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: shunt@successfactors.com

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

6/11/2012

3

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?

6

6/11/2012

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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

6/11/2012

5

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

6

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

6/11/2012

7

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

8

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

17

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

6/11/2012

11

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

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s

C

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a

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Process Utilization

6/11/2012

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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

14

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

16

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

17

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