Strategically Linking Talent Management to the Business
Michael SabbagMichael SabbagVice President of Talent Management, Learn.com
Agendag
Defining talent management and the l lif lemployee lifecycle
Cascading organizational strategy and goalsgoalsLinking people to strategyDemonstrating our value
Training HRWHY
do
Trainingand
professionals
GET
FIRED?
The Economist magazineHR is often the scapegoat
The Reasons
The Economist magazine recently said that CEO’s across
the world rated HR as their worst performing business function.
“Business acumen is the single biggest
factor that HR f i l l k
when companies aren't getting the results they
want.
HR departments can be dl l b ti
professionals lack today.
Fast Company
Business WeekMany HR
professionals lack even the most basic needlessly bureaucratic,
obstructionist, stuck in the "comfort zone" of filling out forms and
p yeven the most basic workforce information they need to do their
jobs.Instead of being a "productivity
consulting department" with filling out forms and explaining company
benefits.
Knowledge@Wharton(HR is) an area that is
Management-Issues
g panswers on how to improve it, most HR department's hardly
know what it is.
The biggest gaps (in HR effectiveness) came in the most important, strategic aspects.
Knowledge@Wharton( )seen to only cost the
company money.
Personneltoday com
Workinfo.com
Cornell University StudyPersonneltoday.com
How to Overcome These Challengesg
Link what you do to specific business outcomesy pPartner with leaders from all business unitsSolicit input and feedback from leaders across the organizationKnow your business: structure, how it makes money politics culture strategymakes money, politics, culture, strategy
What is Talent Management
Talent Management is a holistic and strategich t th l t lif lapproach to the employment lifecycle.
This includes previously separate functions h h t i i dsuch as human resources, training and
development, & organizational development
The Lifecycle of an Employee
Starts before someone joins your organization Progresses through their employment historyDoes NOT have to conclude with separation
Typical Practices in Talent Management
Recruiting and SelectionOnboarding/InductionOnboarding/InductionGoal SettingJob ProfilesCompetency Models and ProcessesPerformance ManagementS i Pl iSuccession PlanningCareer Progression MapsWorkforce Analysis Reports and/or Needs AssessmentsWorkforce Analysis Reports and/or Needs AssessmentsDevelopment PlanningCompensation Planning and Administration
Talent Management Effectivenessg
The rating tool allows you to determine your baseline for g y yeach practiceStart with determining where you are Work with the leaders of your organization to determine the talent management visionCreate a roadmap to get thereCreate a roadmap to get there
Talent Management Effectiveness Activityg y
Review the scale in the rating toolgRate each of your talent management practices Total scores and circle the practice Circle the practice you would like to address first
Translating Mission into Desired Outcomesg
MissionWhy we existy
Core ValuesWhat we believe in
VisionWhat we want to be
StrategyOur game plan
Balanced ScorecardImplementation and Focus
Strategic InitiativesStrategic InitiativesWhat we need to do
Personal ObjectivesWhat I need to do
Strategic OutcomesSatisfied
ShareholdersDelighted
CustomersEffective
ProcessesMotivated &
Prepared Workforce
Source: The Strategy-Focused Organization
The Balanced Scorecard ApproachppBalanced Scorecard
Financial Customer Internal Knowledge
Targets Targets Targets Targets
Initiatives Initiatives Initiatives Initiatives
Sub category of initiatives
t d b
Sub category of initiatives
t d b
Sub category of initiatives
t d b
Sub category of initiatives
t d bsupported by Human Resource
supported by Human Resource
supported by Human Resource
supported by Human Resource
O Support for improving financial management
O Financial contribution of HR (ROI)
O Support for improving employee-customer
interactions
O Support for improving internal
management
O Developing core skills and competencies
O Targeted development of skills
Human Resource StrategyHuman Resource Strategy
Robert S. Kaplan and Norton, David P. “The Balanced Scorecard – Measures That Drive Performance,” Harvard Business Review . January – February, 1992: 71 –79.
Linking People to Strategyg p gy
If HR is about the people-If HR is about the peopleprocesses in an organization;
and…People drive the execution pof strategy;
then…What we do drives enables people to execute strategy
Demonstrating Value: The Typical Approachg yp pp
Most people demonstrate value from the bottom-upp p pWithout a clear link between what we do (our solutions) and business initiatives, we will not be able to d t t ldemonstrate valueThis is why we get fired!
Presenting to the Executive Committeeg
Start with the initiative before developing a solutionp gFollow the goals as they cascadedDemonstrate tangibly how HR directly impacts goals (metrics)– Time to Performance Readiness– Turnover within 90 daysTurnover within 90 days– Cost of turnover– Cost of noncompliance
ROI– ROI
Questions
Feel free to contact me at:Feel free to contact me at:Michael Sabbag, Vice President of Talent Management, [email protected]
Thank you!!!