goldberg - tms myths vs realities
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Talent Management SolutionsMyths vs. Realities
Steven GoldbergGlobal HR Technology Advisor
“It's a small world, but I
wouldn't want to paint it.”
10 years Corporate Practitioner … Global Head, HRIS … incl
Compensation Planning & Workforce Planning – major banks
10 years HCM Solutions Vendor Exec … Global Head, HCM
Product Strategy - PeopleSoft, VP Products - Unicru, Personic
10 years HR/HR Technology Advisor … Vendors, Customers
------------------------------------------------------------------------------------------
Designed / built an HR Shared Services Center for a 50,000 employee
industry consolidator in record time
Creator of “TRV” - Total Realized Value … on HR Technology investments
Invited to Human Capital Institute‟s “2009 Executive Roundtable
of 10 Recognized HR Thought Leaders”
MBA in HR; directed HR/HR Technology initiatives - 3 continents
Background
HCM vendors I‟ve worked with (partial list)
Evolution of HR / HCM Systems
Embedded analytics >>> Embedded social networking
Impact of a „Mature‟ Talent Management StrategyBersin & Associates -- Talent Management Factbook 2010
Once a year, JC Penney's 155,000 workers fill out a 50-question survey
on their understanding of the corporate vision, the level of support they get
from managers, and even whether they have a "best friend" at work
The results … % of "engaged" workers rose from 66% to 75% two years
ago, and 18 percentage points higher than the typical retail company
Penney's internal research shows that stores with top-quartile engagement
generate 10% more in sales per square foot, and 36% greater operating
income than similar-sized stores in the lowest quartile
Thousands of companies have jumped on the engagement bandwagon
over the past decade, including Hewlett-Packard, Best Buy, The Ritz-
Carlton Hotel Co. and Wells Fargo & Co
Driving employee engagement – core to TM strategy
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!
Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!
Talent Management Solutions – 5 realities
Technology --- never more than 40% …
The other 60+ percent:
TIP: Add up the activity hours
in your Talent Agenda
implementation workplan!
Over 40%?
Clarity of strategy Changing /
refining strategies
Changing/refining
methodologies
Metrics / decision
frameworks
Data model
changes
Policy changes
Process
integrations
Process
definitions
Process
changes
Change
management
Training People
competencies
Technology --- never more than 40% …
The other 60+ percent:
TIP: Add up the activity hours
in your Talent Agenda
implementation workplan!
Over 40%?
Clarity of strategy Changing /
refining strategies
Changing/refining
methodologies
Metrics / decision
frameworks
Data model
changes
Policy changes
Process
integrations
Process
definitions
Process
changes
Change
management
Training People
competencies
Peeling the onion -- not really a technology issue
An organization determines their turnover is lower
than their competitors -- good news
Same organization looks further and determines their
turnover is lower, but they are losing more people to
their direct competitors than their competitors are
losing to them -- not good news
Peeling the onion further … it is determined that very
few of those employees leaving for direct competitors
are determined to be upper quartile performers --
back to good news
- Promoted 3 yrs ago
- Rec‟d >avg bonus in „07
- Rec‟d low training $‟s
- Worked 1,860 hrs in ‟09
- Worked 2,100 hrs in „08
- Supv received 3 rating
- Medium turnover in dept
- Referred 1 employee
- 75 minute commute
- Engagement high in dept
* - Received training in Lean Six Sigma, Ruby On Rails
** - Received training in compliance and personal effectiveness
Question 1: Most likely to leave within 12 months?
Question 2: Most likely to stay and refer successful employees?
Question 3: Best candidate for coaching, assessing their engagement level?
Bill James Cathy
- Promoted 2 yrs ago
- Rec‟d >avg bonus in „08
- Rec‟d high training $‟s *
- Worked 2,560 hrs in ‟09
- Worked 2,510 hrs in „08
- Supv received 2 rating
- High turnover in dept
- Referred 0 employees
- 45 minute commute
- Engagement low in dept
- Promoted last year
- Rec‟d >avg bonus in „09
- Rec‟d high training $‟s **
- Worked 2,190 hrs in ‟09
- Worked 2,210 hrs in „08
- Supv received 4 rating
- Low turnover in dept
- Referred 4 employees
- 15 minute commute
- Engagement high in dept
Evidence-Based Management / Decision-Making
Retention vehicles losing their value as retention instruments
tail-end of vesting schedules (for stock or deferred bonus)
employment contract minimum length of stay threshold met
Total compensation is low relative to market --- for industry and/or
peer group across industries
Ranking or strength of brand is trending downward
Changes in employee engagement or turnover within business unit
Passed over more than X times (e.g., 2 times) for promotion
Signs of career peaking or potential mis-alignments; e.g., 360
reviews trending downward
Lack of receptivity to exec coaching
Spotting exec retention risks
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!
Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!
Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!
Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!
Talent Management Solutions – 5 realities
Transaction / Admin Layer
Enablement and
Collaboration Layer
Bus.Intel.Layer
• System of record
• Data model
• Business and
processing rules
• Security
• Integrations
3-tier HR technology value pyramid
• ESS / MSS
• Productivity tools / portals
• Web services
• Content, resources
• Web 2.0 >> communities!
Integrated Talent
Management
• Workforce planning & modeling
• Analytics and decision-support
• Predictive tools
FoundationalCapabilities
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept
Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept
Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept
Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept
Talent Management Solutions – 5 myths
Convergence --- or meeting half-way
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept
Talent Management Solutions – 5 myths
Talent Management Maturity: 2008-2010Bersin & Associates -- Talent Management Factbook 2010
“Only 5-7% of companies report their organization
had a clear talent management strategy.” (n= 900+ in 2008, 700+ in 2010)
Talent Management Maturity: 2008-2010Bersin & Associates -- Talent Management Factbook 2010
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept
Talent Management Solutions – 5 myths
Recent advances …
Cornerstone OnDemand … Social Learning and Integrated Talent Profile
Taleo, SuccessFactors, Workday and others … “Baseball cards” and “dynamic
organization charts” as user interfaces
Kronos ...“Use-centric” experience, application changes modalities as a user‟s needs
change; designed for the different "modes of usage" a manager needs during the day
Plateau, Taleo, SuccessFactors and Saba just rolled out major facelifts using Adobe
Flex, a technology which enables developers to build “client/server” applications
on the web … customers can implement new UI‟s without upgrading their back-end
PeopleclickAuthoria … Mobile devices to approve job req‟s and manage interview
schedules (candidates and interviewers) on the go
Jobvite … Social networking-driven recruiting … sourcing, matching through on-
boarding
SuccessFactors acquires InfoHRM … What-If Financial Modeling & Mobility Planning
HumanConcepts acquires Transition Manager from Taleo/PBN
Recent advances …
Enwisen … Socialization as employees exit a company
SilkRoad … Cloud computing and targeted job functions via Heartbeat HRMS
Taleo … Taleo Grid – social networking around best practices
Globoforce … New dashboards to measure recognition and tie recognition to
performance
MrTed … Cloud 9 release to provide more interactivity and configurability
Sonar6 … Leading user experience for performance reviews and engagement
Kenexa …“I x E” brand (Individual X Environment) branding and renewed product
focus
Workscape …Greater Focus on Compensation and Performance
Workday …
• ability to right click on nearly any element and get an action-oriented menu
which enables managers or HR staff to take action immediately
• incorporates the use of "widgets" which enable users to create a report or chart
and then "paste" it into a web-page -- so it can be shared and reused easily
Visualization …. “Baseball Cards” User Interface
Social Networking/Social Collaboration/Social Learning
In “Grown Up Digital” Don Tapscott recaps his $4.5M
study of 8,000 people born between 1978 and 1994
He identifies 8 norms of the “Net Generation”:
1. They prize freedom
2. They want to customize things
3. They enjoy collaboration
4. They scrutinize everything
5. They insist on integrity in institutions and corporations
6. They want to have fun even at school and at work
7. They believe speed in technology (and all else) is normal
8. They regard constant innovation as a fact of life.
“Social networking is the 21st Century operating system.”
All technology solutions behave differently
in different organizational contexts
Skills Style
Strategy Systems
SharedValues
Staff
Structure
www.themanager.org
“Good judgment comes from experience,
experience comes from bad judgment.”
www.HRTechTruth.com