Visualizing Complexity: Schematics Deliver Clear Direction ... · “Surprise” Short-Notice...

Visualizing Complexity: Schematics Deliver Clear Direction for an Integrated Talent Management Strategy

LEHRN

November 3, 2017

Copyright © 2017. Black Box Consulting, Inc. All rights reserved.2

About Andy Rice

Andy Rice, Principal and Lead Strategist of Black Box Consulting, has played an instrumental role in the success of key clients, working with Fortune 500 companies on critical initiatives including integrated talent management planning and assessment projects, talent management optimizations, technology selections and implementations, change management efforts and talent management transformation programs.

Prior to establishing Black Box Consulting, Mr. Rice developed an extensive background in business process management, talent management and human resources. He held roles as Practice Manager for Integrated Talent Management and Principal Consultant at the Newman Group (a division of Korn/Ferry International), Senior Project Manager at Yahoo! Resumix, Staffing Director at Genentech, and Regional HR Director of Viant, a global internet and business consulting company. He also has an extensive background in talent acquisition, learning and development, performance management, leadership development, succession planning, compensation and workforce planning.

Mr. Rice has facilitated speaking engagements and workshops on talent management for organizations such as the Human Capital Institute, the Conference Board, IHRIM, Argyle Executive Forum, the Electronic Recruiting Exchange, HR Tech, HRMAC and IHR.

Mr. Rice graduated with a BS in Electrical Engineering and Computer Science from the University of California at Berkeley, and spent the first five years after graduating as an engineer and engineering manager at Intel.

Principal / Lead StrategistBlack Box Consulting

New York, NY

[email protected]


Agenda

• Why Integrated Talent Management?

• Why is integrating Talent Management so difficult?

• What is the Black Box?

• How do companies use the Black Box?

• What are your questions?

Why Integrated Talent Management?


Traditional Talent Management

DISCUSSION: Examples of TM Silos

• What are examples of siloed behavior in Talent Management in your organization?



Integrated Talent Management

Talent Strategy & Workforce Plan

Competency Model

Technology Enablement

Strategy

Process

Language

Scalability

Change ManagementAwareness – Acceptance – Adoption

Transformation

Corporate Strategy

Succession PlanningLearning & Development

Performance Management Leadership Development

Talent Acquisition

Compensation


Technology

SP Comp

LD

L&D

PM

TA

WFP

Integrated Talent Management

The result:

• Workforce Planning linked to Business Planning

• Disciplines execute processes in accordance with Workforce Plan

• Processes are coordinated through inputs and outputs

• Technology enables link to strategy and data sharing

• Competencies are the common talent language

• Business has the right talent to meet the short- and long-term business objectives

Competencies


Why Integrate?

Source: Aberdeen, Integrated Talent Management: Improving

Business Results through Visibility and Alignment, 2009


Why Integrate Talent Management?





Source: Bersin & Associates, 2010 Talent Management Factbook


Example: ITM – Before & After

Before AfterUninformed Workforce Information: On March 15th, Jane, a Manufacturing Site Manager says her plant is fully staffed, not realizing that the business strategy dictates a change in production schedule requiring additional staff.

“Surprise” Short-Notice Recruitment Requests: On March 22nd, Jane calls her recruiter and says she needs to hire 100 people by April 15th.

Reactive, Behind-Schedule External Recruitment:The recruiter scrambles to initiate hiring as rapidly as possible based on this unforeseen need; as a result, Jane’s plant is not fully staffed for six months.

Forecast-Driven: As an output of Business Planning / Workforce Planning, the Talent Acquisition, Learning & Development and Succession Planning teams receive a forecast at the beginning of the year.

Pro-active Internal / External Sourcing: The forecast indicates two scenarios of either “no hiring” or the “need to hire 100 people at this plant.” All three teams begin to identify talent for this need on January 1.

On-time Responsiveness / Talent Results: When the call comes in on March 22nd, internal and external talent has already been identified to meet the need.


Example: ITM – Before & After

Before AfterCompliance-Driven Development Planning: John has just started as a new employee. Two weeks after starting, his manager Nancy meets with him and says “HR requires us to have a development plan for all employees, so what do you think you should have on your development plan?”

Value-Added Development Planning: At two weeks into John’s employment, Nancy sits down with John and says, “Looking at your current job description, here are the competencies required for your role. During your hiring process, we assessed that you are very proficient in communication and leadership skills, but may need some development in managing work through others.”

Lack of Support for Employee Development: John isn’t really sure what to put on his plan, so they agree that he should review the paper-based catalog of courses and add classes of interest to John’s development plan.

Manager- and System-Supported Employee Development: “Our development planning system is suggesting we send you to a class to help you in this area, and set you up with a mentor who is very proficient in this skill. Can we add this to your development plan?” John agrees, and feels very positively about the company and Nancy’s support for his development.

DISCUSSION: Current State of TM

• How would you classify the maturity level of Talent Management at your company?

– Level 1: Siloed Talent Management

– Level 2: Standardized Talent Processes

– Level 3: Integrated Talent Management

– Level 4: Strategic Talent Management


Why is integrating TalentManagement so difficult?


Integration Challenges: Strategic Missteps

• Integration Focus: One TM project at a time, without a meaningful view of the whole

• Continuity: Projects start and stop

• Consistency: Some areas integrate with others, while others fall behind

• Purpose: Funding often goes to the squeakiest wheel

• Sustainability: Not a sustainable approach


Integration Challenges: Execution Lapses

• Complexity: High level of complexity

• Dependencies: Difficult to design dependent processes

• Ownership: Owners of processes are organizationally separate

• Technology: Technology requirements for integration are unclear

• Expertise: Lack of individual with broad expertise across Talent Management

What is the Black Box?


Black Box Analysis

• Purpose

– To develop a “schematic” of the “architecture” of the Integrated Talent Management “system”

• Objectives

– To create a high-level picture of the future state interaction between all Talent Management disciplines

– To define the future state inputs, outputs and assumptions of each Talent Management discipline

– To develop the framework for the future state process development in each Talent Management discipline


Complex System

Black Box Analysis: Overview

Black Box #1

• Objectives

• Activity #1

• Activity #2

• Activity #3

Black Box #2

• Objectives

• Activity #1

• Activity #2

• Activity #3

Black Box #3

• Objectives

• Activity #1

• Activity #2

• Activity #3

Black Box #4

• Objectives

• Activity #1

• Activity #2

• Activity #3

Black Box #5

• Objectives

• Activity #1

• Activity #2

• Activity #3


Black Box Analysis Process

• For each Talent Management discipline, determine:– The objectives and high-level activities of that discipline

– The inputs required to meet the objectives of that discipline

• If possible, the supplier of each input

– The outputs produced by each discipline

• If possible, the consumer of each output

– The assumptions required to meet that discipline’s objectives

TM Discipline #1• Objectives

• Activity #1• Activity #2• Activity #3

Assumptions

Inputs OutputsSupplier Consumer


Sample: Discipline Design Specification


Black Box Analysis: ITM Schematic

How do companies usethe Black Box?


ITM Strategic Analysis: Phase 1

Project Kickoff and CharteringWeek 1

Talent Strategy AlignmentWeeks 1-4

Talent Management Discipline ReviewWeeks 1-4

Purpose

• To review the key talent implications associated with corporate strategies and goals

• To develop talent strategies / philosophies to meet business strategies

Purpose

• To review of the disciplines required to meet the talent strategies and identify the objectives required in each discipline to meet the talent strategies

• To assess and document discipline priorities and barriers to success

Phase 1 Talent Strategy Alignment

Purpose

• To begin the project with documented agreement within the project team

ITM Talent Strategy Alignment

30

Identify talent implications for each business goal

Understand business strategies / goals

For EACH TM discipline:

1. Identify objectives and key priorities required to meet the talent strategies

2. Assess barriers to success in meeting the talent strategies

TA

Associate relevant TM discipline(s) with each talent implication

B2

TalentStrategy

Alignment

Talent MgtDiscipline

Review

…

TI 1 TI 2 TI 3 TI 4

L&D PMWFP L&D SP CompTA

TA L&D PMWFP SP Comp

B3B1 B7 B8

Copyright © 2017. Black Box Consulting, Inc. All rights reserved.

SAMPLE: Healthcare CompanyC

orp

ora

te O

bje

ctiv

e

Differentiate on quality, safety and service

Co

rpo

rate

Go

alAchieve top quartile service excellence scores at all hospitals and post-acute services

Tale

nt

Imp

licat

ion

s

Identify competencies required for increased service excellence, in partnership with Nursing and Service Excellence

Assess the current level of service excellence competencies within all facilities

Hire employees who possess service excellence competencies

Develop service excellence competencies within employee population

P | 18 Copyright © 2017. Black Box Consulting, Inc. All rights reserved.31

SAMPLE: Automotive Parts Manufacturer

1.Global Leader with Strong Brand Recognition* Top 10 US / Top 25 Globally

Corporate Strategy

• Employment brand needs to be strongly aligned to product brand in order to support acquisition and retention of talent

• Support required for acquisition and integration of competitors and strategic partners in the marketplace, including HR awareness

• Need to understand new products required to ensure ability to secure new OEM customers and determine skills and roles required to develop and implement these products

• Need to ensure appropriately skilled and staffed marketing and business development departments in order to improve brand recognition and secure new OEM customers

• Need to ensure knowledge of geographic expansion targets to ensure global leadership and determine mechanisms for properly staffing these functions (leadership, associates, skillsets, etc.)

• Need to ensure that our current talent and future talent have a quality mindset and quality skillsets to ensure ability to compete globally

Talent Implications

P | 20 Copyright © 2017. Black Box Consulting, Inc. All rights reserved.32

SAMPLE: Strategy Alignment Worksheet


DISCUSSION: Talent Strategy Alignment

• How many of you utilize a process similar to Talent Strategy Alignment to develop your Talent Strategies?

– Who owns that process?

– How do you manage and execute the process?

– Do you measure the success of your talent strategies?



ITM Strategic Analysis: Phases 2 and 3

ITM Black Box AnalysisWeeks 5-8

ITM GapAnalysisWeeks 9-14

ITM Roadmap DevelopmentWeek 15

Purpose

• To identify future-state process, technology, organizational requirements through current state review

• To assess the readiness of each ITM discipline relative to the future state of:o Technologyo Processo Organization

Purpose

• To develop and prioritize a multi-year ITM project roadmap

Phase 2: Black Box

Purpose

• To define the future-state for each ITM disciplineo Objectiveso Activitieso Inputso Outputso Assumptions

• To develop a “schematic” of the “architecture” of the Integrated Talent Management “system”

Phase 3 ITM Roadmap Development

SAMPLE: ITM Gap Analysis


Dis

cove

ry Q

ues

tio

n

Who is responsible for employee referral submissions?

Cu

rren

t St

ate

The candidate selects “Employee Referral” as source and types the employee name

Bes

t P

ract

ice

ERPs result in higher quality of hire and better tracking when employees enter their own referrals

Req

uir

emen

ts PROCESSNeed to modify employee referral policy around Employee Self-Service

TECHNOLOGYSystem needs to support EE submitted referrals through a portal

TECHNOLOGYSystem needs to contain updated normalized list of current EEs

ORGANIZATIONNeed clear accountabilities for managing referrals

SAMPLE: Gap Analysis Deliverables



SAMPLE: TM Maturity Matrix

Organization

Employee performance process is

managed manually via forms

Data is not housed in a centralized

location, resulting in a lack of ability

to track and report on performance

management data and enforce

process accountability

Current process is adequately

supported by various roles within the

HR organization

Responsibility for PM process is

decentralized

Future enhancements have the

potential to strain current structure

Pe

rfo

rma

nce

Ma

na

gem

en

t

Process Technology

Individual performance goals are not

aligned with corporate objectives (i.e.

cascading of objectives is not

consistent)

Process is inconsistent and perceived

as requiring significant effort for

minimal impact

Pay is not aligned with performance,

both from the manager and employee

perspective

No overall performance rating is

assigned in measuring the employees

performance

Rigor around management of poor

performance is lacking


SAMPLE: TM Maturity Map

Process Technology Organization

Talent Development

Compensation

Succession Planning

Talent Acquisition

Performance Management

Workforce Planning

DisciplineMaturity Level

General Notes:

• Workforce Planning is a significant foundational area for improvement

• Technology platforms need improvement to support an integrated function

• Performance Management process improvements are required to increase return

• Process maturity is acceptable in many areas, but process improvement areas exist

• Lack of consistent competency model skews above results towards red

• Root causes of data integrity issues need to be addressed for future state success


SAMPLE: ITM Project Roadmap

Year 1 Year 2 Year 3

Competency Model Development

HR Data Optimization

Competency-Based Job Descriptions

TM Platform Evaluation

TA Technology Implementation

Workforce Planning Pilot

Perf. Mgmt. Process Redesign

Leadership Development Curriculum

LMS Technology Implementation

Workforce Planning Launch

Comp System Implementation

Integrated Total Comp Focal Process Rollout

SP Process Dev / Rollout Candidate Assessment Process

Performance Management System Implementation

Career Ladder Structure

Leadership / Mgmt. Assessment

Global Student Programs

SP System Implementation


Insights for Leadership and Planning

• Key Benefits of Black Box Approach– Combines “big picture” perspective and functional detail

– Drives both immediate activity and long-term strategy

– Allows for design of each process while meeting the integration needs of the system

– Creates practical direction and prioritization for all ITM activities

• Key Considerations– Importance of “Big Picture” thinking

– Importance of innovative thinking

– Aggressive timeline helps drive results

– Balance perfection w/ timeline / progress


About Black Box Consulting

Black Box Consulting helps companies large and small maximize the business return of their talent management functions. We can help you:

• Link your talent management operations to business strategy

• Develop a plan to integrate your talent management function and to manage your talent management transformation program

• Optimize your talent management processes, use of technology, and organizational model

• Select, implement and launch your talent management technology

For more information, contact Andy Rice, Principal and Lead Strategist,at [email protected] or (415) 254-5831

THANK YOU!

Visualizing Complexity: Schematics Deliver Clear Direction ... · “Surprise” Short-Notice...

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