the transforming world of talent management

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The Transforming World of Talent Management

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Speakers: Jason Corsello, Vice President of Corporate Strategy & DevelopmentKnowledge Infusion

Scott SchmidtDirector of Advisory ServicesKnowledge Infusion's KI OnDemand Service

Moderator: Mike Prokopeak,

Vice President, Editorial Director Talent Management Magazine


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Mike Prokopeak, Vice President, Editorial Director

Talent Management Magazine


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Jason Corsello, Vice President of Corporate Strategy & DevelopmentKnowledge Infusion

Scott SchmidtDirector of Advisory ServicesKnowledge Infusion's KI OnDemand Service


Jason Corsello & Scott Schmidt

Knowledge Infusion

FEBRUARY 15, 2011

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About Knowledge Infusion• Leader in human capital management,

talent management & enterprise collaboration consulting and advisory and services

• Named to Inc. 5000 List

• Headquartered in Minneapolis, Minnesota with offices throughout US

• Global customers including Dow Jones, Franklin Templeton Investments, MetLife, The World Bank, Disney, Starbucks, Four Seasons Hotels

• Innovative client engagement models with KI Consulting & KI OnDemand

Knowledge Infusion Proprietary and Confidential, Copyright 2011 9

Partnership

Passion

Celebration

Talent

Knowledge

Trust

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Agenda

• The State of the “War for Talent”

• Today’s Talent Management Priorities

• The Emergence of the Integrated Talent Suite

• Service Delivery Models for the Future

• Creating the “Ask”


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• Companies aren’t hiring


Is There Still a “War for Talent”?

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Yesterday

• Conservative hiring amongst large companies

• Shortage of qualified workers

• Inability to know what “talent success” looks like internally

Tomorrow

• Selective hiring based on new roles and jobs

• Shortage of highly skilled workers

• Challenged of identifying internal or external “talent success”


Today’s Reality of the “War on Talent”

Page Knowledge Infusion Proprietary and Confidential, Copyright 2011 13

Business Challenges are DiverseEconomic Recovery

Organizational Change

Compliance

HR Transformation

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Agenda







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Talent Management Priorities

• Next Generation Talent Management

• Addressing “Global”

• Rethinking the Technology Foundation

• Creating a Lasting Talent Strategy



Next Generation Talent Management?

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Going from Automation… To Intelligence…


Next Generation Talent Management

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Most Companies Unprepared to Make Timely and Accurate Workforce Decisions

18 Knowledge Infusion Proprietary and Confidential, Copyright 2011

Does your company currently have the necessary human capital data to make timely and accurate workforce decisions?

Source: 2010 Knowledge Infusion & HR Executive Talent Management Survey n = 250

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HR Value Curve & Transformation

HR transforms into a strategic asset when it integrates into the fabric of the organization, and focuses on organizational performance through talent effectiveness.

Tacti

cal

Str

ate

gic

HR’s future focus and business strategy will impact the

technology roadmap and it’s direction.

Efficiency

Effectiveness


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The Next Steps Beyond Automation

• Increased focus on outputs and measures

• Initiating workforce planning

• Creating global standards with local flexibility

• Eliminating complexity & creating simple, consistent & ongoing processes

• Extending investments leveraging platforms and “edge technologies”

• Leveraging enterprise collaboration (ie. social)


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Integrated Talent Management Priorities Vary Widely


Which areas of integrated talent management are currently most important to your organization?


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Addressing Globalization

• Not just language and currency

• Incorporating emerging markets

• Demand to find/know/grow/move global talent

• Creating flexibility to support local needs

• Emergence of “COEs” to build standard global processes


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Rethinking the Technology Foundation

Digital HR FrameworkSingle User Experience: Knowledgebase, Collaboration, Analytics, Transactions

Information, Transactions, WorkflowBenefits, Pay, Personal Data, Promotions, Transfers,

Approvals, Notifications

HR Service DeliveryCase Management,

Knowledgebase

Core HR FoundationOrganization Structure, Job Structure,

Reporting Relationships, Administration, Benefits

Strategic Talent Mgmt ApplicationsWorkforce Planning, Competency Mgmt, Talent

Acquisition, Learning Mgmt, Performance Mgmt, Compensation, Succession & Career Planning

Talent IntelligenceData Warehouse & Analytics: Workforce, Operational,

Talent Mgmt, Biz Intelligence

FINCRM

Sales

Workforce Mgmt*Time & Attendance,

Absence Mgmt, Payroll

Service Delivery

Foundation / Administration

Strategic / Talent Mgmt

*Owned by Finance Today 23 Knowledge Infusion Proprietary and Confidential, Copyright 2011

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Unified Data Surpasses Usability and Key Factor for Talent Management


What is the most important factor when selecting a talent management application?


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Rethinking the Technology Foundation

• Shift from legacy interface to true web service integrations

• Focus on integration both across the HR stack and up to the user interface level and down to the business intelligence level

• HR function continues to get less support from IT function

• Simplification of where data is stored to allow the HR function to generate intelligence

• Fewer solutions will be leveraged to fulfill overall HR portfolio need from data standpoint

• Realization that HR is ripe for process integration across its function more than integration across the enterprise


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Most Companies Continue to Lack a Talent Management Strategy


Does your company have a clearly articulated strategy for talent management?


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Creating a Talent Management Strategy

• HR & HCM Technology vision and goals

• Current HCM discovery observations

• Categorization of opportunities for next 1000 days

• Recommendation set designed to achieve vision

• HCM Action Plan: High-level timeline, risks/dependencies, resource requirements

• Executive Buy-In

Planning & Visioning

Discovery

Analyze & Recommend

Activity

• Clarify vision and goals• Define project controls• Identify key resources

• Collect current state knowledge• Determine quick wins and

barriers.• Identify best-practices

• Identify / Validate themes• Assess capability to execute• Develop recommendations

Process Steps

Strategy & 3 Year Plan

Deliverables


Business Case

• Total Cost of Ownership• Value of Investment• Compelling Business Case


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Poll #1

What best describes the state of your talent management strategy…

A)Well defined and currently being executed

B)In process of being defined

C)In process of being updated

D)We don’t have a talent management strategy


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Agenda







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HCM Technology Maturity Model

Innovators Early AdoptersEarly

MajorityLate Majority Laggards

Technology Enthusiasts

Visionaries Pragmatists Conservatives Skeptics

• High-level executive sponsorship

• Understand necessity of strategy and governance

•Heritage of technology risks/rewards

•Address enterprise risk

•Pragmatic enterprise planning

• Talent management governance

• Dedicated resource support model

•Require case study and customer references

• Adoption patterns and governance

• Defined best practices

• Education on cost and benefits

•Talent management business case

• Industry and competitor influence

• Education for all

• Case studies

• Best practices

• Process standardization approach

Social Collaboration

Integrated Talent Management

Career Management

Succession Management

Compensation Management

Performance Management

Employee Profile

Learning Management

Recruiting Management

HRMS


Workforce Planning“Edge Technologies”

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Talent Management Suites Beginning to Take Root


Have your purchased more than one talent management module (recruitment, performance, compensation, learning, etc) from a

single vendor?


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Demand for Integrated Talent Management Suites Growing


Which statement best describes your talent management approach?


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Poll #2

What are your thoughts about an integrated talent suite?

A)We are currently deploying a talent suite

B)We intend to deploy a talent suite

C)We have no desire to deploy a talent suite

D)We are undecided on a talent suite


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Agenda







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No Real Preference for Technology Service Delivery Models


What is your preferred delivery model for HR technology investments?


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Rethinking the HR Service Delivery

• What is the scope?

- HRSD moves beyond HR transactions to include talent management

• What does success look like?

- Move from HR-centric to worker-centric model

• What geographies are we serving?

- Move from local to regional to global

• Who are we serving?

- Move beyond the employee to contingent, candidate, alumni, etc.

• What should we call it?

- Is it really “HR?” Do we just “deliver?”Knowledge Infusion Proprietary and Confidential, Copyright 2011 36

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HR Service Delivery of the Future

Future Transaction Volume Supported

Tier 0Portal / Digital HR

Tier 1Support Direct /

HR Contact Center

Tier 2*Field Services

Tier 3HR Business Partners

/ COEs• First point of contact • Self managed via Portal

and Digital HR Tools

Contains:• Personalized content

relevant to the employee• Policy and Process content• Decision support tools• Links and widgets to HR

tools

• Second point of contact • Accessed via 1-800# /

text-to-chat / support ticket and central source for direct contact with HR

• Responds to questions about HR policy, process & tools (first call res)

• Escalates cases to the appropriate team/ individual as needed

• Performs programmatic administrative functions

• Escalation point for help desk

• Case routed to Functional Expert

Escalation point for:• Sensitive/legal issues (HR

Consultant)• Non-standard process

questions (Functional Expert)

• Problems with HR Tools that require vendor contact (Sys Admin)

• Final point of contact • Proactive recognition

and/or escalation point for strategic issues related to business performance

• HR BP will work in conjunction with Bus. Leaders to drive strategic change throughout the organization

Target: 65% Target: 20% Target: 10% Target: 5%

Shift transactions and inquiry volume to the left to drive cost savings and efficiency.

*Largest opportunity for reduction and savings


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Agenda








Visualizing Talent Management Success

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Funding the Biggest Challenge Without a Strong Business Case


The biggest barriers for talent management software adoption in your organization…


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Employee Engagement and Retention Key to Talent Management Initiatives


What do you hope to accomplish by implementing talent management software? Select all that apply.


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Creating a Talent Management Strategy

• HR & HCM Technology vision and goals

• Current HCM discovery observations

• Categorization of opportunities for next 1000 days

• Recommendation set designed to achieve vision

• HCM Action Plan: High-level timeline, risks/dependencies, resource requirements

• Executive Buy-In

Planning & Visioning

Discovery

Analyze & Recommend

Activity

• Clarify vision and goals• Define project controls• Identify key resources

• Collect current state knowledge• Determine quick wins and

barriers.• Identify best-practices


Process Steps

Strategy & 3 Year Plan

Deliverables


Business Case

• Total Cost of Ownership• Value of Investment• Compelling Business Case


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Hard ROI Difficult to Support for Talent Management


Which best describes your business case for talent management?


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Rationalizing Talent Management Investment

• Create the vision and by clear about “the why”

• Get the “business to build the business case

• Define what success looks like

• Be realistic about the time & investment

• Get the “business” to sell the “business” case


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Does Your Talent Strategy Look Like This… When It Can Look Like This!


Transforming Talent Management

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For More Information

Scott Schmidt

[email protected]

Jason Corsello

[email protected]

Visit KI OnDemand

www.kiondemand.com


mailto:[email protected]

mailto:[email protected]

http://www.kiondemand.com/

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