talent management a tool to boost productivity and maximize the business value of your employees

Talent ManagementTalent Managementa Tool to Boost Productivity a Tool to Boost Productivity and Maximize the Business Value and Maximize the Business Value of your Employeesof your Employees

Gary Hartman, SkillSoftGary Hartman, SkillSoftSteven Hunt, SuccessFactorsSteven Hunt, SuccessFactors

Learning: Re-Imagined

Wed, May 6, 20091:30-2:20pm

AgendaAgenda• Integrated Talent Management Overview

Gary Hartman, SkillSoft Partner Alliances Mgr.

• Synchronizing training, career development, performance management, and goal management Steve Hunt, SuccessFactors Director of Business Transformation Services

• Learning Accessed from within a Development Plan SuccessFactors

• Q and A

Do you know what I love about this job?Do you know what I love about this job?

Being in the right place, at the right timeBeing in the right place, at the right time

“I skate to where the puck is going, not where it has been.”

Wayne Gretzky

The Evolution of the LMS MarketThe Evolution of the LMS Market

“The only unique asset that a business has for gaining a sustained competitive advantage over rivals is its

workforce—the skills and dedication of its employees. There is no other sustainable advantage in the modern,

high-tech, global economy.”

HCS Certificate Course 11.01.08 V.1.1

Talent = Competitive AdvantageTalent = Competitive Advantage

Robert Reich

“Today’s marketplace is incredibly competitive in every industry around the globe. The difference between success and failure is talent, period.”

Indra Nooyi, CEO Pepsico

Human Capital is Human Capital is thethe Competitive Competitive AdvantageAdvantage

“We have moved from the industrial age, through the information age, to the age of talent.”

--Thomas Friedman

Is this important?Is this important?

2009 HR Executive’s Agenda 417 executives surveyed in Dec08 and Jan09

60%Say importance

of human capital

management will increase in

2009.

80% Say top pressure

facing HR is economic

instability and uncertainty

Source: Aberdeen Group

It’s important, but is it done?It’s important, but is it done?

HCS Certificate Course 11.01.08 V.1.1

The Aligned OrganizationThe Aligned Organization

The Foundations of Talent ManagementThe Foundations of Talent Management

Recruitment

Learn & Develop

Performance

Compensation

Integrating Skills Training & Performance Management:

Critical Issues & Concepts

Steven T. Hunt, Ph.D., SPHRDirector Business Transformation Service

Relationships Between Relationships Between Talent Management ProcessesTalent Management Processes

SkillsAptitudesInterests

Competencies Goals

Environmental CharacteristicsEnvironmental Characteristics

Who you are What you do What you achieve

Training & Career

Development

Performance Management

Goal Management

Relationships, Resources, Rewards

Where you work

15

Skills & Experience“What you know”

Competencies“How you use it”

What drives performanceWhat drives performance

Contrasting Competencies vs. SkillsContrasting Competencies vs. SkillsCompetencies SkillsBehavioral categories that influence job performance such as “building relationships”, “managing stress”, or “planning & organizing”

Knowledge & experience required for jobs such as “C++ programming”, “employment law”, or “post-merger integration”

People are “effective or ineffective” at competencies

People “know or don’t know” skills

Less than 100 competencies can describe the jobs in most large companies

Over 1000 skills are needed to describe the jobs in most large companies

Competencies tend to stay the same over time; they do not change much

Skills change significantly as new ones are created and others become outdated

Competencies are primarily developed as a result of on-the-job learning

Skills are developed through a mix of formal training, education & experience

Most people struggle to assess their own effectiveness with regard to competencies

People can assess their own skills if given clear definitions for proficiency levels

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Developing Skill & Experience TaxonomiesDeveloping Skill & Experience TaxonomiesSkills & Knowledge (what you know) Experience (where you have used it)

AdministrationAsset Protection; Asset Management; Budgeting, Facilities Management, etc.

EngineeringGeological Engineering; Industrial EngineeringMechanical Engineering; Surveying, etc.

Finance, Accounting & InsuranceAccounting; Auditing; Corporate Banking, etc.

Human ResourcesPayroll Admin; Recruitment; Workforce Planning, Training & Development, etc.

Information TechnologyApplications & Websites; Database Management;

Data Center Operations, etc.Marketing & Sales

Advertising; Brand Management; Business Development; Public Relations, etc.

Manufacturing & Supply ChangeSix Sigma; Supply Chain; Transportation; etc. …and thousands more

Business acquisitionBusiness turnaroundProcess re-engineeringMajor contract negotiationsCost reduction/downsizingNew business creation/startupProduct development/managementInternational assignmentsCross functional roles/projectsOperations/line positionsSupport/service positionsCorporate/strategy positionsP&L responsibilityOrganizational RestructuringManaged multiple sites/locationsDealt with government regulators/auditsPartner Management ...and hundreds more

SuccessFactors DemoSuccessFactors Demo

Questions?Questions?…and please visit us at the Solutions Fair…and please visit us at the Solutions Fair

Gary HartmanPartner Alliances Manager

gary_hartman@skillsoft.com

Steven T. Hunt, Ph.D., SPHRDirector Business Transformation Services

shunt@successfactors.com