the home team advantage: achieving results with talent mobility
DESCRIPTION
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin by Deloitte defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.” Join Bobby Morris, talent solutions strategist at SumTotal Systems, as he discusses how several large global organizations achieved the benefits of talent mobility, including: The key elements of successful talent mobility programs. Key process requirements your business should embrace to have an effective talent mobility solution. How integrated talent technology can help your business create a successful talent mobility solution. How to get started today, and the results your organization can expect.TRANSCRIPT
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Speaker: Bobby Morris Talent Solutions Strategist SumTotal Systems Moderator: Ladan Nikravan Senior Editor Talent Management magazine
The Home Team Advantage: Achieving Results With Talent Mobility
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The Home Team Advantage: Achieving Results With Talent Mobility
Ladan Nikravan Senior Editor Talent Management magazine
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The Home Team Advantage: Achieving Results With Talent Mobility
Bobby Morris Talent Solutions Strategist SumTotal Systems
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 9
The Home Team Advantage Achieving Results with Talent Mobility
Bobby Morris Product Strategist, Talent
March 11, 2014
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 10
Definitions & Challenges
Organizing for Success
Talent Mobility & Sourcing
Game Planning
The Talent Mobility Ecosystem
Talent Mobility in Action
About SumTotal
Q & A
Agenda
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 11
Talent Mobility is a dynamic internal process for moving talent from role to role at the leadership,
professional and operational levels.
The ability to move talent where it is needed, when it is needed is essential for building an
adaptable and enduring organization.
Source: Bersin by Deloitte
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A systematic Talent Mobility strategy enables organizations to more effectively A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain
A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a
A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global
A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global process for talent rotation.
A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global process for talent rotation.
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 13
Key properties of Talent Mobility
A business strategy that facilitates organizational agility
A mechanism for acquiring and retaining high performing talent
A recruiting philosophy that favors internal sourcing
A method for aligning organization and individual needs
A proactive and ongoing approach to succession planning
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Talent Mobility figures prominently in any contemporary discussion on global economic
and social trends. Indeed, greater talent mobility can help address talent shortages and close skill
gaps.
Source: Patricia A. Milligan and Haig R. Nalbantian, Talent Management Magazine, August 2012
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Top 5 CEO Concerns
Sources: Lloyd’s of London Risk Index
#2: Talent & Skills Shortage
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0 5 10 15 20 25 30 35 40 45 50
We cancelled or delayed a strategic initiative
We were unable to pursue a marketopportunity
We weren't able to innovate effectively
We couldn't achieve growth forecastsoverseas
We couldn't achieve growth forecasts wherewe are based
Our quality standards fell
Our talent-related expenses rose more thanexpected
AllUS
Question: How have talent constraints impacted your company’s growth and profitability over the past 12 months?
Source: PwC 2012 Global CEO Survey
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Aligning current and future talent needs to rapidly changing business needs Developing deep talent succession pools and bench strength Retaining high performers and potentials / reducing flight Reducing external recruiting costs Improving overall HR measurement and reporting
Key Challenges & Barriers
Challenges Barriers
No single, complete view of global talent due to spaghetti mix of processes, systems, and data No succession planning process, or one focused only on senior execs Inconsistent employee assessment process and inability to calibrate ratings Sporadic, unpersonalized and informal employee development process
Source: SumTotal’s “State of Global Talent Strategy” survey
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of organizations cannot easily identify high performers 47%
Source: SumTotal’s “State of Global Talent Strategy” survey
of HR Leaders do not believe their workforce is adequately prepared to meet future needs
56%
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Talent Mobility is having the strategy, processes and systems in place to identify, grow and systematically evolve your workforce, especially your high performers, to be ready for future growth in your organization.
1. Develop your talent strategy
Organizing for Success
2. Make a senior executive responsible for the overall vision and execution of strategy and programs
3. Integrate your talent functions at a technology level (process, systems & data)
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Better internal talent mobility Decreased voluntary turnover Improved workforce alignment to overall strategy Workforce responds more quickly to changing business needs Increased workforce productivity
Where Leaders Outperform Laggards
Source: SumTotal’s “State of Global Talent Strategy” survey
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Institutionalizing
Institutionalizing talent strategy, accountability, and integration
Institutionalizing talent strategy, accountability, and integration has a profound effect on
Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight.
Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight.
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 23
How HR Technology Can Help Reduce High Performer Flight
Source: SumTotal’s “State of Global Talent Strategy” survey
HR Technology / Integrations Currently in Use
Better Internal Talent Mobility
Decreased Voluntary Turnover
Total Impact (Rank)
HR Technology / Integrations Currently in Use
Better Internal Talent Mobility
Decreased Voluntary Turnover
Total Impact (Rank)
Integrated Employee Development & Learning Management: Development Plans executed via training
High Impact High Impact 1
HR Technology / Integrations Currently in Use
Better Internal Talent Mobility
Decreased Voluntary Turnover
Total Impact (Rank)
Integrated Employee Development & Learning Management: Development Plans executed via training
High Impact High Impact 1
Integrated Performance Management & Succession Planning: Top performers designated as successors
High Impact High Impact 2
HR Technology / Integrations Currently in Use
Better Internal Talent Mobility
Decreased Voluntary Turnover
Total Impact (Rank)
Integrated Employee Development & Learning Management: Development Plans executed via training
High Impact High Impact 1
Integrated Performance Management & Succession Planning: Top performers designated as successors
High Impact High Impact 2
Leadership Development (Standalone) High Impact High Impact 3
HR Technology / Integrations Currently in Use
Better Internal Talent Mobility
Decreased Voluntary Turnover
Total Impact (Rank)
Integrated Employee Development & Learning Management: Development Plans executed via training
High Impact High Impact 1
Integrated Performance Management & Succession Planning: Top performers designated as successors
High Impact High Impact 2
Leadership Development (Standalone) High Impact High Impact 3
Employee Career & Development Planning (Standalone)
High Impact Moderate Impact
4
HR Technology / Integrations Currently in Use
Better Internal Talent Mobility
Decreased Voluntary Turnover
Total Impact (Rank)
Integrated Employee Development & Learning Management: Development Plans executed via training
High Impact High Impact 1
Integrated Performance Management & Succession Planning: Top performers designated as successors
High Impact High Impact 2
Leadership Development (Standalone) High Impact High Impact 3
Employee Career & Development Planning (Standalone)
High Impact Moderate Impact
4
Integrated Performance Management & Compensation: Pay-for-Performance
Low Impact High Impact 5
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 24 Source: Bersin By Deloitte
Bersin Talent Maturity Model
Siloed HR: Automation and compliance driven reporting
28%
Standardized Talent Processes: Optimizing a single process
45%
28%
Integrated Talent Management: Starting to connect systems and processes
20%
45%
28%
Strategic Talent Management: Fully integrated processes and systems focused on business outcomes
7%
20%
45%
28%
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 25
Higher Degree of Maturity = Better Results
Source: Bersin by Deloitte
Measure Impact
Employee Retention 38% higher
Employee Productivity (Revenue-per-Employee)
> 2x higher
Promotion Rate 76% higher
Employee Engagement 38% higher
Planning for Future Talent Needs 61% higher
Building Career Paths 68% higher
Pipeline of Ready Successors 92% higher
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Organizations have a desperate need… to create a more dynamic process for internal movement. This is good for peoples’ careers,
good for employee engagement and saves money on recruiting – to say nothing of the fact
that talent mobility allows companies to hold onto their highly trained people.
Source: Bersin by Deloitte
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Open Position
Create Requisition
Source (mostly
external)
Current State of Talent Sourcing
Most organizations use external sourcing
because they do not have the tools and
business intelligence to effectively source and
rotate talent internally.
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External Hires Aren’t Always the Best Choice
Significantly lower performance in the first 2 years on the job
20% higher turnover rates
Up to 30% more expensive
Source: Matthew Bidwell, Wharton, 2012
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What are the Decision Points?
What percentage of your future leaders do you want to source internally vs. externally?
Where are you most at risk?
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 30
Is There a Better Way?
Decision
Open Position
External
Internal
Decision
Open Position
External (25%)
Internal (75%)
Talent Pools
Create Req
Integrated Talent Strategy • Succession Planning • Employee Development • Learning Management • Performance Management
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 31
Game Planning Approach to Talent Mobility
Goal: Align people (hi-pos) at risk to positions at risk • Certain indicators flag risk, which opens the door to more thorough analysis
and discussions
Game planning answers these key questions: • What do we have from a current talent “inventory” perspective? • Which hi-pos are a flight risk and why? • Which critical positions are at risk or will be at risk in the near future
(weak bench)? • What positions will become open in 6-9 months and how do we plan to
fill them? • How can I provide more meaningful work and/or career paths to ensure
my hi-pos are engaged and getting what they need to be successful? • Can we take at risk hi-pos and put them in open positions today (or
develop them to be ready in the future)?
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 32
Talent-Based System of
Record
Succession Planning
Performance Management
Learning & Development
Hiring & Recruiting
Compensation
Strategy Planning, potential assessments, flight risk, 9-box calibration & talent pool management
Performance reviews, ratings calibration, goal alignment & high performer identification
Centralized employee records (HRMS), talent profiles, competencies & job profiles
Organization hierarchy structures as reflected by pay & impact analysis of
movement
Individual development planning and execution, pool-based
development (skills, competencies and behaviors, progress / results
tracking
Talent sourcing (internal/ external) & extending
talent pools to external candidates
Talent Mobility
The Talent Mobility Ecosystem
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 33
Solution • Obtained stakeholder input and support upfront • Implemented a single end-to-end platform, but in a
multi-phased rollout • Communicated and promoted the application
Results • Employee driven development process • Greater global talent mobility • HR elevated to strategic function to impact
business outcomes
Challenges • Global consistency in
managing employees • Employee commitment &
loyalty • Talent mobility across
multiple divisions • High performer retention
& employee satisfaction
Talent Mobility in Action
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 34
Solution • Created a global talent record, to unify HR
information across 17 countries • Established Howden Academy • Created Howden’s Engineering Career Ladder
program
Results • Reduced turnover rates among new and existing
engineering staff • Improved time-to-productivity for new engineers • Increased process efficiencies for all HR related
activities • Provided managers better and more timely HR
information
Challenges • Increase retention rate
for the engineering talent across the globe
• Implement a succession plan to replace key retiring engineers
• Improve new engineer time-to-productivity
• Give executives better visibility into HR data and key talent
• Metrics
Talent Mobility in Action
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 35
Commonalities across Cases
Organizations need a single source of information
Integration allows common reporting and better alignment
Leadership championing the effort across the entire organization
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Improved Talent Mobility
Identification of High Performers
Growth of High Performers
Movement of hi-pos across the organization into future leadership positions
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 37
A majority of today’s HR leaders do not think that their workforce is prepared for future business needs
Talent mobility directly affect workforce preparedness
Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight
Integrated technology solutions can directly improve talent mobility
Summary
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 38
For additional resources visit: www.sumtotalsystems.com
Context-Aware HR Technology (www.sumtotalsystems.com/context-aware) Datasheets Whitepaper Analyst POV
Solving Talent Scarcity: The Strategy for Winning the New War for Talent
The CEO’s Guide to Succession Planning: Managing Risk & Ensuring Business Continuity Improving Employee Engagement to Drive Business Performance
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 39
LEARNING TALENT WORKFORCE PAYROLL & EXPENSE
3,500 Customers | $200M+ Revenue | Nearly 30 Years in HR 45M Users | 17M Cloud Users | 96% Customer Retention
Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Page 40
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