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, Learn.comMichael.Sabbag@learn.com

Thank you!!!