prioritizing “should do” vs. “can do” - … “should do” vs. “can do”: ... the...
TRANSCRIPT
6/11/2012
1
PRIORITIZING “SHOULD
DO” VS. “CAN DO”: DEFINING & IMPLEMENTING
AN INTEGRATED TALENT
MANAGEMENT STRATEGY
Steven T. Hunt, Ph.D., SPHR
Senior Director, Business Execution Practices
E-mail: [email protected]
SUCCESSFACTORS CUSTOMER
VALUE IMPROVEMENT PROGRAM
VIP events: Webcasts – talent best practices
and critical business execution
topics
Customer Success Days –
onsite regional customer-
hosted events
Materials Available in the
Customer Community
• Recordings & Toolkits in the
“Thought Leadership” section
Maximizing the value SuccessFactors customers receive from
their investment by providing best practices and networking
opportunities. Ask how you can participate!
6/11/2012
2
HOW DO YOU BUILD A CULTURE OF FOCUSED
PRODUCTIVITY AND PERFORMANCE?
KEY POINTS
• Defining Business Execution
• Building an HR foundation to drive business execution
• Designing and implementing talent management strategies
• Leveraging SuccessFactors Support
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DEFINING BUSINESS EXECUTION:
THE 3 CORE ELEMENTS FOR A SUCCESSFUL BUSINESS
• Defining what it is that needs to be done
• Finance & Marketing Strategy
• Securing money & materials to make it possible
• Accounting, Purchasing, Information Technology Assets
• Implementing processes that get people to do it
• Human Resources (at least it should be!) Execution
BUSINESS EXECUTION DRIVERS
Alignment Are people focusing on the
things that matter for
delivering our strategy?
Productivity Are people doing what we
asked them to do?
Efficiency Are we optimizing our
investment in people?
Sustainability Are we at risk of losing key
performers? Can we
maintain current
performance levels?
Scalability Do we have processes to
ensure a steady supply of
the talent needed to
execute our strategies?
Governance (Security & Compliance)
Is anyone doing things that
are creating significant
liabilities for our
business?
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enable
create
BUILDING TALENT STRATEGIES (2 MINUTE RECAP)
Talent Processes
BizX Drivers
Business Results
Focus on changing the
processes that will provide
the greatest business value
TALENT MANAGEMENT STRATEGIC INITIATIVES: EXAMPLES
BizX Driver: Governance
• Strategic Focus: Develop consistent definition of performance across the company
• Key Talent Processes: Creating well defined performance criteria and using them to evaluate employees and select high performing candidates
BizX Driver: Scalability
• Strategic Focus: Build talent for critical skilled roles
• Key Talent Processes: Forecasting future talent needs and providing targeted development to build capabilities to meet long-term business demands
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ESTABLISHING THE (HR) FOUNDATION
DEFINE HR AS "EXPERTS IN GETTING PEOPLE TO DO
WHAT YOU WANT THEM TO DO"
I’ve got this vision to create a
magical castle in the sky and the
money, ideas and connections to
make it happen!
It takes a unique workforce to
build magic castles. I’ll show you
how to get the people you need
and maximize their productivity.
Business leader HR leader
6/11/2012
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STOP FOLLOWING HR FADS
Which are diet books?
Which are books about HR?
THE FUNDAMENTAL ACTIONS FOR MAXIMIZING
EMPLOYEE PERFORMANCE HAVE NOT CHANGED
Start with the right people
• Match job demands to employee
attributes
Focus them on the right things
• Set clear goals & objectives
Ensure they do things the right way
• Assess behavior to provide feedback
& guide talent decisions
Give them the right development
• Assign job tasks that enable
learning from new experiences
People don’t evolve at the same speed that HR books
are published
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BEST PRACTICES ARE OFTEN BEST PRACTICED
IN OTHER PEOPLE’S COMPANIES
Use case studies for inspiration, not
imitation
• Challenge your company to think if
there is a better way somewhere else
• Challenge yourself if what works
somewhere else will work here
Popular doesn’t mean good
• Fortune named Enron "America's Most
Innovative Company" 6 years in a row
• Of the eleven best-in-class companies
profiled in “Good to Great”, two were
Circuit City & Fannie Mae
BREAK DOWN THE WALLS BETWEEN
ADMINISTRATIVE AND STRATEGIC HR
Administrative HR
• Supporting “personnel management”
• Fulfilling the employment contract: paying people on time, complying with legal policies, providing benefits, etc.
• Values efficiency and risk avoidance
Strategic HR
• Facilitating “business execution”
• Getting the right people doing the right things the right way: staffing, talent management, development, etc.
• Values transformation and business impact
Employing people to support the business
6/11/2012
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HR TECHNOLOGY HAS FINALLY ARRIVED WHERE
WE ALWAYS WANTED IT TO BE
80s & 90s
Creation of HRIS
• Administrative HR process efficiency is king!
90s & 00s
Rise of talent management
• Our HRIS doesn’t do what we need, so we’ll build our own!
2011+
Dawn of truly integrated HR
• Cloud technology brings it all together
AVOID THE AUTOMATION TRAP OF DOING
BAD THINGS QUICKLY
How to “shotgun” beer
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Impact
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AUTOMATION IS NECESSARY BUT INSUFFICIENT FOR
ACHIEVING LASTING TRANSFORMATION
Basic processes defined for
managing talent
Manual Standardization:
Defined methods, often
inefficient & inconsistently used
Technology enabled talent
management processes
Automation Efficiency: Efficient &
consistent methods; able to
monitor usage
Talent management processes
evaluated & predicted based
on well-defined data analytics
Operational Insight: Data-
driven insights for
understanding, monitoring ,
and improving talent
Talent mgmt practices aligned
to specific business needs
Transformation Strategic Change: Platform for
strategic change and optimal
utilization of talent
Talent decisions based on local
knowledge & practices
Undefined Confusion & underutilization:
Uncontrolled; inefficient; high risk
treatment of employees
Process Maturity
Well-defined and widely
adopted methods and tools
Integration/Consolidation Comprehensive: Methods
effectively supporting major
talent management needs
BUILDING AND DEPLOYING INTEGRATED TALENT
MANAGEMENT STRATEGIES
6/11/2012
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PRIORITIZING COULD DO VS.SHOULD DO DEPENDS ON
CLEARLY KNOWING WHAT YOU WANT OR NEED TO DO
Structured Interviews
Performance Management
Exit & Stay Interviews
Engagement Surveys
Job Rotation
Training Systems
360 Degree Feedback Career Planning
Mentor Programs
Action Learning
Volunteer Programs
Onboarding Programs
Social Technology
Workforce Analytics
Executive Assessments
Job Descriptions
Broad Banding
Succession Management
Wellness Programs
Virtual Work
Referral Programs
ATS
HRIS EEOC
ADA
Strengths
Derailers
Team Building Six Sigma
WHAT A TALENT STRATEGY DOES
How you treat candidates & employees
• Hiring/Promoting
• Paying/Rewarding
• Managing/Developing
Why you treat them this way
• Business reasons
• Cultural reasons
Talent
Management
Processes
Guides development of processes to create and improve conversations and decisions that ensure the workforce is
supporting business needs
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THREE BASIC STEPS FOR AN INTEGRATED TALENT STRATEGY
Set strategy & budget
Workforce Planning & Org Design
Communicate performance expectations
Assigning goals
Coaching
Peer reviews and feedback
Project Collaboration
Mentoring and Learning
Formal performance evaluation
Training & Development
Compensation decisions
Staffing Decisions
Step 1. Build calendar of activities
needed to align business needs
& workforce capabilities
Step 2. Determine appropriate
actions for each activity based
on business execution drivers
• Simply define and structure
when and how it is done
• Integrate and align it with
other activities
• Adjust and improve the
activity
• Significantly transform the
activity
Step 3. Review, revise, improve
ADDRESS THE MAJOR TALENT DESIGN QUESTIONS
Right People Right Way Right Things Right
Development
What types of jobs are
we hiring for?
How many hires will we
need and when will we
need them?
How will we source
candidates?
How will we select
candidates?
How will we get newly
hired employees up to
full productivity?
How will we measure
hiring success?
What are the objectives
of our performance
management process?
How do we define
evaluate performance?
How is data from
performance
evaluations used?
How frequently do we
measure performance?
What skills must
managers have to
evaluate performance?
What feedback should
employees be given
about performance?
How will we ensure
employees have well
defined goal plans?
How do we ensure
goals are meaningful
and motivational?
How do we align
employees’ goals with
business strategies?
How do we measure
goal accomplishment?
How do we coordinate
goals across employees
to foster collaboration?
How do goals guide
business execution?
What positions will be
targeted for succession
& development ?
How will succession
candidates be identified,
and evaluated?
How will high potential
talent be developed?
What resources will be
provided to “solid”
performers?
How do we use job
roles and relationships
for development ?
How will managers be
held accountable for
developing others?
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PART OF INTEGRATION IS KNOWING WHICH STEPS TO
KEEP SEPARATE
Used to allocate limited resources (pay, jobs)
About accurate data
Requires evaluations comparing performance of
employees
Used to provide coaching, training and feedback
About dialogue & experience
Focuses on assessments to identify relative strengths and
weaknesses
Evaluating
employee
contributions
Guiding
employee
development
THERE ARE TWO WAYS TO INCREASE THE VALUE OF TALENT MANAGEMENT ACTIVITIES
P
r
o
c
e
s
s
C
a
p
a
b
i
l
i
t
i
e
s
Process Utilization
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BE VERY CLEAR ABOUT WHAT YOU ARE CHANGING
AND WHAT IT WILL TAKE TO BE SUCCESSFUL
Stakeholder Groups: Employees, Managers, Senior Leaders, Human Resources, Others (IT,
External Candidates, External Customers)
What will they have to start or
stop doing, both tactically and conceptually?
What’s in it for them? How will
it help their careers?
What things are you taking
away? What are you asking that they may dislike or may not know
how to do?
What communication,
training, and incentives are
needed to make them adopt and effectively use the process?
PROVIDE THE RIGHT AMOUNT OF
CHANGE MANAGEMENT
Technology Approach Just flip the switch
and it will work!
Consulting Approach You will need years
of on site help…
The most powerful talent processes often ask managers to do things they should already be doing
6/11/2012
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LEADERSHIP SUPPORT IS MORE ABOUT
ACTIONS THAN WORDS
Role Modeling Demonstrate
what to do
Accountability Reward them for
what they do
Communication Tell them
what to do
If senior leaders aren’t willing to use a process then why should you expect employees to use it?
CONSTANTLY ADAPT BUT ENCOURAGE CONSISTENCY
AND INCREMENTAL IMPROVEMENTS
• A consistent pattern for managing talent
Establish Rhythm
• Do not distract from what is most important
Encourage Focus
• Excellence requires practice & repetition
Develop Mastery
• Cultures are built over time
Enable Transformation
6/11/2012
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WHY IT IS IMPORTANT TO ACTIVELY MANAGE AND UPDATE
YOUR TALENT STRATEGY
DO YOU HAVE A CLEAR AND APPROPRIATE
TALENT STRATEGY? A SHORT QUIZ
Ask Business & HR Leaders: Which business execution drivers are most
critical for our company’s strategy? Do both groups agree?
Ask Employees: Do you understand and appreciate how decisions are made
that guide staffing, job assignments, development, pay and promotions?
Ask Managers: Are you given clear guidelines on how to staff positions and
manage direct reports? Are you rewarded for attracting, developing, retaining
and promoting high performing talent?
Ask Finance & Operations: Does our business calendar synchronize strategic
business decisions with key talent actions (e.g., setting budgets and making
staffing and development decisions)?
Ask Everyone: Do our talent processes ensure the right people are doing the
right things the right way while getting the right development experiences?
What do we need to change to ensure this is also true 3 years from now?
6/11/2012
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USE SUCCESSFACTORS AS A RESOURCE ON YOUR
PATH TO SUCCESS
Date Type Key Subject Area Key Presenter/Host
May 30 Webcast Employee Profiles SuccessFactors
May 10 CS Day
Integrated Talent
Management &
NYC User Group
Coty, Inc.
April 25 Webcast Performance
Review SuccessFactors
April 18 Webcast Platform
Consolidation Ricoh Print Solutions
March 6 CS Day
Integrated Talent
Management in
Healthcare
Carolinas Healthcare
System
Feb 8 Webcast Job Descriptions
Hrizons
St. Joseph Medical
Center
Feb 1 Webcast Calibration Review Whirlpool
Dec12 Webcast Workforce Metrics SuccessFactors
Nov 29 Webcast Goal Cascading Varian
9 events in 2012 so far
500+
Customers have participated
800+ Attendees
6/11/2012
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FROM THEORY TO PRACTICE:
CHECK OUT THE SESSIONS IN THE RESULTS TRACK!
Robert Mellwig from Destination Hotels (customer since 2008)
• Integrating Talent Management and Building it’s the Value Within the Business
Tom Steele from Jobs2Web/SuccessFactors
• Is Your Recruiting Strategy Immature?
Pat Wadors from Plantronic (customer since 2010)
• Turning a Strategic Vision into a Tactical Reality
Mike Karicher from Golden Living (customer since 2008)
• A Journey to the “Right”
Heidi Spirger of Knowledge Infusion (partner since 2008)
• The Agile Business Challenge
Chatelle Lynch, McAfee & Laura Stegall, AMD (2005 & 2009)
• Building a scalable talent management support structure
Jeff Diana of SuccessFactors
• Changing the dynamics surrounding pay and performance