capitalizing on your agency's talent

CAPITALIZING ON YOUR AGENCY’S TALENT

David WilkinsVice President, Taleo Research

AGENDA

Why does Talent matter?

What do organizations know about Talent?

Why does Workforce Visibility matter to government agencies?

› Rebalancing the workforce

› Retirement planning

› Succession for critical roles

TA L E N T I N T E L L I G E N C E

INFORMATION

TA L E N T I N T E L L I G E N C E

INFORMATION

SPEED OF CHANGE

SKILL GAP

TIME

RECESSION

REACTION

RECOVERY

SPEED OF CHANGE

SKILL GAP

TIME

BOOMERS

REACTION

CULTURECHANGE

SPEED OF CHANGE

SKILL GAP

TIME

DISASTER

REACTION

PROCESSCHANGE

TECHNOLOGY

DISASTER

CULTURECHANGE

BOOMERS

SPEED OF CHANGE

SKILL GAP

TIME

RECESSION

REACTION

RECOVERY

OUR PERSPECTIVE

Individuals are more personally empowered

Competition for the right talent will be fierce

Know what you have, anticipate what you’ll need

Knowledge needs to be in the hands of everyone

?

WE KNOW SO LITTLE ABOUT PEOPLE

TA L E N T I N T E L L I G E N C E

WE KNOW SO LITTLE ABOUT PEOPLE

TA L E N T I N T E L L I G E N C E

Taleo Research on Workforce Visibility

ORGANIZATIONAL TALENT INTELLIGENCE

Performance Plans Aligned to Goals

Succession Bench Strength

Top Performers NOT on succession plans

Risk of loss for critical employees/positions

Top performers with NO career path

Competency/skills gap analysis

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Important or Very Important Access to Reliable Data

Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010

ORGANIZATIONAL TALENT INTELLIGENCE

Performance Plans Aligned to Goals

Succession Bench Strength

Top Performers NOT on succession plans

Risk of loss for critical employees/positions

Top performers with NO career path

Competency/skills gap analysis

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Important or Very Important Access to Reliable Data

Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010

<25% HAVE ACCESS TO PEOPLE INSIGHTS

MOST ORGANIZATIONS LACK KEY INFO ON EMPLOYEESWHEN THEY HAVE IT, MANAGERS DON’T

ORGANIZATIONAL TALENT INTELLIGENCE

Performance Plans Aligned to Goals

Succession Bench Strength

Top Performers NOT on succession plans

Risk of loss for critical employees/positions

Top performers with NO career path

Competency/skills gap analysis

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Important or Very Important Access to Reliable Data

Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010

23% HAVE VISIBILITY INTO CAREER PATHS

FOR TOP PERFORMERS

ORGANIZATIONAL TALENT INTELLIGENCE

Performance Plans Aligned to Goals

Succession Bench Strength

Top Performers NOT on succession plans

Risk of loss for critical employees/positions

Top performers with NO career path

Competency/skills gap analysis

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Important or Very Important Access to Reliable Data

Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010

29% HAVE VISIBILITY INTO SUCCESSION PLANS

FOR TOP PERFORMERS

ORGANIZATIONAL TALENT INTELLIGENCE

Performance Plans Aligned to Goals

Succession Bench Strength

Top Performers NOT on succession plans

Risk of loss for critical employees/positions

Top performers with NO career path

Competency/skills gap analysis

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Important or Very Important Access to Reliable Data

Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010

23% HAVE VISIBILITY INTO FLIGHT RISK

IN CRITICAL ROLES

The Workforce Visibility Imperative for Government Agencies

POLL: WHAT IS YOUR AGENCY’S BIGGEST BARRIER TO HAVING A CLEAR VIEW OF TALENT?

›A. Disparate systems that track employee data

›B. Manual processes to collect and aggregate data

›C. Incomplete data to make decisions

›D. Out-of-date data

›E. Other

THE NEED FOR DATA-DRIVEN DECISIONS

Workforce Visibility

Rebalancing the

Workforce

Mission-Critical

Occupations

Retirement and

Replacement Planning

BARRIERS TO SUCCESS

Timely and intuitive

Wrong data

silosspreadsheets

No additional steps

SPREADSHEETS & HUMAN CAPITAL MANAGEMENT

75% of organizations use spreadsheets for some aspect of talent mgmt.

61% find errors in spreadsheets 37% of orgs incorrect performance reviews

72% don’t use spreadsheet auditing software

Of those that do, 83% find errors at least occasionally

Spreadsheets = error rates (43%)Non-spreadsheet solutions = (1%)

Source: Ventana Research – Benchmark Research: Managing Performance To Motivate Talent.

Using Data to SolveHuman Capital Challenges

REQUIREMENTS FOR WORKFORCE VISIBILITY

›Complete and Comprehensive Information

› Competencies

› Certifications

› Job position, function

› Employment History

› Risk of Loss

› Preferences

› …

›Current Information

›Easily Accessible Information

TALENT INTELLIGENCE TO REBALANCE THE WORKFORCE

• Number and distribution of contractors?• Where is there overlap?• What is the ratio of managers to workforce?

Mix and Structure

• What skills do employees have?• What skills do they lack?• In which locations or departments?• Do we have the right development programs?

Qualified Organic

Workforce

• Where are contracting dollars best spent?• Do we have enough of the skill sets in place to

manage acquisition programs and contractors?

Managing Contractors

TALENT INTELLIGENCE FOR MISSION-CRITICAL OCCUPATIONS AND SKILLS

• Positions by pay/grade and geography• Length of service• Retirement eligibility

Overall Workforce

Profile

• Current: What is the gap between available and needed skills?

• Future: What skills do we risk losing to retirement or separation?

Identify Skill Gaps

• What development programs do we need?• Who should participate in these programs?• What skills need to be brought in through

potential hiring?Fill Skill Gaps

TALENT INTELLIGENCE FOR RETIREMENT AND WORKFORCE PLANNING

Overall Workforce

Retirement Eligible

TALENT INTELLIGENCE FOR RETIREMENT AND WORKFORCE PLANNING

How many?When?

What skills, knowledge?

Overall Workforce

Retirement Eligible

TALENT INTELLIGENCE FOR RETIREMENT AND WORKFORCE PLANNING

What development programs do we need?

What changes to hiring?

Overall Workforce

Retirement Eligible

How many?When?

What skills, knowledge?

TALENT INTELLIGENCE FOR RETIREMENT AND WORKFORCE PLANNING

Are we ramping skills in the rest of the

workforce?

Overall Workforce

Retirement Eligible

How many?When?

What skills, knowledge?

What development programs do we need?

What changes to hiring?

Taleo’s Vision for Workforce Visibility

TA L E N T I N T E L L I G E N C E

UNLOCKING THE POWER OF PEOPLE

ORGANIZATIONALPERFORMANCE

TALENT INTELLIGENCE

SUMMARY

Talent is a key driver of org success

Most orgs know more about their laptops

Key agency challenges require Talent Intelligence:

› Rebalancing the workforce

› Retirement planning

› Succession for critical roles

›Talent Intelligence is about:

› Data capture to create a complete employee profile

› Insights to connect the dots across data elements

› Decision support to improve management of talent

QUESTIONS›Contact information

›dwilkins@taleo.com›research@taleo.com

www.taleo.com/federal