Debbie Mc Grath CEO HR com Chairperson

Debbie Mc. Grath CEO HR. com / Chairperson i 4 cp Integrated Talent Management: Holy Grail, or Pipe Dream? Institute For Corporate Productivity

Agenda • Integrated Talent Management (ITM) Defined • The ITM Landscape • Seven Key Elements of Successful Talent Management • Questions

Definition • What is Talent Management • A holistic view of your entire workforce including all the systems, processes, metrics and people required to align your people strategy to the business strategy. • This includes recruitment, learning, succession planning, performance management and compensation management.

Holy Grail, or Pipe Dream? ? ? • Integrated Talent Management – Lots of buzz – Market momentum – Changes in HR departments / titles • But… – – Who’s doing it? Is it even possible? How do you get there? Who needs to take ownership ?

Siloed Apps not integrated to HRMS ? Recruiting Learning • Siloed • Different Owners Performance • Few Metrics Management • No continuity • Haphazard • Uncoordinated • Results – Suboptimal Engagement / Retention Succession Planning / Career Dev. Workforce Planning & Metrics Compensation

Recruiting - Complex • Workforce Planning • Job Descriptions • Compensation • Competencies • Sourcing – Postings – Career Fairs – Agencies • Contingent • Full time – Advertising – Etc. . • Interviewing • Testing – – – – Skill Background Cultural Fit Assessments Drug / Criminal Reference Checking Etc. . • Data Mining • Talent Pools • Employment Branding • Etc. .

ITM: Pulling It All Together Learning Performance Management Recruiting Workforce Planning & Metrics Engagement / Retention Compensation Succession Planning / Career Dev. A holistic view of an employees life cycle.

Early Examples • Aetna – Linking Learning and Performance – Integrates corporate goal setting, operational goals, individual performance plans and learning events • Cingular Wireless – Focusing on the recruiting-learning and performancelearning linkages • Medtronic – Early adopter of workforce planning / succession management process and technology • Elsewhere… – HR job title changes and department name changes to reflect a new emphasis on talent management

Top Priorities for 2006 Source: IHRIM, Knowledge Infusion

77% of workplace practitioners are expecting to see dramatic increases in talent management initiatives within their organization over the next 3 years. Source: IHRIM, Knowledge Infusion

The Vendor Bottom Line • No vendor yet delivers full functionality across the whole ITM spectrum • Many vendors (including Oracle) are working hard to build out capabilities • Consolidation will continue over the next 3 -5 years – expect more moves • Growth by acquisition = a mess “under the hood” • The wonders of “SOA” and “Plug & Play” interoperability are yet as advertised • Your best decision – pay attention to your real requirements versus “bells & whistles”

Strategy First “Seven Key Elements of Successful Talent Management” 1) Deep involvement of senior management • • Time invested in a variety of activities Creating a development culture 2) Dedicated resources • Time, Staff, IT Support 3) Consistency and structure • • Formal processes and documentation Consistent tools for assessing / comparing talent 4) Breadth and depth of talent reviews • • • All professionals Non-HQ locations Non-traditional candidates / career paths

Strategy First (7 Keys) 5) Meaningful developmental experiences • • Inclusion in critical meetings Special project teams Cross-business, cross-functional assignments 2 -3 year international assignment 6) Motivation and Retention • • • Mentoring Formal development plans Interesting, stretch assignments Supervisor “retention talks” Recognition Money? Not so much 7) Monitoring • • Ensure process completion & integrity Measure results and measure behavior

Metrics That Matter: Analytic Taxonomy Predictive Modeling I M P A C T Correlated Analytics Contextual Embedded Analytics Metrics Delivery (Dashboards) Information Distribution COMPLEXITY

Making It Happen ITM should be a philosophy first, a strategy second, a process third…then let’s talk technology. • Philosophy Considerations: – What approach does your firm currently take to managing people? – What needs to change to make an ITM approach feasible? • ITM Strategy Considerations: – – Know your firm’s Business Strategy Analyze critical jobs – ITM is not peanut butter! Examine social & demographic trends for impact Develop linked strategies for all components of ITM

Making It Happen • Process Considerations – Some level of redesign must occur in order to leverage new technologies – otherwise, why bother? – Identify the critical linkage points between components for your firm – Build in metrics from the ground up • Talk with all relevant stakeholders – role-based analysis • Identify a supportable metric subset with extensions • Weave impactful metrics into all processes

Making It Happen • Technology considerations – Technology strategy linked to HR strategy linked to Business strategy – not vice versa – Focus on your real requirements, not bells & whistles (most of which end up never being used) – Pursue scenario-based evaluations vs. RFPs • Start with the capabilities of your core HRMS – Functionality is important… – Configurability is MORE important (agility) • • Embedded business processes User Interface Workflow Integration engine

Making It Happen • Implementation considerations – Project teams usually underestimate integration / interoperability issues • With 3 rd party providers • With niche applications – Organizations chronically under invest in internal marketing/communication, rollout, and change management project phases – Utilize dedicated resources if possible – Get senior management support over project life

I 4 cp – formerly Human Resource Institute (HRI) • Started as a not-for-profit research institute in 1965 • Rapid, reliable, comprehensive respected research and analysis for 30+ years, with 111 major clients (~50% are Fortune 500) • 20 Researchers and 13 Executivesin- Residence monitor 64 Knowledge Centers examining trends, strategies and implications • Weekly issues survey • November 28 launch of new brand – i 4 cp ( Institute for Corporate Productivity)

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Questions?

Integrated Talent Management: Holy Grail, or Pipe Dream? rhanscome@i 4 cp. com