picking learning and talent technology to perfect your organization’s performance

Picking Learning & Talent Technology to Perfect your Organization’s Performance

David WentworthSenior Learning Analyst

Brandon Hall [email protected]

Michael RochelleChief Strategy OfficerBrandon Hall Group

[email protected]

Learning & Development

Talent Management

Leadership Development

Talent Acquisition

HR/Workforce Management

RESEARCH PRACTICES

2©2014 Brandon Hall Group, Inc.

HCM Excellence Conference 2015


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Agenda

• Planning and Alignment

• Discovery

• Technology Vendor Evaluation

• Technology Vendor Selection

• Technology Implementation

• Q&A

Phase 1: Planning and Alignment

Determine Internal Business Drivers

• Identify key business drivers

• Identify critical business and employee challenges

• Identify expectations for technology and validate the feasibility

Achieve Executive Alignment

• Gain agreement

• Gain direction

• Refocus if necessary

• Gain support

Deliver Task Force Toolkit Training

• Equip project team (HR and talent and learning leaders, executives, other Business leaders, and HRIT leaders) with a Technology Selection Toolkit

• Review process and project plan

©2014 Brandon Hall Group, Inc. 7

Poll Question #1

What is your current level of satisfaction for your learning and talent systems?

•Not satisfied

•Somewhat satisfied

•Satisfied

•Very satisfied


6%

36%

29%

16%

14%

Extremely satisfied

Satisfied

Somewhat satisfied

Not satisfied

Too early to tell

TMS Satisfaction


8%

12%

23%

23%

39%

42%

46%

54%

54%

69%

73%

Enhance mobile capabilities

Enhance social capabilities

Reduce total cost of ownership

Add social capabilities

Transition to SaaS

Consistent content repository

Add mobile capabilities

Improve administrative experience

Integration with other systems

Enhance reporting and analytics

Improve user experience

TMS SatisfactionReasons Why One-Third of Organizations want to Switch Their TMS


0%

10%

20%

30%

40%

50%

60%

70%

80%77%

69% 67% 66% 63%57%

53%47%

36%

27%

Very important/Critical

Importance of TMS Features/Factors


No strategy or plan for purchasing HR technology, trends with half or more than half of your KPI’s moving in the wrong direction.

BHG Research

Please mark the description that most closely aligns with your current approach to HR technology purchases.

We plan to consolidate our HR systems into a single integrated platform. 20%

We plan to consolidate our HR systems into 2-3 integrated platforms. 22%

We plan to continue to purchase best of breed HR technology tools and integrate when needed. 23%

We currently have not strategy or plan for how we purchase our HR technology. 35%

Current Trends in HR Integration


Phase 2: Discovery

Technology Market Overview

•Provide overview of the specific technology market for core team and HR and Learning and Talent leaders, executives and other business leaders

Determine System Requirements

•Discuss high-level user functional and technical requirements

•Survey/interview stakeholders to determine additional end user requirements

Use Case Development

•Facilitate development of use- case scenarios

•Develop functional and technical requirements based on completed use cases

•Define most critical functionality

•Define integration requirements


How do we Identify and Prioritize the Right Requirements?Key Considerations for Technology Selection

Source: Brandon Hall Group 2014

Identify Corresponding HCM Strategy Area with Organizational Objectives – For Example:• Corporate – Leadership Development• Business Unit – Talent Mobility• Department - Onboarding• Functional Area – Competency and Skills Progression• Managerial – Performance Reviews• Individual – Career Development Path

Identify Key Stakeholder Requirements and Prioritize Requirements based on HCM Strategy Area• IT• HR• Manager• Employee

Map Requirements of the Key Stakeholders to Vendor Product Features – For Example:• Leadership Development – Succession Planning module• Talent Mobility – Workforce Planning module• Onboarding – Talent Acquisition module• Competency and Skills Progression – Learning and Development module• Performance Reviews – Performance Management module• Career Development Path – Individual Development Path module


What is a Use Case?

PurposeTo document how different users will interact with the system according to

your specific needs

Types• Domain Management Scenario

• Course Setup and Scheduling Scenario

• Compliance and Safety Audit Scenario

• Certification Tracking Scenario

Components• Stakeholder identification

– Managers

– Employees

– Administrators

• Expected outcomes

• Actual outcomes

• Ranking


Use Case Scenario Development Steps

1. Make a list of all the different types of people who will interact with the system.

2. Put yourself in the role of each type of user and ask, "What do I want and need from thelearning solution?”

3. For each user type, document the use cases as a series of action-oriented steps that can be either demonstrated, discussed, or tested

4. Circulate the list to other members of the team and to representative system users. Update the use cases as needed until there is complete consensus among the group.

5. Create an evaluation form to grade the system during the demonstrations and hands-on testing.

6. Invite the vendor to demonstrate their ability to meet the needs of your defined use case.

7. Actively use the use cases as a primary part of the selection process. The use case will help you understand how the system will meet your needs and quickly expose any areas of weakness or issues.


Use Case Scenario Demo Rating

Step # User Role Use Case Step Expected Outcome Actual Outcome Rating

1. LMS Administrator Build the Safety

Briefing Sheet

learning activity

(course code,

learning activity type,

estimated length of

time to read

document, etc.

1. Manager Manually enroll and

un-enroll a single

individual as well as

manually enroll a

group of participants

and un-enroll one

individual from that

group

1. Learner Launch non-SCORM

Safety Briefing Sheet


e

Leveraging Use CasesUse Cases Drive the Rating of Providers

FullyMeets

Partially Meets

Does notMeet

Use Cases

ExpectedOutcomes

Stakeholders

Use Case 2

Use Case 1

Use Case 3

Requirements Prioritization

-E1-E2-E3

-E1-E2-E3-E4

-E1-E2-E3-E4-E5

ProviderDemo Rating

Selection Risk: Extreme Moderate LowHigh Minimal

Admin

HR

Manager

Employee

R1R2

R3

R5 R6

R7R8

R9

R4

R10

R11

R12

R2

R3

R1

R5

R6

R4

R8

R7

R9

R12R11R10


Drill Down on Use Case Rating

Use Case Knock Out Criteria Score (1-5) ExpectationLevel Met

Classroom Management (LMS)

Ability to search, register and complete a course

Ease of Navigation(Number of clicks and navigations aids)

Course Enrollment(Ability to sign up easily, manage course and instructor

availability)

2.0

3.1

Performance Reviews (TMS)

Emphasizes streamlined approach to managing, tracking and monitoring the performance review process

Tools for Managerial Assessment of Performance(Score on post training testing)

Notification of Upcoming Performance Reviews(Minimum # of assignments completed leveraging skill)

1.5

2.5

Workforce Management (HRIS)

Capability to manage multiple projects in a PMO setting with dashboard functionality

Create/ track budget for the project(% to plan broken down by project milestones)

Provide workforce scheduling for the project manager

(Track % availability of resources and mapped to individual projects)

4.3

1.9

Applicant Tracking (TA)

Proficiency in supporting internal and external job postings and managing interviewing process

Allow users to schedule screening calls and candidate interviews(Average outcome rating of screening compared to meeting goals and objectives)

Allow users to post open jobs on multiple job boards(Simultaneous access to job boards and be able to universally post to all sites at once)

2.8

3.8


Poll Question #2

At which stage of the selection process is your organization?

•Planning the selection process, but have not started

•Just started the selection process

•In the middle of the selection process

•In the home stretch


Phase 3: Technology Vendor Evaluation

Initial Vendor List

•Utilize our research to develop a list of solution providers (usually 5 -7) that meet client’s high- level technical and functional requirements and who will be invited to participate in the RFI/RFP process

Develop RFI and/or RFP

•Support the development of either an RFI, RFP -- or both -- utilizing the RFI and RFP templates from the Technology Selection Toolkit

•Client to distribute RFIs/RFPs

Shortlist and Evaluate

•Based on the RFI/RFP responses, invite 3-4 vendors to conduct on-site use-case demonstrations

•Support onsite use-case demonstrations

•Score vendor demonstrations using the demo scoring templates


What to look for in product demonstrations

Were the steps taken easy to

follow?

Did the system work the way you hoped it would?

Does the system seem modern

and up-to-date?

Were the Use Cases completed

in an efficient and effective

manner?

Were there any surprises?


Request for Information

Issuing a Request for Information (RFI)

A Request for Information (RFI) is not an obligation to demo a product.

It is simply a way to start aligning your needs and business solution to a small numberof vendors. You are asking for a high-level cut, not about what they can do, but whatthe vendors can do for you.

Remember: the point of developing the RFI and RFP is to eliminate vendors from thepool and reduce the number of potential systems down to two or three that will reallymeet your carefully described business needs.


Sample RFI

This Request for Information is to be considered company private and confidential. Please do notdiscuss or share this information with anyone other than those identified as <Insert companyname here> representatives assigned to this project.

General Information

Company Bio

Company’s top priority unique needs

List of Prioritized Requirements

Use Cases

Timeframe for decision and implementation


Sample RFIResponses to Key Requirements Format

The response to your key requirements is for the long list of solution providers you select. It’s an opportunityfor them to fill out the response form and for you to begin culling vendors from the long list to the short list:

You need to list ONLY your TOP TEN requirements. The response column should include answers using thefollowing: 1, 2 or 3 ratings:

1 = Vendor can fully meet this requirement with no customization 2 = Vendor can fully meet this requirementwith customization 3 = Vendor does not currently meet this requirement.

Comments by the solution providers can be made in the comments columns, or in reference to anydocumentation they choose to attach.

You will get a chance to include all your requirements in a later RFP. For now you want to make a high-level cutof solution providers who can really meet your most pressing business requirements:

Requirement Response Comment

1

2

3


Phase 4: Technology Vendor Selection

Final Selection

• Technology selection scorecard

• Scoring ensures that technology and functional requirements are met

• Scoring ensures that technology solution links to business drivers

Contract Negotiations

• Comparative pricing analysis using pricing/total cost of ownership tools and research

• Support negotiations and leverage additional insights using solution provider profile information and market intelligence


Technology Selection Scorecard


Contract Negotiations

• Working with the Legal department– Experienced in software agreements

– Separate out the business issues from the technical issues

– The “Walk Away Rule”

• Look and feel are important so include in contract as part of the deal going forward rather than as part of some optional expensive upgrade in the future

• Think hard about integration– Who will be responsible?

• Third Party

• Provider

• You

• Finally, think as long-term as you can (36 months)


Poll Question #3

What are your challenges in conducting the selection process? (Select all that apply)

•Identifying the right requirements

•Budget constraints

•Time constraints

•Identifying solution providers


Phase 5: Technology Implementation Recommendations

Change Management

• Plan change management efforts including:

• Communications

• Risk Mitigation

• Stakeholder Analysis

• Define a detailed implementation plan

Implementation Strategy

• Develop technology roadmap

• Establish technology governance to ensure business-driven decisions technology implementation


Change Management Model

31

Embracing continuous change

Measuring the impact of change

Stoking the fire of change

Targeting changes that drive adoption

Embracing that change is not easy

Socializing the change

Stating the reason for change

Identifying change agents

Preparing for change

2015

Map to HCM Strategy

2017

Identify Key Processes to Supported by Technology

Technology Selection

Corporate Strategy

2016

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Multi-Month Technology RoadmapA sample roadmap

Gap Analysis of Current Technology

Culture, Governance, Measurement, Change Management


Governance

Strategy What is the system architecture for the organization?

What are the leading practices for selecting a system?

What is the integration approach for systems across the technology grid?

Will the systems be best in breed or suite based?

What will be the change management considerations for replacing a system?

For adding a new system?

For upgrading a system?

Model What are the considerations for the type of governance model to be employed?

Centralized, Decentralized, Federated, Hybrid

What will be the committee structure and hierarchy?

Executive Committees, Functional Councils, Advisory Groups, Working Groups

How will the system be implemented?

Enterprise wide, phased, pilot, slow go, thin layer, business unit specific

Process How will the core HR processes be supported by the system?

How will the process be mapped to the system?

How will the system optimize the process?

Governance brings order and structure not restriction


In SummarySelecting for the Future – Not Today

5-step selection process:

• Planning and Alignment – Building the Business Case

• Discovery – Requirements Identification and Development of Use Cases

• Technology and Vendor Evaluation - Identifying Vendors, Creating and RFI/RFP and Preparing for Demonstrations

• Technology Vendor Selection - Final Vendor Selection and Contract Negotiations

• Technology Implementation – Creating a Change Management Plan and Implementation Road Map


Questions?

Webinar Attendee Takeaways


• Today’s webinar attendees will receive a special rate of $895 to register for the conference – valid thru Dec. 12, 2014, in follow-up email.

• Receive LMS Trends report in follow-up email with recording and slides.

• Have 1 hour of advisory time. Contact instructions in follow-up email.

Thank You

David WentworthSenior Learning Analyst

Brandon Hall [email protected]

Michael RochelleChief Strategy OfficerBrandon Hall Group

[email protected]

picking learning and talent technology to perfect your organization’s performance

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