goldberg - tms myths vs realities

Talent Management SolutionsMyths vs. Realities

Steven GoldbergGlobal HR Technology Advisor

“It's a small world, but I

wouldn't want to paint it.”

10 years Corporate Practitioner … Global Head, HRIS … incl

Compensation Planning & Workforce Planning – major banks

10 years HCM Solutions Vendor Exec … Global Head, HCM

Product Strategy - PeopleSoft, VP Products - Unicru, Personic

10 years HR/HR Technology Advisor … Vendors, Customers

------------------------------------------------------------------------------------------

Designed / built an HR Shared Services Center for a 50,000 employee

industry consolidator in record time

Creator of “TRV” - Total Realized Value … on HR Technology investments

Invited to Human Capital Institute‟s “2009 Executive Roundtable

of 10 Recognized HR Thought Leaders”

MBA in HR; directed HR/HR Technology initiatives - 3 continents

Background

HCM vendors I‟ve worked with (partial list)

Evolution of HR / HCM Systems

Embedded analytics >>> Embedded social networking

Impact of a „Mature‟ Talent Management StrategyBersin & Associates -- Talent Management Factbook 2010

Once a year, JC Penney's 155,000 workers fill out a 50-question survey

on their understanding of the corporate vision, the level of support they get

from managers, and even whether they have a "best friend" at work

The results … % of "engaged" workers rose from 66% to 75% two years

ago, and 18 percentage points higher than the typical retail company

Penney's internal research shows that stores with top-quartile engagement

generate 10% more in sales per square foot, and 36% greater operating

income than similar-sized stores in the lowest quartile

Thousands of companies have jumped on the engagement bandwagon

over the past decade, including Hewlett-Packard, Best Buy, The Ritz-

Carlton Hotel Co. and Wells Fargo & Co

Driving employee engagement – core to TM strategy

1. Technology should never be more than 40 percent of the answer

to driving the HCM/Talent Mgt agenda

2. The most often purchased / deployed Talent Management Module

(outside of Recruitment) is associated with the Talent Mgt process

that stakeholders are most unhappy with

3. ERP customers use only 2/3 of their system‟s core functionality;

and ROI on the best Talent Mgt systems typically takes 2-3 years

4. Technology vendors have promoted an overly process-centric view

of HCM … but many HCM challenges, risks and oppty‟s have no

standard processes defined

5. Standardization of HR data & processes, well defined processing

rules, robust system of record, web access, ESS / MSS, reporting

tools and the 4 “abilities” may account for over 80% of the benefits

of HR Technology investments … foundational capabilities rule!

Talent Management Solutions – 5 realities

1. Technology should never be more than 40 percent of the answer

to driving the HCM/Talent Mgt agenda

2. The most often purchased / deployed Talent Management Module

(outside of Recruitment) is associated with the Talent Mgt process

that stakeholders are most unhappy with

3. ERP customers use only 2/3 of their system‟s core functionality;

and ROI on the best Talent Mgt systems typically takes 2-3 years

4. Technology vendors have promoted an overly process-centric view

of HCM … but many HCM challenges, risks and oppty‟s have no

standard processes defined

5. Standardization of HR data & processes, well defined processing

rules, robust system of record, web access, ESS / MSS, reporting

tools and the 4 “abilities” may account for over 80% of the benefits

of HR Technology investments … foundational capabilities rule!

Talent Management Solutions – 5 realities

Technology --- never more than 40% …

The other 60+ percent:

TIP: Add up the activity hours

in your Talent Agenda

implementation workplan!

Over 40%?

Clarity of strategy Changing /

refining strategies

Changing/refining

methodologies

Metrics / decision

frameworks

Data model

changes

Policy changes

Process

integrations

Process

definitions

Process

changes

Change

management

Training People

competencies

Technology --- never more than 40% …

The other 60+ percent:

TIP: Add up the activity hours

in your Talent Agenda

implementation workplan!

Over 40%?

Clarity of strategy Changing /

refining strategies

Changing/refining

methodologies

Metrics / decision

frameworks

Data model

changes

Policy changes

Process

integrations

Process

definitions

Process

changes

Change

management

Training People

competencies

Peeling the onion -- not really a technology issue

An organization determines their turnover is lower

than their competitors -- good news

Same organization looks further and determines their

turnover is lower, but they are losing more people to

their direct competitors than their competitors are

losing to them -- not good news

Peeling the onion further … it is determined that very

few of those employees leaving for direct competitors

are determined to be upper quartile performers --

back to good news

- Promoted 3 yrs ago

- Rec‟d >avg bonus in „07

- Rec‟d low training $‟s

- Worked 1,860 hrs in ‟09

- Worked 2,100 hrs in „08

- Supv received 3 rating

- Medium turnover in dept

- Referred 1 employee

- 75 minute commute

- Engagement high in dept

* - Received training in Lean Six Sigma, Ruby On Rails

** - Received training in compliance and personal effectiveness

Question 1: Most likely to leave within 12 months?

Question 2: Most likely to stay and refer successful employees?

Question 3: Best candidate for coaching, assessing their engagement level?

Bill James Cathy

- Promoted 2 yrs ago

- Rec‟d >avg bonus in „08

- Rec‟d high training $‟s *

- Worked 2,560 hrs in ‟09

- Worked 2,510 hrs in „08

- Supv received 2 rating

- High turnover in dept

- Referred 0 employees

- 45 minute commute

- Engagement low in dept

- Promoted last year

- Rec‟d >avg bonus in „09

- Rec‟d high training $‟s **

- Worked 2,190 hrs in ‟09

- Worked 2,210 hrs in „08

- Supv received 4 rating

- Low turnover in dept

- Referred 4 employees

- 15 minute commute

- Engagement high in dept

Evidence-Based Management / Decision-Making

Retention vehicles losing their value as retention instruments

tail-end of vesting schedules (for stock or deferred bonus)

employment contract minimum length of stay threshold met

Total compensation is low relative to market --- for industry and/or

peer group across industries

Ranking or strength of brand is trending downward

Changes in employee engagement or turnover within business unit

Passed over more than X times (e.g., 2 times) for promotion

Signs of career peaking or potential mis-alignments; e.g., 360

reviews trending downward

Lack of receptivity to exec coaching

Spotting exec retention risks

1. Technology should never be more than 40 percent of the answer

to driving the HCM/Talent Mgt agenda

2. The most often purchased / deployed Talent Management Module

(outside of Recruitment) is associated with the Talent Mgt process

that stakeholders are most unhappy with

3. ERP customers use only 2/3 of their system‟s core functionality;

and ROI on the best Talent Mgt systems typically takes 2-3 years

4. Technology vendors have promoted an overly process-centric view

of HCM … but many HCM challenges, risks and oppty‟s have no

standard processes defined

5. Standardization of HR data & processes, well defined processing

rules, robust system of record, web access, ESS / MSS, reporting

tools and the 4 “abilities” may account for over 80% of the benefits

of HR Technology investments … foundational capabilities rule!

Talent Management Solutions – 5 realities

1. Technology should never be more than 40 percent of the answer

to driving the HCM/Talent Mgt agenda

2. The most often purchased / deployed Talent Management Module

(outside of Recruitment) is associated with the Talent Mgt process

that stakeholders are most unhappy with

3. ERP customers use only 2/3 of their system‟s core functionality;

and ROI on the best Talent Mgt systems typically takes 2-3 years

4. Technology vendors have promoted an overly process-centric view

of HCM … but many HCM challenges, risks and oppty‟s have no

standard processes defined

5. Standardization of HR data & processes, well defined processing

rules, robust system of record, web access, ESS / MSS, reporting

tools and the 4 “abilities” may account for over 80% of the benefits

of HR Technology investments … foundational capabilities rule!

Talent Management Solutions – 5 realities

1. Technology should never be more than 40 percent of the answer

to driving the HCM/Talent Mgt agenda

2. The most often purchased / deployed Talent Management Module

(outside of Recruitment) is associated with the Talent Mgt process

that stakeholders are most unhappy with

3. ERP customers use only 2/3 of their system‟s core functionality;

and ROI on the best Talent Mgt systems typically takes 2-3 years

4. Technology vendors have promoted an overly process-centric view

of HCM … but many HCM challenges, risks and oppty‟s have no

standard processes defined

5. Standardization of HR data & processes, well defined processing

rules, robust system of record, web access, ESS / MSS, reporting

tools and the 4 “abilities” may account for over 80% of the benefits

of HR Technology investments … foundational capabilities rule!

Talent Management Solutions – 5 realities

1. Technology should never be more than 40 percent of the answer

to driving the HCM/Talent Mgt agenda

2. The most often purchased / deployed Talent Management Module

(outside of Recruitment) is associated with the Talent Mgt process

that stakeholders are most unhappy with

3. ERP customers use only 2/3 of their system‟s core functionality;

and ROI on the best Talent Mgt systems typically takes 2-3 years

4. Technology vendors have promoted an overly process-centric view

of HCM … but many HCM challenges, risks and oppty‟s have no

standard processes defined

5. Standardization of HR data & processes, well defined processing

rules, robust system of record, web access, ESS / MSS, reporting

tools and the 4 “abilities” may account for over 80% of the benefits

of HR Technology investments … foundational capabilities rule!

Talent Management Solutions – 5 realities

Transaction / Admin Layer

Enablement and

Collaboration Layer

Bus.Intel.Layer

• System of record

• Data model

• Business and

processing rules

• Security

• Integrations

3-tier HR technology value pyramid

• ESS / MSS

• Productivity tools / portals

• Web services

• Content, resources

• Web 2.0 >> communities!

Integrated Talent

Management

• Workforce planning & modeling

• Analytics and decision-support

• Predictive tools

FoundationalCapabilities

1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites

2. Most BOB‟s and TMS Suites include ready-integrations to an

HR- ERP backbone

3. TMS vendors will soon pull off the “convergence vision”

4. TMS and HR-ERP‟s are now sophisticated enough to guide

optimal HCM decision-making and really drive the Talent Agenda

5. Predictive models are too complex for the average HR Dept

Talent Management Solutions – 5 myths

1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites

2. Most BOB‟s and TMS Suites include ready-integrations to an

HR- ERP backbone

3. TMS vendors will soon pull off the “convergence vision”

4. TMS and HR-ERP‟s are now sophisticated enough to guide

optimal HCM decision-making and really drive the Talent Agenda

5. Predictive models are too complex for the average HR Dept

Talent Management Solutions – 5 myths

1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites

2. Most BOB‟s and TMS Suites include ready-integrations to an

HR- ERP backbone

3. TMS vendors will soon pull off the “convergence vision”

4. TMS and HR-ERP‟s are now sophisticated enough to guide

optimal HCM decision-making and really drive the Talent Agenda

5. Predictive models are too complex for the average HR Dept

Talent Management Solutions – 5 myths

1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites

2. Most BOB‟s and TMS Suites include ready-integrations to an

HR- ERP backbone

3. TMS vendors will soon pull off the “convergence vision”

4. TMS and HR-ERP‟s are now sophisticated enough to guide

optimal HCM decision-making and really drive the Talent Agenda

5. Predictive models are too complex for the average HR Dept

Talent Management Solutions – 5 myths

Convergence --- or meeting half-way

1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites

2. Most BOB‟s and TMS Suites include ready-integrations to an

HR- ERP backbone

3. TMS vendors will soon pull off the “convergence vision”

4. TMS and HR-ERP‟s are now sophisticated enough to guide

optimal HCM decision-making and really drive the Talent Agenda

5. Predictive models are too complex for the average HR Dept

Talent Management Solutions – 5 myths

Talent Management Maturity: 2008-2010Bersin & Associates -- Talent Management Factbook 2010

“Only 5-7% of companies report their organization

had a clear talent management strategy.” (n= 900+ in 2008, 700+ in 2010)

Talent Management Maturity: 2008-2010Bersin & Associates -- Talent Management Factbook 2010

1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites

2. Most BOB‟s and TMS Suites include ready-integrations to an

HR- ERP backbone

3. TMS vendors will soon pull off the “convergence vision”

4. TMS and HR-ERP‟s are now sophisticated enough to guide

optimal HCM decision-making and really drive the Talent Agenda

5. Predictive models are too complex for the average HR Dept

Talent Management Solutions – 5 myths

Recent advances …

Cornerstone OnDemand … Social Learning and Integrated Talent Profile

Taleo, SuccessFactors, Workday and others … “Baseball cards” and “dynamic

organization charts” as user interfaces

Kronos ...“Use-centric” experience, application changes modalities as a user‟s needs

change; designed for the different "modes of usage" a manager needs during the day

Plateau, Taleo, SuccessFactors and Saba just rolled out major facelifts using Adobe

Flex, a technology which enables developers to build “client/server” applications

on the web … customers can implement new UI‟s without upgrading their back-end

PeopleclickAuthoria … Mobile devices to approve job req‟s and manage interview

schedules (candidates and interviewers) on the go

Jobvite … Social networking-driven recruiting … sourcing, matching through on-

boarding

SuccessFactors acquires InfoHRM … What-If Financial Modeling & Mobility Planning

HumanConcepts acquires Transition Manager from Taleo/PBN

Recent advances …

Enwisen … Socialization as employees exit a company

SilkRoad … Cloud computing and targeted job functions via Heartbeat HRMS

Taleo … Taleo Grid – social networking around best practices

Globoforce … New dashboards to measure recognition and tie recognition to

performance

MrTed … Cloud 9 release to provide more interactivity and configurability

Sonar6 … Leading user experience for performance reviews and engagement

Kenexa …“I x E” brand (Individual X Environment) branding and renewed product

focus

Workscape …Greater Focus on Compensation and Performance

Workday …

• ability to right click on nearly any element and get an action-oriented menu

which enables managers or HR staff to take action immediately

• incorporates the use of "widgets" which enable users to create a report or chart

and then "paste" it into a web-page -- so it can be shared and reused easily

Visualization …. “Baseball Cards” User Interface

Social Networking/Social Collaboration/Social Learning

In “Grown Up Digital” Don Tapscott recaps his $4.5M

study of 8,000 people born between 1978 and 1994

He identifies 8 norms of the “Net Generation”:

1. They prize freedom

2. They want to customize things

3. They enjoy collaboration

4. They scrutinize everything

5. They insist on integrity in institutions and corporations

6. They want to have fun even at school and at work

7. They believe speed in technology (and all else) is normal

8. They regard constant innovation as a fact of life.

“Social networking is the 21st Century operating system.”

All technology solutions behave differently

in different organizational contexts

Skills Style

Strategy Systems

SharedValues

Staff

Structure

www.themanager.org

“Good judgment comes from experience,

experience comes from bad judgment.”

www.HRTechTruth.com

SBGConsultingllc@gmail.com