I manage a lot of people and am asked tomake a lot of decisions.

But I don’t know if my day to day decisionsare right – let alone what will happen withmy employees tomorrow.”

27

Why Is John Struggling?

Has no insight

Deals with growingworkforce

Faces attrition

Cannot take actions

Why Is John Frustrated ?

Meet Sarah – Compensation Manager

“I’m in the middle of developing next year’scomp plan and I just can’t get theinformation I need.

If I had the right kind of data, I could besure my plan was in line with our overallbusiness goals.”

Meet Dawn, Compensation Manager

Comp Responsibility

No insight intobusiness goals

Missing useful data

Information inmultiple systems

Why Is Sarah Frustrated ?

Meet Robert – HR Systems Manager

“I’m getting complaints because worktakes so long to do with our HRsystem.

I need to be innovative to stay in linewith the business and keep everyoneengaged, but IT just isn’t able to help.”

Unhappy users

IT resourcestoo limited

Can’t innovate

Integration expensesrunning high

Why Is Robert Frustrated ?

SaaS is Hot

1. Improved User Experience2. Best Practice Functionality3. Reduced need for Internal Infrastructure4. Faster time to Implement and Value5. Reduced TCO6. Predictable ongoing Costs

Reasons for moving:

Source: CedarCrestone 2012–2013 HR Systems Survey

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