Three Steps to a Hard Dollar ROI from Talent Management
Mollie Lombardi VP/Principal Analyst of Workforce
Management PracAce Brandon Hall Group
Michael Brandt Area VP,
HCM SoluAons Infor
Learning & Development
Talent Management
Leadership Development
Talent AcquisiAon
HR/Workforce Management
RESEARCH PRACTICES
2 ©2014 Brandon Hall Group, Inc.
Type in your question here Have questions after the session?
Email: [email protected] Website: www.brandonhall.com
Phone: (561) 306-3576
PRESENTATION IS BEING RECORDED PLAYBACK AND SLIDES WILL BE SENT OUT AFTER THE WEBINAR
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Agenda
• Managing Talent Risk
• The Role of CriAcal Roles
• People-‐driven Success
No Business Plan Without a Talent Plan
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5 Kinds of Talent Risk • Capability Risk • Capacity Risk • Cost Risk • ConnecAon Risk • Compliance Risk
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It’s All Connected
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Competencies
The language we use to talk about talent
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Managing Risk Requires Deep Insight
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What Are Your CriAcal Roles?
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Defining CriAcal Roles
Source: Brandon Hall Group, Skill Study, October 2014
38%
24%
38%
Critical roles defined to meet business goals for the next 12 months
Critical roles defined to meet business goals for the next five years
Critical roles for future business need are not defined
11 ©2014 Brandon Hall Group, Inc.
Defining CriAcal Roles
Source: Brandon Hall Group, Skills Gap Study, October 2014
24%
41%
7%
21%
7%
0%
25%
50%
Skill and behavioral competencies, job level competencies, cognitive abilities,
cultural fit
Skill and behavioral competencies, job level competencies
Job based competencies
General job description only
Critical roles not defined
All Respondents
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Where Do Competencies Come From?
• OrganizaAonal culture • Leadership characterisAcs • Current high performers in the role • Forward-‐looking business strategy
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Use of Assessments for CriAcal Roles
Source: Brandon Hall Group, Skills Gap Study, October 2014
22% 24%
37%
17%
0%
25%
50%
We do not use assessments for critical
roles
We're in the process of implementing
assessments for critical roles
We use assessments for only some of our critical
roles
We have assessed almost everyone in a critical role
All Respondents
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Poll QuesAon How does your organizaNon currently use talent performance profiles?
– For assessing candidates exclusively – For exisAng employees exclusively – For assessing candidates and exisAng employees – We do not use assessments
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MulAple Levels of Competencies
Mission and vision
Strategies
IniAaAves
OrganizaAonal competencies
Leadership competencies
Job role competencies
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Check Regularly
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The EvoluAon of Assessments
Pre-‐hire tesAng
Pre-‐and post-‐hire skills and capabiliAes
Ongoing assessment strategy
Technology enabled
assessment strategy
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Used Throughout the Lifecycle • Fit for hire • Guided onboarding • Ongoing development • Teaming • Leadership style • Mergers and acquisiAons • Succession
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It’s All Connected
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21 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com
21
Infor HCM People-‐driven success Michael Brandt, Area VP, HCM SoluAons, Infor
QuesAon
What are you hearing out there?
What are you hearing out there?
Process AutomaNon
We will streamline your processes!
SaaS One vendor, one code-‐set,
easy upgrades!
End to End Because we have everything,
we are beier!
Best of Breed We are beier because we focus on this one specific thing!
What are you not hearing?
How you can …
idenAfy your own top people
repeatedly make great hires
idenAfy the traits that work
develop your people against those
traits
track this against the company’s
boiom line!
What are you not hearing?
How you can …
Best Way to Improve The Boiom Line
?
every employee ● your only employee
every performer ● a top performer
Break Down Top Performers: Sales RepresentaAve Example
What makes top performers great? The Key Traits and Components Differ From Company to Company:
– Empathy – Controlling – Listening
Build a Performance Profile (Talent DNA)
Best Way to Improve The Boiom Line
Replicate Top Performers Using Proven Traits
People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
People-‐driven success
The three steps
Map, hire and develop your top talent … on scienNfic principles
Science-‐driven HR success
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
Benchmark your key talent profiles for mission-‐criAcal roles Define the DNA of best of the best IdenAfy key behaviors and traits that make them the best
Step 1: Map Your Talent
0
5
10 Accountab
AdaptabilitCommunic
Customer
Inclusiven
Team Leadership
CompeAAvOpposiAon
Dependen
PerfecAoni
Avoidance
Approval Power
Talent Mapping
Traits
Leverage research to define recruiAng strategies Assess applicants against top traits by role Replicate/hire the traits of your top people Understand the business effect of every hire
Step 2: Hire/IdenAfy Top Talent
Develop performance and development plans around top traits
Track the effects of every improvement on business
Measure onen, realign and monitor effect
Foster your top producAvity DNA plan
Step 3: Develop/Foster Top Talent
People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Skills and Competencies
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
Sales Associate – Foot Locker
n = 2,446 n = 988
Pre: not assessed Post: assessed
d=0.62, p = .0000*
*Denotes staAsAcal significance
$16,170,677 addiAonal sales
Increased SPH in assessed group
People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
SupporAng your success • The importance of usability
– For ‘ease of use’ to Wow factor – Ensures people using sonware and good data entered
• The importance of data-‐sharing across processes – Making the most of talent data – Infor ION / Business Vault?
• People – Methodologies need people – Technology needs people
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47
48 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com
48
The aim: predictable, repeatable success
People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
51 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com
51
Infor HCM People-‐driven success
Michael Brandt Area Vice President HCM Solutions [email protected] http://www.infor.com
QuesAons?
52 ©2014 Brandon Hall Group, Inc.
Mollie Lombardi VP/Principal Analyst of Workforce
Management PracAce Brandon Hall Group
Michael Brandt Area VP,
HCM SoluAons Infor
Thank You
Mollie Lombardi VP/Principal Analyst of Workforce
Management PracAce Brandon Hall Group
Michael Brandt Area VP,
HCM SoluAons Infor
[email protected] 53 ©2014 Brandon Hall Group, Inc.
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