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DOESYOUR TALENT STRATEGY
REALLYDRIVE EMPLOYEE
PERFORMANCE?
Silo-ed HR operations and disconnects in data could be
holding you back.
Organizations are notorious for under-utilizing the talent that they have.
Todays various human capital-related systems all capture data, but rarely is
it synthesized in a way that capitalizes on the skills and knowledge that the
individual brings to the organization. While discrete silos of information exist
such as within the hiring management system, the training management
system, the HRIS system or the performance management system, etc. - how
can the employer today get the full picture of the employee?
This Vital Analysis White Paper identifies the advantages to organizations of
creating and using a big picture view of their employees.
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Copyright 2011. TechVentive, Inc. Unauthorized reproduction, storage, transmission or quotation strictly prohibited. Page 1
DOESYOUR TALENT STRATEGYREALLYDRIVE EMPLOYEE
PERFORMANCE?
Silo-ed HR operations and disconnects in data could be holding you back. Executive Summary
Organizations are notorious for under-utilizing the
talent that they have. Todays various human
capital-related systems all capture data, but rarely is
it synthesized in a way that capitalizes on the skills
and knowledge that the individual brings to the
organization. While discrete silos of information exist
such as within the hiring management system, the
training management system, the HRIS system or
the performance management system, etc. - how
can the employer today get the full picture of theemployee?
In the same way a CFO talks about one version of
financial truth as he or she looks at the revenue or
earnings of the company, todays organizations
benefit from a version of the truth about an
employee. In todays organizations there are far
more likely to be many versions all with
information about the employeebut none
presenting in one place a single vision of thatemployee in the organization.
This Vital Analysis report reviews the improved
business practices that can result when a
performance management solution presents a
single version of the truth to the organization.
Bombarded with new technologies
and recession-induced changes in
the world of work, businesses have
lost sight of a key tenet: knowing
and understanding the individual
in the workplace. Computer
technology had frequently re-
siloed specific tasks and activities,
causing the talent managers to
lose sight of both the big picture
of the employee and the big
picture of the organization.
What happened?
x New technologies came into
play that addressed activities
previously done manually
x These technologies were often
standalone, leading to
fragmented business
processes.
x Integrated solutions
addressed these issues
technically: now HR
professionals must realign
themselves to meet the
requirements of a changed
work environment.
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THE BUSINESS VALUE OF KNOWING YOURWORKFORCEThis concept sounds simple, doesnt it? But often those who work with only
one aspect of the individual fail to see the whole picture of that individual
when that picture would be useful. The cause: deployment of fragmented
applications. These applications exist throughout the organization, ranging
from sourcing, hiring, onboarding, performance evaluation, learning
management, salary history, to total rewardsoften disparate and
disconnected.
In order to create a talent-driven environment (that begins before thecandidate even walks in the door), you will have to be able to know the skillsand competencies that a person brings with him or her. The data around theindividual grows as the employee cycles through the organization, gainingnew skills, getting bonuses or rewards, taking training, changing positions orroles, or participating in outside volunteer work, to name a few. Not only doemployees capabilities change over time, their career needs and wants alsochange. For example, workers may at times want more challengingassignments to foster career growth.
To ensure that this growing circle of data about the employee is sustained
and available to those who can benefit in decision-making through that
knowledge, one employee statement of record must exist. This integration is
accommodated by technology. Without it, employee management is
piecemeal, and decisions concerning the workforce remain in silos and hence
ineffective.
A key reason to go beyond standard data collection (and really know your
employees) is the fact that 71% of those employed throughout the recession
of 2008 2011 reported that they planned on jumping ship once the
economy improved and were increasingly aggressive in seeking positions
elsewhere.1 45% reported a decrease in loyalty to their employer,
demonstrating the recessionary impact on a trend that has been rampant for
some time.2 Never has there been a time when the value of knowing your
employees has been more crucial. Better firms must act now to identify,
know and retain all employees, not just their high performers.
It is acquisition and integration of employee data that makes HR and
business management excellence coalesce. We see the traditional areas of
data collection (Figure 1), often in separate databases or files, and we see
the bigger areas that can only be determined by connecting the dots on the
1The Recession from the Workers Perspective. Human Capital Institute and Monster. 2009. Page 7.2Ibid. page 8.
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information available about the employee. Silos must be surpassed for HR to
ensure:
x Alignment between corporate goals and the individuals goals
x Retention risks are identified and mitigation methods crafted
x The capability to measure the brand value the employee is bringing to
the company through his or her outside or volunteer activities
x The validation equity and fairness in relation to total rewards.
Figure 1. Value of Integrated Talent Management Solutions
Source: Vital Analysis. 2011.
Todays organizations recognize the need to align their workers activities and
behaviors with the broader goals of the business, and many have acquired
radically improved integrated talent management solutions to do so.
Integrated software solutions allow important new levels of transparency in
understanding corporate talent allowing enterprise-wide visibility to
employees worldwide. Only through these solutions can HR professionals
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achieve a true big picture of their talent, and have the data necessary to
plan for the future.
THE CHALLENGE: CREATING A SINGLE VERSION OF
EMPLOYEE TRUTHMoving to that big picture view of the workforce starts with a review of
current conditions: Employee data is collected in many different areas, often
in different technology applications, as that employee traverses his or her
career through the organization. Data silos create disconnects, as we
discuss here, between sourcing, hiring, onboarding and performance
management.
Disconnect 1: Sourcing and Hiring
Data about an individual starts being accumulated before they enter or
perhaps even know about an organization: a recruiter may have done a
search on talent types and located the individual at work in another
company. Referred to as a passive candidatetalent that is currently not
actively seeking a job these individuals are often the first to be contacted
with a position suiting their skill sets open up in an organization. But what
happens to this information? Where do todays recruiters keep the
information they glean from social networks, for example, such as LinkedIn,
Facebook or others? Likewise, when recruiters get a lead on a good candidatefrom a colleague or employee, where does that information go? Few HR
systems possess the ability (or a place) to retain this information. Is it
attached to the social information gathered? Unlikely. It is more likely to be
retained, if at all, on a Post-It Note.
When an individual applies for a position, it may be the first body of
information a company captures about the potential employee. Whether it is
an application for a specific posted position or to the company in general,
there is data gathered at the time of application that is seldom looked at or
used within the company again. This is one of the largest wasted areas of
employee information today: it sits as resumes, forms, test scores,
transcripts and recommendations in files that are unused within the
organization thereafter.
Disconnect 2: Onboarding
On-boarding should include a clear review of the specific objectives of the
new hire and ensure that he or she feels prepared to start the tasks at
handor address the learning needed to fill any gaps. But the conversations
in onboarding, at best, may be no more than a review of what the employee
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should do for the rest of the week and a handshake. There is unlikely to be
any review of the initial job posting to which the candidate was hired; rarely
is even the description of the position as advertised retained with theemployee who was hired to fulfill it. Given time lags between job posting
and the new employee appearing at work, the view of the position may have
changed quite radically in the eyes of the hiring manager. New employees
often report that they wondered as they walked into work if they had actually
been employed for the positions for which they originally applied.
Disconnect 3: Managing Performance
In the old days, employee performance management was an event, usually
tied to salary increases, in which a manager reviewed the past years
progress or lack thereof with a generally nervous employee. The goal was to
mete out praise (but not too much), and create some goals for the individual
for the coming year. Such reviews were generally forced upon managers,
not at all timely, and provided little value to either party. Furthermore, the
objectives were not at all tied to the overall business or mission of the
organization: they did not provide employees with a sense that they were
part of a whole greater than their immediate department, and certainly did
not align their future work with the goals of the corporation.
The performance review information, housed in files with HR and never
looked at again, was used mainly for merit increases in salary or a
compliance exercise for weeding out underachieving or unsuccessfulemployees from the organization. The information was not tied to the skills
the employee entered the organization with nor what he or she may have
added to that skill set since joining. This data was captured in and
maintained in a separate training database or a learning management
program. Often the employees manager knew only that the employee went
off to a class but never knew how well that employee succeeded in it.
Whether or not the class attended actually met the gaps in the employees
knowledge to fulfill a task on the yearly list of objectives was often never
known.
Using the performance management tools of today, all that can change.
PERFORMANCE-DRIVEN TALENT MANAGEMENT
Alignmentmay be the most popular word of the decade in HR circles, as
managers are told to focus on a cascading set of goals that eventually will
dictate optimal performance at the individual contributor level. Often
stemming from a corporate scorecard, the overriding goals of a business
generally fall into four major areas:
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a. Customer relationship improvement and retention
b. Operational efficiency
c. Product or service excellenced. Revenue growth or cost cutting/containment
The components of the corporate scorecard define the big picture for the
entire company; the talent management record the system of record for
the employee provides the big picture of the employee in the company.
All departments in a company relate to one of these four areas as does
each employee, often with goals that touch multiple corporate goals.
Alas, there is a fallacy with the implementing this ideal. There is a subtle
difference in an aligned and a true performance-driven organization. Evenwhen goals from the executive are cascaded to the rank and file, (hence
aligned, as most define it), they may not foster the anticipated high
performance from the employee. Corporate goals and individual goals are
often intermingled at the higher elevations of the waterfall, diluting or at
least confusing the articulation of the goals for employees at the bottom of
the rapids. True alignment only comes into play when the work of the group
and individual is totally in synch with the business goals of the entire
organization
The degree of emphasis on the four primary business goals (operational,customer, product, or revenue excellence) varies and changes over time,
thus the individual or group objectives shift as well. It is these goals that
should drive tasks and activities as they trickle down the corporate hierarchy.
Corporate goals color individual goals, as in the example below (Figure 2),
where the ability to open a new office (expanding revenue) may rely on
training a top manager to learn the language of the locale.
If the big picture of corporate intent is lost in the goal setting process, the
manager may set the employee off on a tangent (activities, projects or
learning objectives) that really to not line up with any of the overridingcorporate goals.
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Figure 2. From Corporate to Individual Goals
Source: Vital Analysis. 2011.
Make Your Metrics MatterHuman Capital Management professionals have reached new heights in
becoming data-driven or at least driven to collect data. But amassing data
for its own sake, or collecting numbers on things that are easy to count may
not help the organization become more successful. Numbers of open
positions, time to hire, sources of new hires, or turnover rates all have a
place but what data can really drive your organizations performance?
Generally, corporate-level goals
include at least four key areas
mentioned above, for example:
x Create and maintain superior
relationships with customers
x Run the organization efficiently
and economically
x Increase revenue
x Design and develop innovative,
better, or less costly products or
services
CorporateGoal
Increase Revenue Growth
DivisionGoal
Create a new division for sales in France
Dept.
Goal
Hire sales and marketing people in Paris
IndividualGoal
Learn French adequately to open and staff an office abroad
Metrics madness has
overshadowed the reason HR
started collecting metrics in the
first place: to make better
business decisions.
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W I
m
c
t
b
M
r
m e
c
c
y
b
c
What metrics about the workforce will help
executives make the best decisions in these
or similar goals? While HR leadersunderstand aligning employees goals with
corporate goals for improved results, they
themselves have to deliver the data that
demonstrates levels of achievement, and
alignment of, for example, a training
initiative with better customer intimacy or
increased sales. For HR metrics to matter,
they have to provide input into business
decisions. Rather than considering all
operational numbers as metrics, devisestrategic key performance indicators (KPIs)
in measurable areas that are vital to
executive decision-making.
The performance delta you want to measure lies between the goals and their
successful execution. Those are the metrics that really matter.
THE MOVE TO A NEW EMPLOYEE STATEMENT OF RECORDA single employee view should provide a complete life cycle account of an
employee that can proactively guide development, ensure productivity,enhance engagement, and drive retention. Because of these requirements,
increasingly the employee statement of record is shifting from the HRIS to
the talent management system. Why? To present an actionable big picture
view of the employee in the organization.
Successful HR practitioners want to understand the total scope of their
organization and be able to provide a holistic view of each employee in it.
This necessitates a whole new view of the workforce, a view with two-way
transparency of the employee from all those working with him or her, and
of the organization from the top levels to the entire workforce. Todaysintegrated talent management systems indeed provide that view of the
employees life cycle within the corporation, relying on information that
would not be attainable from fragmented performance management
applications. The challenge is now to put that big picture of talent to work.
Integrated employee information is the first step: Visibility is required into all
aspects of the employee. Growth in skills, knowledge, increasing acceptance
of responsibility, tangible and intangible value to a group or the wider
organization are all aspects to be retained. Integrated systems allow more
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complete understanding of the employee than existed previously, allowing all
those who work with the employee and with employee data to both see and
do more.
Talent management systems have blossomed into the de facto employee
system of record within many organizations, because they have captured and
retained the objectives for an employees position, the success that employee
had in meeting those objectives, and the total history of the employee in the
organization training results, positions held, awards won, and the like.
Because it is integrated and accessible, the value of the information has far
greater potential use than ever before. Only now can HR leaders truly
become responsible for the organizations lifeblood: its talent.
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Vital Analysis reports are generally available to Vital Analysis
clients only. Public access to this report was made available
through the sponsorship of Halogen Software. We hope you
enjoy this document and share it with colleagues.
Getting a Big Picture View of Talent Management that TrulyDrives Performance
Halogen Softwares talent management suite is purpose-built from theground-up to drive employee performance, and supports the bestpractices outlined by Vital Analysis. Halogens organically built TalentManagement Suite uniquely connects performance to all functional
areas: recruiting, compensation, succession and learning anddevelopment helping organizations build world class workforces that
deliver better business results. For more information on HalogenSoftwares Talent Management solutions visit:
www.halogensoftware.com
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About Vital Analysis
Vital Analysis is a very different kind of technology research organization. We are the
intersection set where exceptional technology market knowledge meets the executive suite.
Where other analysts replay vendor press releases, we give you the:x impact new technologies will or wont have on your business
x reasons why you should or shouldnt care about specific emerging solutions
x business justifications why you may or may not want specific solutions
Vital Analysis was carved out of TechVentive, Inc. in 2007 as a new, but complementary
business. As designed, Vital Analysis is the publishing, research and analytical arm of thatcompany.
Our reach, like our blog readership, is truly global. Weve consulted with top technology
executives in Australia, Brazil, Canada, United Kingdom and the United States. Weve beenbriefed by technology providers from virtually every corner of the planet.
About the Author
Dr. Katherine Jones, an industry analyst with Vital Analysis, is the founder of Independent Consultingservices (ICS), serving technology and service-providing organizations with marketing, strategy, and
talent management consulting services. Jones was a research director at Aberdeen Group in Bostonfor eight years, focusing on research and consulting services in talent acquisition and workforcemanagement, ERP, and mid-market companies. In charge of Aberdeen's Human Capital Managementpractice, Jones research covered talent acquisition, employee performance management, the hiring,retention and management of the hourly and contingent workforces, ERP in the Small and Mid-SizedBusiness, Human Resource Outsourcing (HRO), sales performance management, and issues ofworkforce hiring and management, workforce optimization, and employee retention and succession.
Today, she provides research and consulting services in business applications, on the fundamentalprocesses of business operations and strategy, and the effects of technological change and innovationon these processes within the global organization. In addition to ERP and Human Capital Managementexpertise, she specializes in the business advantages of SaaS and Cloud applications.
A veteran in enterprise applications, Jones has been responsible for technical product marketing andstrategic alliance management in several computer companies since 1984. Prior to a high technologycareer, Jones was a university dean, involved in academic administration, research, and teaching.
She welcomes your thoughts and invites you to contact her at kjones@vitalanalysis.com or
Katherine_ICS@msn.com
Reproduction of this publication in any form without prior written approval is forbidden. The information in this
report has been obtained from sources believed to be reliable. TechVentive, Inc. disclaims all warranties as to the
accuracy, completeness, or adequacy of such information and shall have no liability for errors, omissions, or
inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole
responsibility for the selection of these materials to achieve its intended result. The opinions expressed herein are
subject to change without notice.
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