talent retension through web
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2008 Towers Perrin
Talent Managem ent
New Insights from Todays Workforce
February 5, 2008
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1 2008 Towers PerrinProprietary and Confidential
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Tow ers Perr in
Towers Perrin is a global professional services firm that helpsorganizations improve their performance through innovative human capitaland risk & financial services solutions.
Our firm has served large organizations in both the private and publicsectors for over 70 years.
Our clients include three-quarters of the worlds 500 largest companiesand three-quarters of the Fortune1000 U.S. companies.
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2 2008 Towers PerrinProprietary and Confidential
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Bermuda, Calgary,
Mexico City, Montreal,
Toronto, Vancouver
and 36 offices in the
United States
Amsterdam, Apeldoorn, Bern,
Brussels, Cologne, Dublin,Frankfurt, Guernsey,
Johannesburg, Leadenhall,
London, Madrid, Milan,
Newbury, Paris, Reutlingen,
Rome, Rotterdam, Stockholm,
Stuttgart, Vienna, Warsawand
Zurich
Buenos Aires, Rio de
Janeiro and So Paulo
Beijing, Hong Kong,
Kuala Lumpur, Mumbai,
Seoul, Shanghai,
Shenzhen, Tokyo and
Wanchai
Auckland, Melbourne,
Sydney andWellington
Towers Perrin officesJoint venture offices
North America
Europe and Africa
Asia
Australia & New Zealand
South America
Tow ers Perr in Global Of f ic es Overv iew
We have offices and HR technology consultants around the world.
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3 2008 Towers PerrinProprietary and Confidential
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Areas of focus include:
Workforce effectiveness
Rewards effectiveness Benefit program effectiveness
HR function design, service delivery andtechnology
Employee communication and research
Change management
Towers Perrin helps organizations develop
and implement workforce strategies that alignwith business needs, address critical talentissues, drive higher performance and ensurethe right return on their investment in people.
Towers Perrin provides solutions in risk and
capital management, reinsurance intermediaryservices and actuarial consulting.
The Tillinghast practice of Towers Perrinprovides consulting to the insurance industry.
Human Capital Group Risk & Financial Services
Our Professional Serv ic es
Areas of focus include:
Enterprise risk management
Financial reporting and management
Mergers and acquisitions
Pension and retirement risks
Product and market strategies
Reinsurance intermediary and analyticalservices.
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5 2008 Towers PerrinProprietary and Confidential
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Tow ers Perr in s ERP Prac t ic e and Other HR Tec hnology Serv ic es
Towers PerrinsERP Practice
PeopleSoftSAP
HRT vendor selections HRT strategy assessments
SAP Health Checks
SAP HCM Implementations
SAP HCM Conversions
SAP HCM Upgrades
Application Management
Outsourcing
Hosting
HRT vendor selections HRT strategy assessments
PeopleSoft Health Checks
Fusion Planning
PeopleSoft Implementations
PeopleSoft Upgrades
Hosting
Enterprise Business Suite
Fusion Implementations
Additional HR
TechnologyServices
Web-basedServices/
Applications
E-recruiting/Onboarding
Rewards Portal
E-health
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Our ob ject ives for today
Share background, key findings and insights from Towers Perrins talentmanagement work
Discuss thoughts on how to respond to some of the key talent
management challenges facing employers:
Attraction
Engagement
Retention
Provide an overview of Talent Management system considerations andrepresentative vendors
Explore social networking as a key component of enhancing employeeengagement
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Source: The Wall Street Journal; January 15, 2008 and January 28, 2008
What t he press says
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People are the key to our
success and constitute a huge
competitive advantage for us.
Our strategy is only as good asthe people who carry it out, our
reputation only as strong as theemployees who embody it.
An organization isonly as good as itspeople
The most important partof taking care of
customers is taking careof assoc ia tes .
Well continue our focus onbeing a company driven by
and for our people .
Achieving our great results and
realizing our exciting future rests onour ability to attract, motivate and
retain great people .
Source: Excerpts from annual reports.
What CEOs say
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2006 Oracle Corporation.
HR
Compensation
Workforce Planning
Recruitment
Learning
Career Planning
Succession Planning
Competencies
PerformanceReporting & Metrics
Functional Silos
Traditional Approach: Point solutions, redundant silos
Process flow limitations
Not aligned with business goals
Lack of comprehensive talent view
Integrated Approach: Fully integrated solutions
Grow up as you like
Performance strategy alignment
Flexibility and control throughout
Comprehensive view of talent and goals
TalentPlanning
CareerPlanning
Learning &Development
Compensation
Measureand Report
SuccessionPlanning
Recruiting
PerformanceManagement
Integrated Processes
Talen t Management :
What i s inc luded and w hat s t he u lt imat e goa l?
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Em ployees as invest ors in t he organizat ion
1980s 2000s1990s
What does theemployee cost
the organization?(Focus on
reducing costs)
What is theemployee worth tothe organization?
(Focus onmaximizing human
capital ROI)
What is theorganization worthto the employee?
(Focus on
engagement unleashing
discretionary effort)
Most ImportantInvestors
Greatest Asset
Highest Cost
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At t rac t ion The Marke t ing Chal lenge
11 2008 Towers Perrin
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Top dr i vers o f at t rac t ion
10Organization's financial health
8Reputation of the organization as a good employer
5Flexible schedule
4Convenient work location
2Career advancement opportunities
9Reasonable workload
7Vacation/paid time off
6Learning and development opportunities
3Challenging work
1Competitive base pay
GlobalOverallAttraction Drivers
Source: Towers Perrin 2007 Workforce Study Global.
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Top dr ivers o f a t t rac t ion by age group
10
8
7
3
5
6
4
12
Ages18 to 24
410Competitive retirement benefits
Short-term incentives
5
7
10
6
3
2
1
Age 55or
Older
9888Reputation of the organization
as a good employer
5555Flexible schedule
3464Convenient work location
6322Career advancementopportunities
4677Vacation/paid time off
8746Learning and developmentopportunities
2233Challenging work
1111Competitive base pay
Ages45 to 54
Ages35 to 44
Ages25 to 34
GlobalOverallAttraction Drivers
Source: Towers Perrin 2007 Workforce Study Global.
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Quiz #1 Where does pay appear
on the t op 10 reasons to w ork a t Goog le?
A. #1
B. #2
C. It doesnt
D. #10
E. #4
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Quiz #1 Where does pay appear
on the t op 10 reasons to w ork a t Goog le?
A. #1
B. #2
C. It doesnt
D. #10
E. #4
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Top 10 reasons to w ork a t Goog le
1. Lend a helping hand. With millions of visitors every month, Google hasbecome an essential part of everyday life like a good friend connecting people with the information they need to live great lives.
2. Life is beautiful. Being a part of something that matters and working onproducts in which you can believe is remarkably fulfilling.
3. Appreciation is the best motivation. So we've created a fun andinspiring workspace you'll be glad to be a part of.
4. Work and play are not mutually exclusive. It is possible to code andpass the puck at the same time.
5. We love our employees, and we want them to know it. Google offers avariety of benefits, including a choice of medical programs, company-
matched 401(k), stock options, maternity and paternity leave, and muchmore.
Continued
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Top 10 reasons to w ork a t Goog le
6. Innovation is our bloodline. Even the best technology can be improved.
7. Good company everywhere you look. Googlers range from formerneurosurgeons, CEOs, and U.S. puzzle champions to alligator wrestlers
and former Marines. No matter what their backgrounds, Googlers makefor interesting cube mates.
8. Uniting the world, one user at a time. People in every country and everylanguage use our products. As such, we think, act, and work globally
just our little contribution to making the world a better place.9. Boldly go where no one has gone before. There are hundreds of
challenges yet to solve. Your creative ideas matter here and are worthexploring. You'll have the opportunity to develop innovative new productsthat millions of people will find useful.
10. There is such a thing as a free lunch after all. In fact we have themevery day: healthy, yummy, and made with love.
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Ways to increase at t rac t ion
Know where you stand competitively in all key attraction elements
Understand what attracts the employee groups you need (that is, segmentand study your workforce)
Spend time defining the compelling deal for your most critical contributors high performers and people in critical jobs
Make sure you can deliver that deal and then brand it
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Engagement The Energy
t hat Dr ives Em ployee Cont r ibut ion
19 2008 Towers Perrin
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20 2008 Towers PerrinProprietary and Confidential
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THINK FEEL
ACT
Engagement
A def in i t ion o f engagement
THINK Rational items
For example: I believe strongly
in the goals and objectives ofthis company
FEEL Emotional items
For example: My organization
inspires me to do my best work ACT Motivational items
For example: I am willing to put ina great deal of effort beyond what
is normally expected to help myorganization succeed
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Workforc e engagement and f inanc ia l per fo rmance
A three-year study across 40 global companiesA 12-month study across 50 global companies
Source: Towers Perrin-ISR normative data.
Impact of Employee Engagementon Financial Performance
Impact of Employee Engagementon Business Performance
19.2%
13.7%
27.8%
-32.7%
-3.8%
-11.2%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
40%
12-Month Changein Operating
Income
12-Month NetIncome Growth
Rate
12-Month EPSGrowth Rate
3.74%
2.06%
-2.01%
-1.38%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
4%
Operat ing Margin Net Profit Margin
High employee engagement Low employee engagement
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Quiz #2 True or fa lse
False
5. The drivers of workforce engagement are fairlyconsistent across regions and employeesegments
4. Senior leaders receive fairly low marks from
employees on vision and openness
3. Employees are generally disinclined to investmore effort and want more financial rewardsbefore they will contribute more
2. The model of a high-performance culture is fairlyconsistent across companies and industries
1. Employee engagement is primarily influenced by
individuals personal motivation and the impactof their managers
True
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Only 21% of people are fu l ly engaged
Source: Towers Perrin 2007 Workforce Study Global.
41% 8%30%21%
RelativeFavorability
Fully Engaged Fully Disengaged
-2
-1.5
-1
-0.5
0
0.5
1
1.5
2
Engaged Enrolled Disenchanted Disengaged
Rational Emotional Motivational
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85%
48%
42%
72%
56%
25%
20%
39%
Engaged em ployees and Disengaged em ployees feel very
d i f ferent about t he i r ab i l i ty t o in f luenc e key bus iness drivers
88%
49%
38%
74%
I can impact the quality of our work/product/service I can impact costs
I can impact customer satisfaction
63%
27%
20%
46%
59%
23%
17%
42%
I can impact revenue growth
I can impact the profitability of my organization
60%
22%
13%
41%
I can impact innovation of products/services
Source: Towers Perrin 2007 Workforce Study Global.
Engaged Enrolled Disenchanted Disengaged
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Quiz #3 Pick t he top 5
engagement d r i vers fo r the age 25 34 group
Set high professional standards
Organization develops leaders at all levels
Set high professional standards
Input into decision making in my department
Organization's reputation for social responsibility
2Senior management acts to ensure organizationslong-term success
Have excellent career advancement opportunities
Ages 25 to
34Engagement Drivers
Source: Towers Perrin 2007 Workforce Study Global.
1
2
3
4
5
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Top dr ivers o f engagement by age group
510Set high professional standards
2Senior management acts to ensure organizations long-term success
1Organization develops leaders at all levels
4
6
2
7
5
3
Ages 18to 24
4Appropriate amount of decision-making authority to domy job well
99Seek opportunities to develop new knowledge/skills
8
5
6
4
2
3
1
Age 55or Older
58Enjoy challenging work assignments that broaden skills
6565Organization quickly resolves customer concerns
444Input into decision making in my department
2272Improved my skills and capabilities over the last year
81017Have excellent career advancement opportunities
766Set high personal standards
3333Organization's reputation for social responsibility
1181Senior management sincerely interested in employeewell-being
Ages 45to 54
Ages 35to 44
Ages 25to 34
GlobalOverallEngagement Drivers
Source: Towers Perrin 2007 Workforce Study Global.
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As perc e ived m anager e f fec t iveness dec l ines,
so does engagement espec ia ll y the emot iona l component
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
1st Quartile 2nd Quartile 3rd Quartile 4th Quartile
Manager Performance Overall Engagement Rational Engagement Emotional Engagement
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Engagement : Suggested ac t ion i t em s
Find out how engaged your workforce is, especially high performers in keyjobs and other important segments
Diagnose the factors that may be reducing engagement look to:
Leadership behaviors
Organizational factors
Manager effectiveness
Align your engagement analysis and improvement efforts with the
requirements of your competitive strategy
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Reten t ion K eep ing Up the Moment um
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Quiz #4
Good relationship with supervisor
Ability to balance my work/personal life
Satisfaction with my organizations people decisions
Understand potential career track within organization
Organizations reputation as a great place to work
Put the Retention Drivers in Orderof Power from Higher to Lower
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Top 5 ret en t ion dr i vers f rom h igher to low er pow er
Organizations reputation as a great place to work
Satisfaction with my organizations people decisions
Good relationship with supervisor
Understand potential career track within organization
Ability to balance my work/personal life
Retention Drivers in Orderof Power from Higher to Lower
1
2
3
4
5
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Top dr ivers o f ret ent ion by age group
58Have effective job training
5Competitive bonus/incentive pay
103Satisfaction with the organizations business decisions
952Work in environment where new ideas are encouraged
1
7
4
Ages18 to
24
2Senior management supports new ideas
541Have excellent career advancement opportunities
3
4
1
Age 55or
Older
8Competitive training
465Ability to balance my work/personal life
34Understand potential career track within organization
2222Satisfaction with the organizations people decisions
589Input into decision making in my department
333Good relationship with supervisor
1141Organizations reputation as a great place to work
Ages45 to
54
Ages35 to
44
Ages25 to
34
GlobalOveral
lRetention Drivers
Source: Towers Perrin 2007 Workforce Study Global.
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Reten t i on Sugges ted ac t i on i t ems
When you think about rewards and employee behavior, think totalrewards
Dont assume you have all your reward investments in the right places test with your employee markets
Look for the highest ROI from non-financial rewards
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Ef fo r ts t o address a t t rac t ion , re ten t ion and
engagement c an pay o f f but on ly i f approached as a sys tem
$290,000
$310,000
$330,000
$350,000
$370,000
$390,000
20 40 60 80 100
Quintile Changes in Sophistication of HR Architecture
Dollar Change inMarket Valueper Employee
0
$290,000
$310,000
$330,000
$350,000
$370,000
$390,000
20 40 60 80 1000
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Talent Managem ent Sys tem s
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An int egrat ed HR s t ra t egy f ramew ork
c onsiders a l l o f the k ey organizat ion levers
Employee Engagement
Measuring engagement
Understanding drivers of
engagement Understanding linkage
between engagement and
financial results
Training and Development
Optimal processes for identifying needs
Assessing ROI of training spend
Building desired behaviors
Capitalizing on line managers as coaches
Recruitment Criteria for selection
Optimal recruitment processes
Optimal role for line managers
Creating a compelling value proposition
Business Context
Key aspects of business strategy, including growth
plans, competitive strategy, cost/margin pressures
External environment, including competition and
demographics
People implications arising from strategy and
environment
Strategic Workforce Planning
Understanding future demand for and supply ofpeople
Understanding different workforce segments
Identifying optimal employment basis
Job design organization structure
Talent Management
Defining key talent Identifying, developing and deploying talent
Engaging leadership in the talent management
process
Performance Management
Aligning company and individual goals
Coping with dynamics of business life
Increasing differentiation
Rewards and Recognition Ensuring consequences for performance and
behavior
Understanding what different segments value
Principles to guide global vs. local practice
ILLUSTRATION
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Components o f t a lent m anagement
Bonus/incentive managementCompensation modelingCompensationmanagement
Forecasting of talent needs anddemand
Critical competency/skillgaps
Strategic long-termworkforce planning
Specific effortsTotal RewardsRetention
Balanced ScorecardEngagementFeedback/measurement
Performance managementsystems
Competency profilesPerformance management
High potential identification and
development
Cross-functional and
cross-geography mobility
Leadership/high potential
development
Top-level talent reviewsLeadership needs analysisSuccession planning
Logistical supportPre-day-one onboardingAcculturation/Onboarding
Career paths and related
development plans
Planned
assignments/experientialtraining
Professional development
Internal recruitmentCollege recruitmentRecruitment/sourcing
Sample Talent Management ComponentsTalent Management
Category
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In tegra ted ta len t management t echno logy
Shared Skills and Competencies
Shared Dashboards and User InterfaceExamples:9-Box, At Risk
Employees, Org Charts,Succession Diversity
Examples:Goal Alignment,
Performance ReviewCompleted
Examples:Open Certifications, Job
Matching, Compliancewith New Procedures
Examples:What If Modeling, Total
Rewards Statements,Manager Bias
Examples:Demographics Analytics,
External Demographics,Quality of Hire
Applicants Employees Managers Internal HRExternal
Providers
Access Technologies
BlackberryE-MailIVRWeb
Succession/
Talent Rev
Performance
Management Learning Compensation
WFP and
Recruiting
Org ChartsCareer Plan
Talent PoolsCareer Paths
9-BoxDev Plan
Talent ProfileTraining
360Perf Review
MBOCareer Paths
Goal AlignmentDev Plan
Goal SettingTraining
SafetyJob Match
CertificationCareer Paths
TestingDev Plan
EnrollmentTraining
BonusIncentive
MeritStatements
ModelingGoal Setting
BudgetingPerf Review
OnboardingTalent Profile
Ext RecruitingOrg Chart
Int RecruitingTalent Pools
WFP AnalyticsCareer Paths
PositionsJob
PositionsOrganization
PositionsManager
PositionsSkills and
Competencies
HRMS TM Point Solutions
Shared Position Management
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Quiz #5 Where are c om panies
foc using the i r e f for t s on changing HR?
Streamline processes/systems
HR Web Site usability
Talent/performance systems
Employee self-service
Cost reduction
Recruiting/staffing systems
Manager self-service
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35%
31%
30%
24%
23%
18%
17%
15%
14%
13%
13%
11%
11%
11%
11%
10%
8%
Streamline Processes/Systems
Recruiting/Staffing Services/Systems
Talent/Performance Systems
Upgrade HR System
Manager Self-Service
Accuracy of Data
Employee Self-Service
New HR System
Compensation/Benefits Services/Systems
Cost
System Integration
Payroll/Time Management Services/Systems
Global Services/Systems
HR Web Site/Usability
Reports
Vendors/Outsourcing
Training
Where are com panies focus ing t he i r e f for ts on c hanging HR?
Source: Towers Perrin HR Service Delivery Survey, 2007.
Legend
Increase in focus from 2006
Decrease in focus from 2006
Little change in focus from 2006
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The ta len t m anagement env ironment
Workforce planning and talent management are quickly becoming themost important conversations in the C-suite
Demographic changes putting pressure on the pool of potential
senior talent and managers throughout the globe, making planningfor the next generation of those populations critical
Talent software is a must when creating an effective talentmanagement program
Software enforces rules that otherwise are overlooked
Succession candidates and developing high potential associates aremore engaged with the process
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Vendor dep loyment t echno logy
Some vendors have data centres outside of the U.S. For example:
WorkStream has their sole data centre in Canada and don't haveto deal with the U.S. Patriot Act issues
WorkScape has data centres in the U.S. but also Frankfurt andHong Kong
Data Centres
This is starting to get rare in the Talent market Primarily non-ERP vendors
Premise-based Installation
This allows a large employer not to share their instance of adatabase or servers with other clients
Enterprise SaaS
In our opinion, this is essentially multi-tenant ASP with a fewenhancements, although the application technology is certainlydifferent. However it allows a vendor to charge PEPM.
In the long run PEPM is advantageous when compared to one-time implementation and annual licensing. However, when avendor changes its accounting method there is usually a verysignificant impact on that years revenues
SaaS (Software as aService) model
PerspectivesDeployment Technology
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Vendor f ront end tec hnology
Some conflict between the use of AJAX (Asynchronous JavaScript) andAdobe Flex Most vendors are going with AJAX, although Adobe Flex is being used verysuccessfully by Taleo's new talent management offering and is gettingsignificant press Another major talent vendor will be releasing an Adobe Flex application in
mid-2008.
Web 2.0
Vendors are realizing the importance of manager adoption and are allworking on updating the UI for their applications Wide variations, from basic HTML to the use of more Web 2.0
User Interface issues
PerspectivesTechnology
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Ful l su i te versus par t ia l su i te
The Problem: Everyone is trying to deliver the full suite
There is a mix of:
Application vendors who are buying capability and having troublewith integration, and
Application vendors who are coding in-house and having trouble withthe on-time market release of their applications
It's all right to source Talent Acquisition and Learning Management,and then obtain other Talent Management components from othervendors
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SOA integr at ion
The question is not how integrated the applications should be, butwhether a middle tier can be developed that transacts workflow acrossdifferent applications
The other question is how an organization creates an analytics andtransactional launch portal for their managers and executives
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Ent erpr ise HRMS - Analys is
Small company with 600 employees
Limited consulting base of resources
Not known how many Financial Services/Banking customers
Software can be purchased or hosted by theprovider
Integrated suite of modules to address most/allareas
Ultimate
Software
Software supports midsize companies
Hopes to become a valid alternative to Oracle and SAP, butwill have to execute on its integration plans to achieve this goal
Positions itself as a mid-market processautomation vendor, with a strong focus on totalcost of ownership
Integrated suite of modules to address most/allareas
Lawson
Initial costs are high
Few Financial Services/Banking clients are using SAP HCM
Self service, while vastly improved, still behind PeopleSoft andother best-of-breed systems
Some modules are not as robust as pure best-of-breedapplications, e.g., Recruiting, Comp, Performance Mgmt, etc.
SAP has leveraged its enterprise resourceplanning leadership into a strong position in thehuman capital management software market
Integrated suite of modules to address most/allareas
SAP
Initial costs are high
Oracle's strategy unfolds post-acquisition, a growing number ofPeopleSoft customers and prospects are preparing to makeboth short-term and long-term decisions
Some modules are not as robust as pure best-of-breed
applications, e.g., Compensation, Performance Mgmt, etc.
Pure Internet architecture
Integrated suite of modules to address most/allareas
Very strong customer base across all industryverticals
PeopleSoft
ConsProsVendor
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Mult i -Funct ion t a lent m anagement so lut ions
Recruiting solution lacks functionality
Reporting still needs further development
Strong knowledge management software market leader
Purchased capabilities to extend offering into Comp and
Recruiting
Authoria
Unsure of Recruiting solutionBroad set of applications to address Talent Mgmt needs
User-friendly
Halogen
Unsure of Recruiting solutionA leader in Performance Management
User-friendly
Selected partner for most of the outsourcing vendors
Success Factors
Does not provide a Recruiting solution
Reporting can be cumbersome
A leader in Learning and Performance Management
Selected partner for most of the outsourcing vendors
SumTotal
Does not provide a Recruiting or Learningsolution
Leading provider in mid-market Benefit Administration area
Self service applications
Recent acquisitions have extended offering into Comp andPerformance Mgmt
Workscape
Not as user friendly as some of the other best-of-breed providers
Newly acquired Nuvosoft resulting inarchitectural change
Plateau is a leading vendor in the Learning Mgmt market andhas a good Performance Mgmt solution
Plateau
Unsure of Recruiting solutionA proven provider of integrated talent management solutionsand services
Started in the Perf Mgmt area and moved into the Learningarea
User-friendly
Cornerstone
ConsProsVendor
Ins ights f rom Tow ers Perr in s Global Work forc e St udy
can be coup led w i th t o develop a l inkage
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can be coup led w i th soc ia l ne tw ork ing t o deve lop a l inkagemode l w i th t i es back to bus iness resul t s
The Organization is the MostPowerful Influencer ofEmployee Engagement
Employees are eager to investmore of themselves to help
you succeed and will do soif they see the personal ROI
Companies need tounderstand their employeesas well as they understand
their customers
Ins ights f rom Tow ers Perr in s Global Work forc e St udy
c an be coup led w i th soc ia l ne tw ork ing to develop a
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50 2008 Towers PerrinProprietary and Confidential
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The Organization is the MostPowerful Influencer ofEmployee Engagement
Employees are eager to investmore of themselves to help
you succeed and will do soif they see the personal ROI
Companies need tounderstand their employeesas well as they understand
their customers
Social Networking
Help employees developa connection to the
organizationbeyond their immediate
environment
Give employees a venueto explore their creativity
and an environmentwhere creativity is
acknowledged andrewarded
Create a venue foremployees to express
themselves
professionally
Attraction, Engagement, Retention
c an be coup led w i th soc ia l ne tw ork ing to develop a
l ink age mode l w i th t ies back t o bus iness resu l ts
I t has a lso posed ser ious quest ions for c om panies about
w here t he corporat e sphere ends and w hat ro le the com pany
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51 2008 Towers PerrinProprietary and Confidential
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Personal
w here t he corporat e sphere ends and w hat ro le the com pany
should p lay in t he profess ional and personal sphere
Corporate
How much control should the company attempt to extend over external (personal,professional) personal networks?
What is the impact on the brand
Use of brand in inappropriate contexts
Privacy How can social networks be used as sourcing tools?
Recruiting Spaces
LinkedIn
Facebook
Recruiting Strategy
How to use employees as agents of firm
Poach risk
How to transition candidates from social networking site to internal system
What place do social networks have internally?
Connectivity
Dispersed workforces
Organizational silos
Rewards
Is this a possible rewards vehicle?
P
rofe
ssional
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Many com panies are pu l l ing back
A poll by found that 66% of workers think their colleagues share too muchinformation on Facebook - Sophos
Forrester Research recently found that 14% of companies have disciplined
employees and 5% fired them for offenses related to social networking.Half of companies--Citigroup, Goldman Sachs, JPMorgan, UBS, andLehman Brothers among them restrict access to Facebook - FinancialNews
The city of Toronto blocked access to social networking sites four months
ago. "There's potential for staff to spend an inordinate amount of time onsites like this," explains a spokesman for the city. "Is it necessary forwork? Information Week
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But o t hers are c harg ing ahead
McDonald's began moving toward social networking after an internal study showedthat employees were often looking for colleagues with expertise in certain areas orfor authors of information they found useful. McDonald's employees and somepartners will soon be able to create their own profiles on the company's Awareness
(formerly iUpload) social media platform, from which they can blog and participatein communities. - InformationWeek
Ernst & Young has created an extensive Facebook recruiting group wheremembers can ask questions about internships, recruiting, and the industry as awhole. It currently has 11,557 members.
The Department of National Intelligence's A-Space project will let analysts posttheir own profiles and seek trusted contacts. "We're very disconnected," says MikeWertheimer, assistant deputy director of national intelligence for analytictransformation and technology. InformationWeek
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Com panies have charged in to t h is space t o d i f ferent degrees
Provides employees the opportunity to blog andparticipate in internal communities
AwarenessNetworks
McDonalds
Profile-oriented closed network. Users candescribe their expertise, track engagements
and communications with other members,create event postings and discussion forums,and search. ,
SelectMindsKirkland & Ellis andLockheed Martin
Ability to channel RSS feeds from internalblogs, relevant documents, and plans into anActivities page for everyone to see and discuss.
IBM LotusConnections
The Federal AviationAdministration
Enables their customers, partners, staff andeven prospects to engage with one another todrive referrals, loyalty and brand value. Usersengage with one another to learn, partner,recruit and build relationships.
Leverage SoftwareApple, Sun Microsystems,Lucent, SAP,Salesforce.com
Keeps interns in touch and shares informationwith co-workers attending company events
FacebookShell Oil, Procter &Gamble, and General
Electric
Usage HighlightSocial Network /Vendor Used
Company
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And vendors have charged ahead w i t h prov id ing so lu t ions
Has versions tailored for former employees, retirees, and new hires and interns, andits software can integrate with PeopleSoft apps to track new hires and job changes.The company is expanding its integration capabilities by incorporating standard APIsthat allow mashups.
SelectMinds
Personal profile pages, people-matching, blogs, chat, polling, rss, widgets, discussion
groups, file sharing, targeted advertising, and robust customer and communityanalytics
Leverage
Software
User profiles, blogs, social bookmarking, and the ability to create communities ofemployees around interests and work-related tasks. IBM has portlets for viewingprofile and community information through other apps, so this isnt another placepeople have to go. (Integrated)
IBM / LotusConnections
Separate strong and weak relationships by peering into information sources, collectingand dissecting records of in-person appointments recorded in calendars, call records,e-mails, the ratios of incoming to outgoing messages, and the length of time spentcommunicating with individuals. Working with Oracle to integrate Oracle's CRM OnDemand application with Visible Path's social networking software
Visible Path
Show users' biographies, Active Directory information, shared links, contactinformation, job responsibilities, professional interests, educational background, blogposts, and shared documents. An "In Common With You" feature shows
characteristics that employees share.
Microsoft/SharePoint
Server 2007
FeaturesCompany /Product
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How c an Soc ia l Net w ork ing Enhanc e Current HR Solu t ions?
The success of Social Networking is built on two key pillars
1. The usability of the integrated platform
2. The ability to solicit and structure user generated content
In a corporate environment, it touches many parts of the employeelifecycle
Attract EngageProcess
ProcessFocus
HRComponents
Retain Develop
Define staffing needs,
recruit, hire, transfer to fillneeds
Connect employees with
jobs, elicit investment ofdiscretionary effort
Connect individuals with
organization, design anddeliver total rewards
Build individual human
capital, ensure long-termpeople strength oforganization
Recruiting
Applicant testing andprescreening
Non-employee staffing
management (temps,contractors)
On-boarding process
Employeeattitude/behaviormeasurement
Workplace culturedevelopment
Work/life balanceinitiatives
Employeecommunications
Community relations
Recognitionmanagement
Organizationdevelopment
Performancemanagement
Develop employeebusiness acumen and
insight Manager development
Career management
360 degree employeefeedback
Learning management
Knowledge management
Attract
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How c an Soc ia l Net w ork ing Enhanc e Cur rent So lu t ions?
Recruiting
Current HR Solution:Internal and external job boards. Corporate career site
How to Enhance through Corporate Social Networking
Create viral referrals and forwarding of job postings Key to finding passive candidates
Target job postings based on HRIS data (i.e. personal development plan,competency ratings)
Keep non-employee groups engaged: Contractors, Interns, Alumni, Retirees
Preserve affiliation factor, encourage rehires
Internal Project Recruiting
Current HR Solution:Varies, often spreadsheet based
How to Enhance through Corporate Social Networking
Allow users to post availability and interests for project recruiters Allow users to search for open projects
Opportunity for users to recommend colleagues for projects
Engage
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How c an Soc ia l Net w ork ing Enhanc e Cur rent So lu t ions?
Onboarding
While traditional onboarding programs focus solely on administrative tasks,successful organizations help newcomers establish a broad network of relationshipsfrom day one.
Current HR Solution: Onboarding Portals, Intranet Orientation sites
How to Enhance through Corporate Social Networking
Quickly locate the centers of knowledge, the key constituents
Builds strong relationships with colleagues from the onset makes new hires feel
more connected to the workforce resulting in decreased turnover, shortened timeto contribution and greater satisfaction.*
Connections between New Hire cohort
Connections with experienced employees
Capture and share lessons learned from onboarding process
Encourages the cultural value of knowledge sharing as well as networking Can strengthen mentoring program (i.e. mentor discovery)
*Source: http://www.humancapitalinstitute.org/hci/tracks_corporate_social_networking.guid
Retain
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How c an Soc ia l Net w ork ing Enhanc e Cur rent So lu t ions?
Recognition Management
Current HR Solution: Intranet Announcements, Newsletters, Recognition Portals
How to Enhance through Corporate Social Networking
Community involvement in the award process Community voting on award nominees
Share case studies across organization
Make recognition public and communal
Encourages employee awareness of awards and engagement, thus
increasing the value of rewards Visible identification of winners through their profiles
Preservation of trophy value
Peer-to-Peer recognition opportunities
Opportunities to run contests (i.e. sales contests) with a viral approach
Develop
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How c an Soc ia l Net w ork ing Enhanc e Cur rent So lu t ions?
Performance Management
Current HR Solution: PM Portals, 360 Feedback tools, Pen and Paper Process
How to Enhance through Corporate Social Networking
In social networks, ratings and reviews are ubiquitous, from consumerelectronics to books to eBay buyers and sellers.
Ability to link 360 degree feedback requests into your social network. Targetedrequests for feedback
Taleo is already working in this space
Knowledge Management
Current HR Solution: Knowledge Management Software
How to Enhance through Corporate Social Networking
Wiki boards collaborative project focused environments
Ability for users to identify experts
Users can post video and other media
Viral contests (Best Buy case study)
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In c los ing
Why should you be thinking about talent management?
How will focusing on talent management help your organization?
And how does talent management fit into ITs strategy?
More information:
Coming soon:Towers Perrin white paper and web presentation onintegrated talent management
Email Scott or Amber to ensure you are on the list to receive technology
oriented updates hot off the press!
H l h l ?
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How e lse can w e help?
Scott McClure
Amber McCue