Visualizing Complexity: Schematics Deliver Clear Direction for an Integrated Talent Management Strategy
LEHRN
November 3, 2017
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About Andy Rice
Andy Rice, Principal and Lead Strategist of Black Box Consulting, has played an instrumental role in the success of key clients, working with Fortune 500 companies on critical initiatives including integrated talent management planning and assessment projects, talent management optimizations, technology selections and implementations, change management efforts and talent management transformation programs.
Prior to establishing Black Box Consulting, Mr. Rice developed an extensive background in business process management, talent management and human resources. He held roles as Practice Manager for Integrated Talent Management and Principal Consultant at the Newman Group (a division of Korn/Ferry International), Senior Project Manager at Yahoo! Resumix, Staffing Director at Genentech, and Regional HR Director of Viant, a global internet and business consulting company. He also has an extensive background in talent acquisition, learning and development, performance management, leadership development, succession planning, compensation and workforce planning.
Mr. Rice has facilitated speaking engagements and workshops on talent management for organizations such as the Human Capital Institute, the Conference Board, IHRIM, Argyle Executive Forum, the Electronic Recruiting Exchange, HR Tech, HRMAC and IHR.
Mr. Rice graduated with a BS in Electrical Engineering and Computer Science from the University of California at Berkeley, and spent the first five years after graduating as an engineer and engineering manager at Intel.
Principal / Lead StrategistBlack Box Consulting
New York, NY
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Agenda
• Why Integrated Talent Management?
• Why is integrating Talent Management so difficult?
• What is the Black Box?
• How do companies use the Black Box?
• What are your questions?
DISCUSSION: Examples of TM Silos
• What are examples of siloed behavior in Talent Management in your organization?
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Integrated Talent Management
Talent Strategy & Workforce Plan
Competency Model
Technology Enablement
Strategy
Process
Language
Scalability
Change ManagementAwareness – Acceptance – Adoption
Transformation
Corporate Strategy
Succession PlanningLearning & Development
Performance Management Leadership Development
Talent Acquisition
Compensation
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Technology
SP Comp
LD
L&D
PM
TA
WFP
Integrated Talent Management
The result:
• Workforce Planning linked to Business Planning
• Disciplines execute processes in accordance with Workforce Plan
• Processes are coordinated through inputs and outputs
• Technology enables link to strategy and data sharing
• Competencies are the common talent language
• Business has the right talent to meet the short- and long-term business objectives
Competencies
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Why Integrate?
Source: Aberdeen, Integrated Talent Management: Improving
Business Results through Visibility and Alignment, 2009
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Why Integrate Talent Management?
Source: Aberdeen, Integrated Talent Management: Improving
Business Results through Visibility and Alignment, 2009
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Why Integrate Talent Management?
Source: Aberdeen, Integrated Talent Management: Improving
Business Results through Visibility and Alignment, 2009
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Why Integrate Talent Management?
Source: Bersin & Associates, 2010 Talent Management Factbook
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Why Integrate Talent Management?
Source: Bersin & Associates, 2010 Talent Management Factbook
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Why Integrate Talent Management?
Source: Bersin & Associates, 2010 Talent Management Factbook
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Example: ITM – Before & After
Before AfterUninformed Workforce Information: On March 15th, Jane, a Manufacturing Site Manager says her plant is fully staffed, not realizing that the business strategy dictates a change in production schedule requiring additional staff.
“Surprise” Short-Notice Recruitment Requests: On March 22nd, Jane calls her recruiter and says she needs to hire 100 people by April 15th.
Reactive, Behind-Schedule External Recruitment:The recruiter scrambles to initiate hiring as rapidly as possible based on this unforeseen need; as a result, Jane’s plant is not fully staffed for six months.
Forecast-Driven: As an output of Business Planning / Workforce Planning, the Talent Acquisition, Learning & Development and Succession Planning teams receive a forecast at the beginning of the year.
Pro-active Internal / External Sourcing: The forecast indicates two scenarios of either “no hiring” or the “need to hire 100 people at this plant.” All three teams begin to identify talent for this need on January 1.
On-time Responsiveness / Talent Results: When the call comes in on March 22nd, internal and external talent has already been identified to meet the need.
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Example: ITM – Before & After
Before AfterCompliance-Driven Development Planning: John has just started as a new employee. Two weeks after starting, his manager Nancy meets with him and says “HR requires us to have a development plan for all employees, so what do you think you should have on your development plan?”
Value-Added Development Planning: At two weeks into John’s employment, Nancy sits down with John and says, “Looking at your current job description, here are the competencies required for your role. During your hiring process, we assessed that you are very proficient in communication and leadership skills, but may need some development in managing work through others.”
Lack of Support for Employee Development: John isn’t really sure what to put on his plan, so they agree that he should review the paper-based catalog of courses and add classes of interest to John’s development plan.
Manager- and System-Supported Employee Development: “Our development planning system is suggesting we send you to a class to help you in this area, and set you up with a mentor who is very proficient in this skill. Can we add this to your development plan?” John agrees, and feels very positively about the company and Nancy’s support for his development.
DISCUSSION: Current State of TM
• How would you classify the maturity level of Talent Management at your company?
– Level 1: Siloed Talent Management
– Level 2: Standardized Talent Processes
– Level 3: Integrated Talent Management
– Level 4: Strategic Talent Management
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Integration Challenges: Strategic Missteps
• Integration Focus: One TM project at a time, without a meaningful view of the whole
• Continuity: Projects start and stop
• Consistency: Some areas integrate with others, while others fall behind
• Purpose: Funding often goes to the squeakiest wheel
• Sustainability: Not a sustainable approach
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Integration Challenges: Execution Lapses
• Complexity: High level of complexity
• Dependencies: Difficult to design dependent processes
• Ownership: Owners of processes are organizationally separate
• Technology: Technology requirements for integration are unclear
• Expertise: Lack of individual with broad expertise across Talent Management
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Black Box Analysis
• Purpose
– To develop a “schematic” of the “architecture” of the Integrated Talent Management “system”
• Objectives
– To create a high-level picture of the future state interaction between all Talent Management disciplines
– To define the future state inputs, outputs and assumptions of each Talent Management discipline
– To develop the framework for the future state process development in each Talent Management discipline
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Complex System
Black Box Analysis: Overview
Black Box #1
• Objectives
• Activity #1
• Activity #2
• Activity #3
Black Box #2
• Objectives
• Activity #1
• Activity #2
• Activity #3
Black Box #3
• Objectives
• Activity #1
• Activity #2
• Activity #3
Black Box #4
• Objectives
• Activity #1
• Activity #2
• Activity #3
Black Box #5
• Objectives
• Activity #1
• Activity #2
• Activity #3
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Black Box Analysis Process
• For each Talent Management discipline, determine:– The objectives and high-level activities of that discipline
– The inputs required to meet the objectives of that discipline
• If possible, the supplier of each input
– The outputs produced by each discipline
• If possible, the consumer of each output
– The assumptions required to meet that discipline’s objectives
TM Discipline #1• Objectives
• Activity #1• Activity #2• Activity #3
Assumptions
Inputs OutputsSupplier Consumer
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Sample: Discipline Design Specification
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Black Box Analysis: ITM Schematic
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Black Box Analysis: ITM Schematic
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ITM Strategic Analysis: Phase 1
Project Kickoff and CharteringWeek 1
Talent Strategy AlignmentWeeks 1-4
Talent Management Discipline ReviewWeeks 1-4
Purpose
• To review the key talent implications associated with corporate strategies and goals
• To develop talent strategies / philosophies to meet business strategies
Purpose
• To review of the disciplines required to meet the talent strategies and identify the objectives required in each discipline to meet the talent strategies
• To assess and document discipline priorities and barriers to success
Phase 1 Talent Strategy Alignment
Purpose
• To begin the project with documented agreement within the project team
ITM Talent Strategy Alignment
30
Identify talent implications for each business goal
Understand business strategies / goals
For EACH TM discipline:
1. Identify objectives and key priorities required to meet the talent strategies
2. Assess barriers to success in meeting the talent strategies
TA
Associate relevant TM discipline(s) with each talent implication
B2
TalentStrategy
Alignment
Talent MgtDiscipline
Review
…
TI 1 TI 2 TI 3 TI 4
L&D PMWFP L&D SP CompTA
TA L&D PMWFP SP Comp
B3B1 B7 B8
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SAMPLE: Healthcare CompanyC
orp
ora
te O
bje
ctiv
e
Differentiate on quality, safety and service
Co
rpo
rate
Go
alAchieve top quartile service excellence scores at all hospitals and post-acute services
Tale
nt
Imp
licat
ion
s
Identify competencies required for increased service excellence, in partnership with Nursing and Service Excellence
Assess the current level of service excellence competencies within all facilities
Hire employees who possess service excellence competencies
Develop service excellence competencies within employee population
P | 18 Copyright © 2017. Black Box Consulting, Inc. All rights reserved.31
SAMPLE: Automotive Parts Manufacturer
1.Global Leader with Strong Brand Recognition* Top 10 US / Top 25 Globally
Corporate Strategy
• Employment brand needs to be strongly aligned to product brand in order to support acquisition and retention of talent
• Support required for acquisition and integration of competitors and strategic partners in the marketplace, including HR awareness
• Need to understand new products required to ensure ability to secure new OEM customers and determine skills and roles required to develop and implement these products
• Need to ensure appropriately skilled and staffed marketing and business development departments in order to improve brand recognition and secure new OEM customers
• Need to ensure knowledge of geographic expansion targets to ensure global leadership and determine mechanisms for properly staffing these functions (leadership, associates, skillsets, etc.)
• Need to ensure that our current talent and future talent have a quality mindset and quality skillsets to ensure ability to compete globally
Talent Implications
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SAMPLE: Strategy Alignment Worksheet
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DISCUSSION: Talent Strategy Alignment
• How many of you utilize a process similar to Talent Strategy Alignment to develop your Talent Strategies?
– Who owns that process?
– How do you manage and execute the process?
– Do you measure the success of your talent strategies?
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ITM Strategic Analysis: Phases 2 and 3
ITM Black Box AnalysisWeeks 5-8
ITM GapAnalysisWeeks 9-14
ITM Roadmap DevelopmentWeek 15
Purpose
• To identify future-state process, technology, organizational requirements through current state review
• To assess the readiness of each ITM discipline relative to the future state of:o Technologyo Processo Organization
Purpose
• To develop and prioritize a multi-year ITM project roadmap
Phase 2: Black Box
Purpose
• To define the future-state for each ITM disciplineo Objectiveso Activitieso Inputso Outputso Assumptions
• To develop a “schematic” of the “architecture” of the Integrated Talent Management “system”
Phase 3 ITM Roadmap Development
SAMPLE: ITM Gap Analysis
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Dis
cove
ry Q
ues
tio
n
Who is responsible for employee referral submissions?
Cu
rren
t St
ate
The candidate selects “Employee Referral” as source and types the employee name
Bes
t P
ract
ice
ERPs result in higher quality of hire and better tracking when employees enter their own referrals
Req
uir
emen
ts PROCESSNeed to modify employee referral policy around Employee Self-Service
TECHNOLOGYSystem needs to support EE submitted referrals through a portal
TECHNOLOGYSystem needs to contain updated normalized list of current EEs
ORGANIZATIONNeed clear accountabilities for managing referrals
SAMPLE: Gap Analysis Deliverables
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SAMPLE: TM Maturity Matrix
Organization
Employee performance process is
managed manually via forms
Data is not housed in a centralized
location, resulting in a lack of ability
to track and report on performance
management data and enforce
process accountability
Current process is adequately
supported by various roles within the
HR organization
Responsibility for PM process is
decentralized
Future enhancements have the
potential to strain current structure
Pe
rfo
rma
nce
Ma
na
gem
en
t
Process Technology
Individual performance goals are not
aligned with corporate objectives (i.e.
cascading of objectives is not
consistent)
Process is inconsistent and perceived
as requiring significant effort for
minimal impact
Pay is not aligned with performance,
both from the manager and employee
perspective
No overall performance rating is
assigned in measuring the employees
performance
Rigor around management of poor
performance is lacking
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SAMPLE: TM Maturity Map
Process Technology Organization
Talent Development
Compensation
Succession Planning
Talent Acquisition
Performance Management
Workforce Planning
DisciplineMaturity Level
General Notes:
• Workforce Planning is a significant foundational area for improvement
• Technology platforms need improvement to support an integrated function
• Performance Management process improvements are required to increase return
• Process maturity is acceptable in many areas, but process improvement areas exist
• Lack of consistent competency model skews above results towards red
• Root causes of data integrity issues need to be addressed for future state success
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SAMPLE: ITM Project Roadmap
Year 1 Year 2 Year 3
Competency Model Development
HR Data Optimization
Competency-Based Job Descriptions
TM Platform Evaluation
TA Technology Implementation
Workforce Planning Pilot
Perf. Mgmt. Process Redesign
Leadership Development Curriculum
LMS Technology Implementation
Workforce Planning Launch
Comp System Implementation
Integrated Total Comp Focal Process Rollout
SP Process Dev / Rollout Candidate Assessment Process
Performance Management System Implementation
Career Ladder Structure
Leadership / Mgmt. Assessment
Global Student Programs
SP System Implementation
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Insights for Leadership and Planning
• Key Benefits of Black Box Approach– Combines “big picture” perspective and functional detail
– Drives both immediate activity and long-term strategy
– Allows for design of each process while meeting the integration needs of the system
– Creates practical direction and prioritization for all ITM activities
• Key Considerations– Importance of “Big Picture” thinking
– Importance of innovative thinking
– Aggressive timeline helps drive results
– Balance perfection w/ timeline / progress
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About Black Box Consulting
Black Box Consulting helps companies large and small maximize the business return of their talent management functions. We can help you:
• Link your talent management operations to business strategy
• Develop a plan to integrate your talent management function and to manage your talent management transformation program
• Optimize your talent management processes, use of technology, and organizational model
• Select, implement and launch your talent management technology
For more information, contact Andy Rice, Principal and Lead Strategist,at [email protected] or (415) 254-5831