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Talent Management in a New Business Economy is published by Ramco. Editorial supplied by Ramco is independent of Gartner analysis. All Gartner research is 2013 by Gartner, Inc. All rights reserved. All Gartne
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2From the Gartner Files:Meeting the Information Needs of theChief Talent Officer in 2023
7
Talent Management in a New BusinessEconomy
11
About Ramco
From the Gartner Files:
Meeting the Information Needs ofthe Chief Talent Officer in 2023
Competitive businesses will pivot on finding talent and expertisewhenever and wherever they need. To get there, chief talent officer
will have to master information about global expertise, institutiona
numeracy and analytics, and quantify the value of talent.
Impacts:
By 2023, the quest for growth in developing and emerging mar
will be met by information ecosystems that dynamically track
global talent, expertise, qualifications and demographics.
With service sectors dominating world GDP by 2023, competitive
advantage will move toward people, creating a platform for
talent science experts to apply advanced workforce analytics to
outperform others.
By 2023, the growing appetite for transparency of business
information will require chief talent officers to report publicly on
value of talent to investors and boards.
Recommendations:
Build information pipelines about global work, labor, credential
demographics and skillsoutside and inside the enterprise or
project.
Gain fluency in analytic tools, social network analysis and
information aggregation toolsthat reflect global ecosystems of
expertise.
Master statistical know-how.Evidence-based decisions will be
fueled by numerical fluency (i.e., numeracy) and analytics, not b
instinct and anecdotes.
Work with finance leaders and industry consortia to develop a
common language and a common set of data to describe and
plan for human capital reporting measures.
Connect talent and expertise to business outcomes and scenar
making explicit the risk and impact of abundance or scarcity of
crucial know-how.
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Analysis:
HR Director Recedes, Chief TalentOfficer EmergesThe metamorphosis of HR will be complete
by 2023. The Human Age, a phrase
borrowed from Manpower, will take hold.
Traditional operational and tactical activities
will peel away, surrendered to business
process outsourcing (BPO) providers and
software as a service (SaaS ) providers. In
their place will be a chief talent office that
keeps a laser-sharp focus on the enterprise
capability to locate, attract, engage andrefresh talented people and qualified
experts.
The perennial ambitions of chief executives
growth, new markets, competi tive
advantage and business transformation
will make talent the prime source of
competitive differentiation and leadership
in 2023. Chief talent executives will eye
macro trends, such as global population,
energy constraints and human mobility,
and will develop scenarios around the hot
spots in jobs, work and markets (see Note
1). Moreover, the economics of talent and
the supply-demand equation underpinning
those economics concepts described
as talentomics by Lance Jensen Richards
together will propel businesses toward
competitive advantage.
Chief talent officers will use an array of
information, competencies and tools to
orchestrate the acquisition of talent and
expertise across boundaries, borders
and communities. They will capitalize on
information that affords insight into regional
expertise, competencies, guild-equivalents,education levels and balance of high skills
and low skills. They will aggressively use
social and extended networks to locate
ingenious people some of whom will be
enhanced cognitively and physically to
satisfy challenging problems, with many
of those people located outside traditional
employment arrangements. Steadily, talentofficers will create a comprehensive picture
of all people and all expertise feeding their
business strategies, not just employees, and
they will lean heavily on tools and analytics
that will add rigor and predictability to their
pursuit of expertise and their development of
talented people.
Talent what it means, what it represents,
who possesses it, where it is found will be
quantified, classified and stratified based on
the capacity to generate future value and on
crucial expertise. Information, tools and skillsall will vary (see Figure 1).
By 2023, leading-edge talent leaders
will make people their competitive
advantage, and they will do so in large
part by scouring the worlds economic
clusters and communities of expertise
for information about people who can
contribute ideas, knowledge, experience
and time to a dynamic portfolio of
problems, projects, initiatives and
work assignments. They will use tools
to locate people information across
systems, communities and ecosystems,
assembling the information into
meaningful profiles that comply with
privacy regulations.
By 2023. talent leaders will require a
rich dataset about employees, external
experts, contractors and broader labor
market patterns. Rather than use only
structured data found in businesssystems, they will derive and infer
data about employees and experts
from internal and external sources. For
instance, instead of searching a skills
database for someone who has strong
sales closing skills, talent executives will
derive the information they need from
closing rates in the CRM tool.
Source: Gartner (November 2012)
FIGURE 1
Impacts and Top Recommendations for the 2023 Information Needs of Chief Talent Officers
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innovation and employment. Youngerprofessionals, many in their 20s and 30s,
will find expanding opportunities among
companies headquartered in advancing
markets and recruiting from developed
countries. Students, too, will move
around. The UNESCO Institute for Statistics
suggests that about 8 million students
will study outside their home countries by
2020, compared with 3.4 million in 2009,
and growth will continue. International
exposure, cross-border assignments and
geographically distributed projects will
become crucial rungs in development andemployment.
Recommendations
Build information pipelines about global
expertise ecosystems along key threads:
Regional centers of gravity for
expertise, economic clusters and
startups
Alternative qualifications beyond
traditional degrees
New sources of expertise and talentoutside traditional employment
models
Growth and decline of skill sets and
qualification levels globally
Demographic and population growth
and decline
Gain fluency in networks of expertise:
Social and community tools that
unlock peer-to-peer ecosystems of
experts, guilds, communities and
SWAT teams
Workforce analyt ic tools to craft what-
if scenarios about demand, supply
and risk in wider and wider circles,
from internal expertise to global
economic clusters
Global talent information as a
service from software vendors and
BPO providers
By 2023, a robust grip on numbers andstatistics will be crucial for talent leaders,
who will need to be as adept at digesting
numbers as finance and marketing
executives. Talent science, the business
capability of using detailed data analysis to
drive human capital management (HCM)
decision making, will create a logical
connection between decisions about
people and strategic business outcomes,
and it will represent a key skill set for talent
executives and other business leaders in
the 2020s.
Impacts and Recommendations:
By 2023, the quest for growth indeveloping and emerging marketswill be met by informationecosystems that dynamically
track global talent, expertise andqualificationsThe quest for talent will be global by 2023.
Human mobility, technology ubiquity, the
relocation of capital and worldwide population
nearing 8 billion people nearly all of that
population growth occurring in emerging anddeveloping markets will spur business
growth in emerging and developing areas
of the world and seal the future of talent
acquisition experts (see Note 2).
Expertise orchestrators will investigate,
locate, link and connect people through vast
expertise networks. Work will move toward
global teams, with modular components
and handoff points that suit both project-
based work and continuous services. Talent
executives will locate and pursue people
who possess alternate qualifications, not just
traditional degrees: Candidates will get their
education through nonaccredited programs
and through global online training from
established and new universities. Moreover,
many talent executives will pursue people who
have attained high status in community-based
leader board rating systems.
People, work and ideas will flow steadily
across borders to take advantage of R&D,
With service sectors dominatingworld GDP by 2023, competitiveadvantage will move towardpeople, creating a platform for
talent science experts to applyadvanced workforce analytics tooutperform othersSenior executives have been frustrated by
inability to put a value on their investment
in human capital. According to research, j
25% of organizations measure the return
investment of human capital programs, a
more than 75% measure effectiveness baon employee satisfaction. The tension can
summed up in two points: Senior executiv
need evidence to assess the value of hum
capital and investments therein. Chief tale
officers need data, not anecdotes, to prov
the value of those investments.
The relationship between businesses and
the people they employ will be the last
frontier for analytics. Enter talent science,
possibly the most sought after skill in seni
management. Simply put, talent science
is a business capability that uses detaileddata analysis to drive decisions in human
capital management (HCM). It calls for an
it creates a logical connection between
strategic business outcomes and decision
about people. It is not about the tools
and technologies used to run analytical
processes. Rather, talent science reflects
a mindset and a strategic commitment to
position data as the cornerstone for decis
making.
The adoption of talent science as a strateg
business capability will be slow, predicate
on the talent profession grasping the pow
of data-driven decision making and shiftin
away from its traditional gut-feel approac
Talent executives who understand the
strengths and weakness of people both
inside and outside the organization in a
rational way will have a greater impact
on what differentiates their business than
arguably any other management function
and talent executives who develop robust
analytics and measurement models will
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dramatically outperform those who donot. Notably, the analytics component of
talent science cannot be undervalued:
Talent executives will use analytics to figure
out the sweet spot for interviews, the best
mix of personalities for teams and the
psychographic profile of the top performers.
Recommendations
Master statistical know-how. Evidence-
based decisions are fueled by numerical
fluency (i.e., numeracy) and analytics, not
by HR instinct and anecdotes.
Launch programs to ensure that
scenarios and analytics are based
on quality data, and create accurate
inventories of skills, competencies and
externally sourced expertise.
Focus what if scenarios on key
job families that shape competitive
advantage or mission achievement.
Shortages of qualified talent for those
jobs will be pain points that will get
business attention and thus will garner
business support.
Adopt consistent definitions for workforce
terms. Mismatched definitions of a
seemingly simple word (e.g., employee)
can quash the credibility of findings
based on analytics processes and can
dilute the power of external benchmarks.
By 2023, the growing appetitefor transparency of businessinformation will require chief talentofficers to report publicly on the
value of talent to investors andboardsAs agriculture and industrial industries give
way to service and information industries,
the shareholder value of enterprises will
be undeniably wrapped up in the value
of people and in the ROI of the intellectualcapital and expertise they represent.
PwC surveyed CEOs around the world in
2012, asking about the quality of the talent
information they receive. While four out of 10
CEOs reported that they get comprehensive
information on labor, only one in 10 received
comprehensive information about return
on investment in human capital (see www.
pwc.com/gx/en/ceo-survey/key-findings/
hr-talent-strategies.jhtml ). The weighting
will switch around, and the balance will
lean away from people as input into cost
and toward the value of the contribution oftalented people (e.g., revenue and profit
growth). Venture capitalists will routinely
mine future LinkedIns to understand the flow
of key players and R&D leaders between
companies, and sales leaders who can
detect the movement of experienced
salespeople between companies will be able
to adjust behaviors in time to increase the
next quarters revenue.
Gartners research reveals that outbound
transparency material facts of an
enterprise made available in a timely, and
preferably reusable, manner has clear
benefits. It engages stakeholders, helps
people make sound decisions quickly,
and helps businesses respond to crises
by defining the issues and educating
stakeholders. Chief talent officers should think
about stakeholders as employees, talented
experts, candidates and loosely federated
contributors who apply their ideas, energy
and commitment to the business.
Attempts to establish comprehensive
human capital measures have met little
success in the past (see Note 3), but thepressure to provide people-related insight,
information and demonstrable contribution
for investors and executives will climb through
2023. Investors will demand transparent
and standardized data on a variety of
human capital measures, including thevalue of crucial knowledge and skills,
key position bench-strength and return
on training, and development spending.
Just as organizations seek to comply with
sustainability reporting demands, within
10 years, governments and investors will
expect a clear and data-driven view of an
organizations workforce. Talent executives
and finance leaders will together develop a
common language and a common dataset
to describe and report on people, and the
messiness and degree of difficulty will test
the mettle of even the most competitiveexecutives.
Recommendations
Work with finance leaders to plan for
human capital reporting measures. As
with sustainability, those ahead of the
curve will gain a competitive edge.
Connect the abundance or scarcity
of talent and expertise to business
outcomes and scenarios, making the risk
and impact explicit.
Examine the nascent models for human
capital reporting, and test them out on
your organization.
Capture the comparative performance
value of individuals and teams, looking
for multipliers that can increase investor
value and justify higher compensation
when required.
Segment knowledge, competencies and
expertise using various classification
schemes (for example, innovation,execution and efficiency, or transform,
grow and run). Segmentation connects
people to outcomes, value and focus of
business priorities.
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Evidence
Gartner 2012 CEO survey
PwC CEO survey 2012
IBM CHRO survey 2010
Note 1Job Assertions for 2023
Gartners analysis of jobs in the next decade
explored the intersection of macro trends,
economic patterns, industry sectors, society
and technology and led to seven coreassertions around the sweet spots of jobs
in the 2020s. The assertions, first appearing
in Maverick* Research: Jobs 2021, will hold
true into the next decade and beyond.
Population growth and longevity will spur
innovation in healthcare and medicine.
The quest for alternative sources of
energy and water will occupy nations for
decades.
Digitally intense businesses will dominate
the quest for talent.
Advantage will go to businesses that
operate and adapt at the speed of
information.
Crisis, regulation and security will be
employment annuities.
Talented people, many young, will seek
opportunities in emerging markets.
Contextual layering will be the
watchwords of professional development.
Note 2A Plausible Scenario for Talent Executives
in 2023
Its September 2023. You are launching a
meeting with your far-flung team, all of you
talent orchestrators. You locate expertise
globally, reach out to individuals or clusters
of experts, and harness peoples collective
brainpower. From your high-rise home
office in Boston, you look upon multiple
holographic screens as your team members
in Sao Paulo, Singapore, Dubai, Cape Town
and Shanghai join the call, some using
avatars and language translation software.
The assignment is to find and assemble
a SWAT team of independent scientists,
mechanical engineers, software designers
and marine science experts. You have used
some experts before, some experts will
vouch for others you do not know, others
experts will surface through bots, and still
others will surface through leader boards.
You have 24 hours to find experts who can
quickly brainstorm scenarios to unstick a
wind turbine-farm project being built in the
South China Sea. The projects success and in no small way, your teams success
depends on locating and assembling a
team of multidisciplined experts with records
of success. They must develop scenarios
quickly, communicate through open forums
and negotiate with virtual peers to determine
which scenario will be feasible. You are
the talent experts: If you fail to find and
orchestrate the experts in time for them to
develop the scenarios, the project will lose its
crucial window of action and your reputation
as talent orchestrators will be blown.
Note 3
Getting Closer to Measuring the Impact
People
Credible and logical ways to connect peo
to financial performance are few, but som
efforts seem to close the gap between wi
thinking and measures. In 2009, about
150 German corporations and researcher
developed a set of indices that showed th
more than 40% of a companys financial
success can be directly tied to the success
management of human capital. Regrettab
countervailing lobbying activities derailedthe plan to turn those measures into forma
reporting requirements (see Human Cap
Financial Reports Tim Giehll, p. 45, Sham
Rose Publications, October 2011). More
than a decade ago, the U.K. came close to
implementing significant reform to financi
reporting, the Operating and Financial
Review. This went further than other repor
regulations in stipulating the disclosure of
information outside the traditional financia
oriented content of annual reports, such a
information about the companys policies
environmental matters, employees and soissues. It also required the use of non-fina
key performance indicators (KPIs). Howev
was scrapped prior to its introduction in 20
Source: Gartner RAS Core Research Note G002
D. Morello, T. Otter, 12 Novembe
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Talent Management in aNew Business Economy
Foreword
Every business has a different basis, a
different mode of functioning and a different
market, but eventually success boils down
to how well you service the customers and
how satisfied they are with your service. As a
key decision-maker and stakeholder in your
business, how do you ensure this happens?
Your business relies on its people, and it is
this understanding that has been driving
Talent Management. Key questions that
companies will have to answer include:
How do you engage your employees and
involve them in your business?
How do you set the expectations for their
performance and bridge the gaps therein?
When the need arises, how do you recruit
the right talent from outside and groom
them to fit in and grow with your business?
If these questions have been leaving you
perplexed, you are not alone! Scores of
CEOs and HR Managers are grappling withthe very same questions! This newsletter
addresses how, armed with the right tools
and methodologies, you can transform a
seemingly subjective and undefined task into
a scientific and systematic process, ensuring
that your talent is optimized.
Ramcos solutions are centered around
the philosophy that any business can
be enhanced phenomenally by making
transactions easier for the employee. When
regular everyday tasks become easier,
there is less stress and more satisfactionin what is done. Ramco helps customers
achieve this scenario by tapping into trends
like engagement modeling, gamification,
mobility, usability and social media.
Talent Management made easy!
The emerging recruitment trend is to engage
with potential candidates through social
media and other platforms, even before a
direct communication begins. An integrated
Cloud-based HCM can greatly simplify this
process.
Talent acquisition is one of the mostimportant activities of Human Capital
Management (HCM), as it fills crucial gaps
in the value chain. Over time, it has evolved
from straightforward sourcing and evaluation
of resumes to a more dynamic, interactive
and transparent process that is influenced
greatly by the public image of the company.
In reality, Talent Management is a complex
and sensitive department, as it handles
subjective, emotion-filled resources, rather
than static and predictable ones. However,
the right HCM and Talent Management
solution can smoothly integrate all the
necessary functions for engaging potentialcandidates, recruiting and inducting them
for particular roles, assessing employees
and rewarding good performers, ensuring
knowledge top-ups to keep up with fast
moving trends, and keeping the employees
constantly involved with the business,
besides managing logistical processes for
payroll, expense claims, etc.
How does Ramco HCM address this?
With Ramco HCM,
the complete process
from hire requisitionto induction has been
carefully designed to
make it simple, user-
friendly and intuitive.
Here is how easy it is for
somebody, say a CEO, to
send a hire request to the
HR department.
Once the requestor ends a request, it is
added as an alert to the to do list of the
HR person, who in turn, can quickly raisethe vacancy request and post into various
sources including job sites, career websites
and internal notice boards! All of this can
be done easily using an uber-cool user
interface (UI) .
A requestor can also raise the request on
his/her mobile phone from anywhere and
anytime, making it even simpler. Not only
this, typical and often used processes such
as Leave, Timesheet and Expense Claims
Management have been made available
on Android Smartphones and even iPhones
and iPads, making access extremely easy
and effective.
What is more, with innate mobility, Ramco
HCM enables the HR Manager to handlehire requests even when on the move.
In todays work culture, there is a lot of HR
related pressure. For instance, HR teams
are under pressure to onboard employees
and make them deployable, the Manager
is under pressure to improve utilization and
productivity, and the employee is under
pressure to strike work-life balance. Added
to the above is a growing incidence of
having a mobile and globally distributed
workforce.
In such a scenario, the average employee
cuts across multiple HR processes like
managing leaves, expense claims and
training, filing timesheets, accessing
pay slips or salary details or managing
information critical to availing and receiving
timely and accurate benefit programs.
Moreover, most processes have built in work
flows that require approvals at different
stages.
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However, when HR or line managers areconstantly on the move themselves, catering
to the employees needs can become
extremely difficult. Any help offered by the
HR to facilitate these processes go a long
way in keeping the employee engaged and
motivated.
This is where the availability of anywhere
anytime systems are increasingly becoming
a prerequisite rather than a luxury. For an HR
line manager, who spends hours in airports
and meetings, such a system proves to be
extremely convenient.
Managers can approve requests while on
the move, reducing the turnaround and
process cycle-time tremendously and
making the entire process hassle free for
employees. However, there are times when
the Manager may want to look at more
information before approving/rejecting a
request. This is addressed through Ramcos
WorkSpaces.
WorkSpaces blend useful analytics relevant
to the context, along with the transaction
screen, to enable extremely effective
decision making. While most vendors
consider UI merely from a functional ity
perspective, Ramcos engineers consider it a
mode of enhancing the users experience.
Ramco HCM also allows approval of
requests through a single reply to the email
alert sent to users. All you need to do is reply
with OK/ Approve/Accept to approve the
request or for that matter No/ Reject/ Cancel
to reject the request!
Social Media and Hiring
One of the great aspects of a new age
HCM solution is that it enables integration
of various platforms, including social
networking sites. Integrating Social
Networking sites into the traditional
recruitment process is important not only
from the perspective of reaching out to
potential candidates, but also to build
relationships and communities that enhance
the candidates experience and provide
a window into your companys culture. It
can also provide hiring managers with
unparalleled insight into future employees
work and life.
LinkedIn, Twitter and Facebook are currently
the most influential social media channels.
Social Networking enhances the recruitment
process as it allows interaction with potential
candidates instead of merely accessing their
CVs. For example, it can be used to alert
prospective candidates about vacancies
and build a relationship with them, even
before they have decided to apply for jobs.
By interacting through the relevant channels,
you can ensure that you have top of mind
recall with potential candidates.
For instance, one of Ramcos HCM customers
in the Hospitality industry, running a chain
of luxury hotels, leveraged Ramco HCM to
automate their hiring process. The use of
social tools and integration of job sites into
the corporate career portal was executed
in a planned manner, keeping in mind the
positioning of the brand and the cadre of
candidates expected. With Facebook and
Twitter, they have been able to build arelationship with prospective candidates
even before bringing them on board.
Other Employee Self Service processes
Talent Management is
also about making su
employees time is pu
productive use. Time-
recording and Timesh
data provide useful
insights on utilization a
alignment to business
goals. However, it is aone of the more coerc
processes in a few organizations and diffi
to implement.
A new age HCM suite addresses this by
making this and similar other processes
extremely usable. In Ramco HCM, time
recording systems can be accessed from
iPads and mobile devices. So employees
fill up their timesheets from anywhere.
Designed like a calendar, the timesheet
allows most of the tasks to be performed
with a single click. Moreover, the system
smartly fills up most details, such as the
employees projects and tasks, so that verless time is spent in accounting for time.
The Manager too gets his team members
timesheets approved and consolidated
while on the move. The new system help
him identify compliance and exceptions
clearly.
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Story of Andrea: Managing a multi-levelAppraisal process
With cross-functional teams becoming
more popular by the day, flexibility becomes
vital. Imagine a Product Manager, Andrea,
who designs insightful analytics for her
customers across different industries. The
work is multifaceted collecting market
requirements, working with her design team,
presenting to customers, helping the sales
team close deals, training and working with
partners, and so on.
A Talent Management process which is
manual and straight-jacketed would require
her to collect feedback from different people
through emails and record them herself in
the appraisal form. This would make the
entire feedback process long winded and
tedious.
However, a contemporary HCM solution
like Ramco HCM has been designed to
make work easier for people like Andrea.
The Product Manager in this example
could choose different appraisers for
different performance goals, as she finds
appropriate. Somebody from Sales or any
other function, can directly rate Andrea for
sales support in her appraisal document.
The supervisor would get to see the
consolidated ratings from all of Andreas
appraisers. The supervisor too can assess
Andreas potential. With this system in place,
the performance vs. potential rating would
give the Manager a clear picture of the teamstop players.
From an HR Managers perspective, theperformance management process is not a
standalone process; it is just a means to find
her organizations top talents.The HR Manager
would be able to correlate insights on relative
performance, career progression and
performance over time, and score Andrea on
behavioral competencies so as to build a more
robust talent management strategy.
Andrea, with her consistent top-order
performance, unstinted talent in designing
market-focused products and her uncanny
ability to foresee market demand, would
be one of the star employees that the
organization would guard fiercely.
Engaging Talent
Cutting out ambiguity, improving employee
confidence, and enhancing customer
satisfaction.
Each role in the organization, whether it
serves an internal or external customer,
must be designed to demonstrate
excellence in business conduct. In
unambiguous, executable terms,
organizations must communicate the
behavioral expectations to employees.
A good behavior modeling tool can
clearly point out what are the desiredcharacteristics for a role, what is the desired
sequence of actions for an engagement,
and so on.
When business conduct is defined and
followed in such a way, it leads to consistent
behavior by employees and strong
business image among customers. It
makes it easier for employees to go about
interactionsthey do not have to think
about routine aspects and can focus on
special requirements of the customer, if any.
They can also assess their own performanceon a regular basis and try to tune-up to the
defined business conduct. In general, there
is greater clarity and guidance about their
role, and increased confidence.
Things are also much simpler for decision-
makers and managers. They can work on
picking the right talent based on well-
defined expectations, groom them to match
the required business conduct, constantly
assess their performance, identify and
bridge gaps between what is desired
of every interaction and what actuallyhappens, as well as recognize and reward
employees for meeting and exceeding
expectations.
Hence, it is clear that modeling the
desired business conduct makes Talent
Management much more objective
making life happier for you and your
employees.
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How can your HCM solution help in behavior
modeling?
Take every interaction, and try to model it
as closely as possible from the employees
perspective. One of Ramcos clients in
the fashion retail sector, for instance,
sets business conduct standards based
on recommendations from their product
principals. Their stores carry many different
brands of clothing, each of which lends a
distinct identity to the wearer. Some brands
are smart-casual, some bold, and others are
considered more formal.
When customers walk into the store, store
personnel (employees) must greet them.
Store personnel are first required to discover
the intent of the customer not in an
interrogative style, but by engaging them
slowly and allowing them to open up about
what they are looking for. The attributes
employed to solicit open responses from
customers begins with the employees being
well-groomed, friendly in demeanor, and
lending an attentive ear before pushing a
product.
Ramcos HCM, for example, allows these
behaviors to be listed and described for
groups of employees. The context-aware
solution immediately recognizes users
when they log in as managers, consultants,
employees, and so on. Depending on
the role they play (as reviewer, recruiter,
employee, manager, etc.), the appropriate
checklists or appraisal screens are
displayed. When your IT solution knows you,
it becomes much easier to interact with it.
Appropriate measurement systems and
appraisals help ensure that employees who
follow the drill successfully are identified
and rewarded. Ramcos HCM, apart from
describing behavior, also allows setting of
weightages for these behaviors, and tracking
their achievement. Combined with other
reviews, tests or surprise assessments,
this can help in objectively assessing and
tuning an employees behavior in various
collaborations.
A mystery shopper might visit the
fashion store to check how store clerks areresponding to customers. They usually have
a mental checklist and consciously note
how the store clerks behave: do they greet
customers with practiced elegance, do they
direct the customers attention to special
promotions, and are they actively engaging
customers in meaningful conversations.
The HCM solution offers a flexible and
convenient way to capture the findings and
rate the assesses as a part of the behavioral
appraisal processes.
Gamification can further make training andevaluation fun by helping you recognize
employees who display consistence and
brilliance in their business conduct. With
Ramco HCM, you can let everybody know
about their achievement, reward their
performance on the spot or cumulatively.
Commendable behavior could also be
publicized through social media.. For e.g., an
employee who excels in his work might be
given a badge to display on LinkedIn or other
Social Networking sites for a period of time,
till the next assessment. Similarly, Twitter
and SMS groups might be used to announ
employee victories. The feeling of being
recognized for doing the right thing helps
motivate employees.
Threading together a string of benefits
With a constant focus on mobility and
ease-of-use, Ramcos HCM ensures talen
continuity, without hurting the organizatio
budgets. It can be deployed on a multi-
tenant Cloud or offered as a managed
service. Organizations may deploy it
process-by-process or subscribe fully to it
and benefit from its integrated flow. It is al
capable of seamless integration with third
party social media, accounting and jamm
platforms, making things more exciting.
In short, by putting together smart strateg
with proper processes, a good HCM and
Talent Management solution can make lif
easier for your employees and help them
grow, in turn boosting their performance
and the bottom-line, without affecting you
budget.
Source: Ra
Interested in finding out more?
Get in touch! Visit www.ramco.com/hcm
You can also write to us at contact@ramco
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Ramco HCM is a global talent management and payroll application.In the market for 15+ years now, it has served a million employee
records across 36 countries. The product is comprehensive in features
and delivers optimality in attributes such as best practices, scalability,
flexibility, up-time and response time. Typical business goals that
it supports include talent management, business to HR alignment,
self-service and statutory reporting. It can be delivered on-premise
or as a fully managed service. Generated from Ramcos ground
breaking platform, Ramco VirtualWorks, technology attributes
such as multi-tenancy, SOA etc. allow it to be deployed as true Cloud
solution, accessible from any device. Also, our product philosophy
called MUSIC- an acronym for Mobility, Usability, Social, In Memory
and Context aware forms the basis for every offering of ours.
Ramco Systems is a part of the USD 1 Billion Ramco Group and
offers ERP, HCM, SCM, CRM, Financials, Service Management, Asset
Management, Process Control, Project Management and Analytics
to multiple verticals on the most appropriate cloud modelpublic,
private and community. Ramco focuses on providing innovative
business solutions that can be delivered quickly and cost-effectively in
complex environments. Globally, Ramco has over 150,000 users from
1000+ customer organizations across 35 countries. The company
currently has 21 offices spread across India, USA, Canada, Europe,
Middle East, South Africa and APAC.
About Ramco