case study in talent managment implementation by ibm

Business Consulting Services

© Copyright IBM Corporation 2004

A Case Study in Talent Management Implementation

Rob BriggsHuman Capital Management

The Next Generation HR



Business Consulting Services | Institute for Business ValueBusiness Consulting Services

IntroductionRobert BriggsHuman Capital ManagementIBM Business Consulting Services

Formerly Head of Performance & Learning, Lloyds TSB

Agenda

1. Business drivers for Talent Management

2. Implementing a Talent Management System

3. Lessons learnt





Business drivers for Talent Management

THE HR VISION

“To create the highest performing workforce in the financial services industryin the UK”

THE HR MISSION

“To work in partnership with business units to build the capability to achieve sustained competitive advantage through strong customer franchises”

Clear goals and

performance standards

Clear valuesand

boundariesof behaviour

Understandingof how they

contribute to business performance

Capability todeliver

highperformance

Motivation to deliverhigh

performance

Understandingof how they

will be rewarded for performance

Understandingof consequences

of poor performance

Sufficient resources

to do the job

A natural expectation of high

performance by their colleagues

TO ACHIEVE HIGH PERFORMANCE PEOPLE MUST HAVE





Delivering the business strategy

High performance

workforce

Flawlessexecution

Deep customer

relationships

Strong customer franchises

Emotionally engaged

customers





Creating a High Performance Workforce

Recruit and build a leadership and

high potential talent pool capable of executing

sustained competitivestrategies

Establish a “UK top-performing company”

level of employee engagement, as a

differentiator in employee performance

Build local management capability to establish

deep customer relationship and execute flawless

service delivery

Create a “strengths based”approach to external and

internal selection to ensurebest fit between person and job,

as a foundation for high performance

Implement a systemof managing performance

that encourages and rewards high performance





Success Criteria

Leadership benchstrength

benchmarked performance and competencies# successors GED’s/MD’s

Manager and employee capability

line manager performance management accreditation

employee performance ratings

Employee engagement

employee engagement indexalignment with brand values

attritionEmployee resourcing

management/employee ratiospay levelsdiversity

Employee contribution

revenue per employeecustomer satisfaction with service levels

employee added value measures





Nine Key Practices

PerformanceManagement System 1. Employee understanding of performance standards

2. Employees encouraged to try; to take managed risk3. Internal communicationPerformance Culture

4. Emphasis on strengthsPerformance Review

5. Fairness and accuracy of informal feedback6. Manager knowledge about performance7. Feedback that helps employees to do their job better

Informal Review

8. Opportunity to work on things individual does best9. Opportunity to work for a strong management teamJob Opportunities





The business case for technology

? Could a diverse organisation of 77,000 employees deliver this strategy using paper processes

Size and scale of organisation-administration effort needed to manage paper processes

Benefits of technologyconsistencyprocess efficienciesspeedmanagement information

Implementation-Managing consistency of paper processes

-Is it being done?-Timeliness of management information

Strategic Management Information-Availability of key intelligence to drive business

decisions







Agenda



3. Lessons learnt





The implementation journey

Executive Engagement

Requestfor Information

Process Design &

Requirements

Initial BusinessCase

Invitation to Tender

Product Selection

Final BusinessCase Contract

Phase 1: Initiation Phase 2: Study


6 months 12 months

Design Labs“To be”

ProcessesSystem built

Phase 3: Design Build and Test Phase 4: Implementation

Pilot/ Conference

RoomPilots

User Acceptance

Phase 1 Implementation



Balanced Scorecards

Learning Talent

9 months 18 monthsGO LIVE





Key features – integrated talent management





Key features – balanced scorecard





Key features – talent management





Key features – learning







Agenda



3. Lessons learnt






Process Design &

Requirements



Product Selection




6 months 12 months


ProcessesSystem built User

Acceptance

Phase 3: Design Build and Test

Pilot/ Conference

RoomPilots


Phase 4: Implementation



Defining requirements is crucial and often overlooked

We developed over 300 documented requirements

Why do requirements?Fundamental part of engaging your business customerFundamental to the assessment of potential suppliersIncorporated into the contract to ensure your implementation partner delivers what you wantTo manage your implementation partner to ensure there are no significant change controlsAs the framework to design User Acceptance Tests

Lessons learnt


GO LIVE9 months

Balanced Scorecards

Learning Talent

18 months






Lessons learnt


Process Design &

Requirements



Product Selection




6 months 12 months



Acceptance


GO LIVE9 months

Pilot/ Conference

RoomPilots



Balanced Scorecards



Learning Talent

18 months

Enterprise-wide vs Best of Breed

During the ITT we reviewed 3 potential suppliers including the option of extending our Oracle HR system

The business requirements led the product decision to a “best of breed”provider as performance management and talent were the key business drivers for the investment decision

The product decision was based on:

(i) ability to meet internal IT standards

(ii) ability to meet business requirements







Process Design &

Requirements



Product Selection




6 months 12 months



Acceptance


GO LIVE9 months

Pilot/ Conference

RoomPilots



Balanced Scorecards



Learning Talent

18 months

Getting the Board to fund the investment

Executive engagement is key to getting investment funding

The project needs sponsorship at a senior level within the business

Creating a “demo” to enable Execs to visualise how the system would work was a crucial part of the executive engagement campaign

Lessons learnt







Process Design &

Requirements



Product Selection




6 months 12 months



Acceptance


GO LIVE9 months

Pilot/ Conference

RoomPilots



Balanced Scorecards



Learning Talent

18 months

The importance of User Acceptance Testing and Conference Room

Pilots

Our requirements provided a solid base to design user acceptance scripts

We significantly under-estimated the amount of time and effort to write UAT scripts and agree Acceptance criteria

CRPs were a great way of piloting the system in a safe environment and raising confidence levels that the system would work when implemented

Lessons learnt






Lessons learnt


Process Design &

Requirements



Product Selection




6 months 12 months



Acceptance


GO LIVE9 months

Pilot/ Conference

RoomPilots



Balanced Scorecards



Learning Talent

18 months

Phased implementation

“Big Bang” or “Phased approach” ?

Implementing an enterprise wide system is a huge change management challenge

We decided to have 3 phases of implementation

- Phase 1 Balanced Scorecards- Phase 2 Learning- Phase 3 Talent Management

In Phase1 we implemented to the top 6000 managers in the Group first and then deployed further once succesful

A phased approach enabled us to better manage the change journey as well as ensuring the IT infrastructure could support the additional volumes





Contact details

e-mail : [email protected]

Mobile : 07738 313908

mailto:[email protected]

case study in talent managment implementation by ibm

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