plan to succeed: building a strategic talent management plan
DESCRIPTION
Tim Mullligan, Chief Human Resource Officer of the San Diego Zoo discusses the importance of building a strategic talent management plan and how it has revolutionized the zoo’s culture, making the entire organization more accountable, focused and goal driven. Since implementing the system, the society has achieved a number of benefits including establishing greater employee motivation as well as employee accountability. The zoological society’s employees are now able to see a clear connection between the objectives that have been set for them and the overall objectives of the organization, which is driving stronger overall performance for the organization as a whole.TRANSCRIPT
© 2013 Halogen Software. All rights reserved
PLAN TO SUCCEED: Building a Strategic
Talent Management Plan
© 2013 Halogen Software. All rights reserved
Presenters
Tim Mulligan• HR Leader at Zoological Society overseeing
a team of nearly 20 HR professionals for the 3,000 employee society
Sean Conrad• has worked with numerous technology
organizations with a focus on enabling end-user organizations to successfully implement software solutions for over 15 years
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Elevate HR to a Position of Primacy
“Without a doubt, the head of HR should be the second most important person in any organization. From the point of view of the CEO, the director of HR should be at least equal to the CFO.”
Jack Welch, Winning
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Overview
• __ ______ • _____ _________ _____• ___ ___ _ ____• __________ _____ ___ __________• _______ __________ ___ _____• ______ ___ ____ ____ _____• _____ _________ ____• ________ _______ • ________
• Our Company • Talent Management: Before• Need for a plan• Identifying goals and priorities• Defining HR priorities and goals• Putting the plan into place• Talent Management: After• Measuring results • Questions
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Company Overview
• __ _________ ______ __ __ ____ __ _ ________ ____________
• ___ ______ ____ _____ • __ ___ ______
• The Zoological Society of San Diego is a 3200-employee organization
• Been around over 90 years • Not-for-profit
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Reason for Change
• ________ ____ ______ ___ __ ______ • ___________ __ ___ ___ ___________
______ ____ __ ____ __ _____• ___ ___ ________ ______________• _______ ___________ _________
• Strategic plan rolled out in January 2005
• Introduction to pay-for-performance system that is tied to goals
• Need for employee accountability• Employee recruitment/retention
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Our Talent Management Program BEFORE
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% of Organizations Currently Doing Strategic
Talent Management Planning
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
© 2013 Halogen Software. All rights reserved
Why is it Important?
CEOs wonder:• Are we all pulling in the same
direction?• Are we falling behind? • Are we improving productivity?• Will we hit our numbers?• Can we keep our best
employees?• Prove it!
Source: Why Employee Performance Management Matters to CEOs Author: Creelman Research
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Why is it important?
Companies who integrate their talent management processes see significantly greater performance gains, and can measure a correlation between their talent management efforts and business operational results.
Aberdeen Group
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The Strategic Planning Process
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The Need for a Strategic Talent Management Plan
• What were our goals and priorities over the next 3 – 5 years?• How were these tied to the Society’s
goals? • Strategic plan?
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Step 1: Identifying Organizational Goals/Priorities
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
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Importance of Identifying Goals
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Identifying Organizational Goals and Priorities
___ _____ _ ___ ________ ___1. Create a new Strategic Plan
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Step 2 – Identify Organizational Drivers
and Challenges
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Example
Drivers & Challenges Current customer satisfaction rating is only 75%. High CSAT ratings increase references and improve viral marketing efforts, as well as support ability to meet revenue targets, etc.
Identify Organizational Drivers and Challenges
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Step 3 – Gap Analysis
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Step 3 – Gap Analysis
Goal Gap Risk
Example Need to increase customer satisfaction by 7% points
• Drop in market share of 13%• Drop in market position from #2 to #3
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Gap Analysis
• Where was our organization at, compared with where it wanted to be?
• Example: Succession Planning – we had no program.
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Step 4 – Define Your HR Priorities and Goals
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Step 4 – Define Your HR Priorities and Goals
Title Coordinate training in customer service competencies for Support organization.
Description Source training courses in customer focus, communication and analytical thinking for the support organization to help improve individual and overall ratings for these competencies.
Due Date •Courses/activities must be identified by end of Q2.
•All courses/activities must be offered/conducted before end of Q4.Measures of Success
•Relevant training courses are sourced by end of Q2.
•Courses are scheduled and held before end of Q4.
•90% of support staff complete the training by end of Q4.Priority HighDependencies Budget for training courses needs to be approved before end of Q1.Resources None other than regular HR staff.Costs Goal is to not exceed $1000/ employee for training.Corporate Goal Supported
Rank #1 in the industry for customer satisfaction
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Defining HR priorities and goals
• Highlighted many HR areas needing strategic planning (and improvement!):
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Step 5: Talent Management Process Inventory
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
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Step 6 – Measure the Results and Communicate
Successes/Contributions
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Step 6 – Measure the Results and Communicate Successes/Contributions
HR Goal Results Audience Method Frequency
1. Relevant course identification
All Managers in Customer Support, VP of Operations
Email Monthly update
Schedule and conduct courses before the end of Q4
Monthly communication re: course schedule/availability
Customer Support Staff completion of required courses on service competencies
Quarterly update of course completion rates by staff
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Putting the Strategic Talent Management Plan into Place
• Articulate/evaluate what existing talent management tools were previously in place. What needs to be revised/improved/or thrown out!
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Barriers to Implementing Your Strategy
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
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Our Talent Management Program AFTER!
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Other Benefits
• Recruit and retain employees• Consistent and formal appraisal process
& competencies across the organization• Reporting• Year-round performance journals• Review Scores can be used for bonus
programs
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Other Benefits – Transforming our Culture
Linking Appraisal Results to Compensation:
• Overall Score: 50% Objectives, 50% Leadership Competencies
• Pay-for-performance
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Measuring the Results of the Talent Management Plan
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Thank you
Tim Mulligan, J.D.Chief Human Resources Officer, Zoological Society of San Diego
Sean ConradSenior Product Analyst, Halogen Software
Read the San Diego Zoo Case Study:www.halogensoftware.com