three steps to a hard dollar roi from talent management
DESCRIPTION
Organizations need HR, but often regard it as a tactical necessity rather than a strategic essential. In this webinar, Infor HCM’s Michael Brandt explains how to build on HR’s daily transactional activity to create great strategic impact with a solid dollar value. He’ll examine how great value depends on doing the daily work of HR well, and then sharing the results for wider, deeper impact. Using real-life examples, Michael will explore: • The crucial importance of data • Getting hard dollar impact from soft cultural change • Why systems usability and integration are key to success • How HR can build value across the employee life cycle • The technology and systems you’ll needTRANSCRIPT
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Three Steps to a Hard Dollar ROI from Talent Management
Mollie Lombardi VP/Principal Analyst of Workforce
Management PracAce Brandon Hall Group
Michael Brandt Area VP,
HCM SoluAons Infor
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Learning & Development
Talent Management
Leadership Development
Talent AcquisiAon
HR/Workforce Management
RESEARCH PRACTICES
2 ©2014 Brandon Hall Group, Inc.
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Type in your question here Have questions after the session?
Email: [email protected] Website: www.brandonhall.com
Phone: (561) 306-3576
PRESENTATION IS BEING RECORDED PLAYBACK AND SLIDES WILL BE SENT OUT AFTER THE WEBINAR
3 ©2014 Brandon Hall Group, Inc.
How to Ask QuesAons and Make Comments
We’re social! @BrandonHallGrp
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4 ©2014 Brandon Hall Group, Inc.
Agenda
• Managing Talent Risk
• The Role of CriAcal Roles
• People-‐driven Success
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No Business Plan Without a Talent Plan
5 ©2014 Brandon Hall Group, Inc.
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5 Kinds of Talent Risk • Capability Risk • Capacity Risk • Cost Risk • ConnecAon Risk • Compliance Risk
6 ©2014 Brandon Hall Group, Inc.
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It’s All Connected
7 ©2014 Brandon Hall Group, Inc.
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Competencies
The language we use to talk about talent
8 ©2014 Brandon Hall Group, Inc.
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Managing Risk Requires Deep Insight
9 ©2014 Brandon Hall Group, Inc.
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What Are Your CriAcal Roles?
10 ©2014 Brandon Hall Group, Inc.
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Defining CriAcal Roles
Source: Brandon Hall Group, Skill Study, October 2014
38%
24%
38%
Critical roles defined to meet business goals for the next 12 months
Critical roles defined to meet business goals for the next five years
Critical roles for future business need are not defined
11 ©2014 Brandon Hall Group, Inc.
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Defining CriAcal Roles
Source: Brandon Hall Group, Skills Gap Study, October 2014
24%
41%
7%
21%
7%
0%
25%
50%
Skill and behavioral competencies, job level competencies, cognitive abilities,
cultural fit
Skill and behavioral competencies, job level competencies
Job based competencies
General job description only
Critical roles not defined
All Respondents
12 ©2014 Brandon Hall Group, Inc.
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Where Do Competencies Come From?
• OrganizaAonal culture • Leadership characterisAcs • Current high performers in the role • Forward-‐looking business strategy
13 ©2014 Brandon Hall Group, Inc.
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Use of Assessments for CriAcal Roles
Source: Brandon Hall Group, Skills Gap Study, October 2014
22% 24%
37%
17%
0%
25%
50%
We do not use assessments for critical
roles
We're in the process of implementing
assessments for critical roles
We use assessments for only some of our critical
roles
We have assessed almost everyone in a critical role
All Respondents
14 ©2014 Brandon Hall Group, Inc.
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Poll QuesAon How does your organizaNon currently use talent performance profiles?
– For assessing candidates exclusively – For exisAng employees exclusively – For assessing candidates and exisAng employees – We do not use assessments
15 ©2014 Brandon Hall Group, Inc.
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MulAple Levels of Competencies
Mission and vision
Strategies
IniAaAves
OrganizaAonal competencies
Leadership competencies
Job role competencies
16 ©2014 Brandon Hall Group, Inc.
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Check Regularly
17 ©2014 Brandon Hall Group, Inc.
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The EvoluAon of Assessments
Pre-‐hire tesAng
Pre-‐and post-‐hire skills and capabiliAes
Ongoing assessment strategy
Technology enabled
assessment strategy
18 ©2014 Brandon Hall Group, Inc.
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Used Throughout the Lifecycle • Fit for hire • Guided onboarding • Ongoing development • Teaming • Leadership style • Mergers and acquisiAons • Succession
19 ©2014 Brandon Hall Group, Inc.
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It’s All Connected
20 ©2014 Brandon Hall Group, Inc.
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21 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com
21
Infor HCM People-‐driven success Michael Brandt, Area VP, HCM SoluAons, Infor
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QuesAon
What are you hearing out there?
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What are you hearing out there?
Process AutomaNon
We will streamline your processes!
SaaS One vendor, one code-‐set,
easy upgrades!
End to End Because we have everything,
we are beier!
Best of Breed We are beier because we focus on this one specific thing!
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What are you not hearing?
How you can …
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idenAfy your own top people
repeatedly make great hires
idenAfy the traits that work
develop your people against those
traits
track this against the company’s
boiom line!
What are you not hearing?
How you can …
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Best Way to Improve The Boiom Line
?
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every employee ● your only employee
every performer ● a top performer
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Break Down Top Performers: Sales RepresentaAve Example
What makes top performers great? The Key Traits and Components Differ From Company to Company:
– Empathy – Controlling – Listening
Build a Performance Profile (Talent DNA)
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Best Way to Improve The Boiom Line
Replicate Top Performers Using Proven Traits
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People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
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People-‐driven success
The three steps
Map, hire and develop your top talent … on scienNfic principles
Science-‐driven HR success
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
![Page 33: Three Steps to a Hard Dollar ROI from Talent Management](https://reader035.vdocuments.us/reader035/viewer/2022062514/558cc201d8b42a0e1a8b4624/html5/thumbnails/33.jpg)
Benchmark your key talent profiles for mission-‐criAcal roles Define the DNA of best of the best IdenAfy key behaviors and traits that make them the best
Step 1: Map Your Talent
0
5
10 Accountab
AdaptabilitCommunic
Customer
Inclusiven
Team Leadership
CompeAAvOpposiAon
Dependen
PerfecAoni
Avoidance
Approval Power
Talent Mapping
Traits
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Leverage research to define recruiAng strategies Assess applicants against top traits by role Replicate/hire the traits of your top people Understand the business effect of every hire
Step 2: Hire/IdenAfy Top Talent
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Develop performance and development plans around top traits
Track the effects of every improvement on business
Measure onen, realign and monitor effect
Foster your top producAvity DNA plan
Step 3: Develop/Foster Top Talent
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People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
![Page 37: Three Steps to a Hard Dollar ROI from Talent Management](https://reader035.vdocuments.us/reader035/viewer/2022062514/558cc201d8b42a0e1a8b4624/html5/thumbnails/37.jpg)
Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
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Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
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Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
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Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Skills and Competencies
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
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Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
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Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
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Human Resources
Talent Science
Workforce Management
Learning Management
HR Service Delivery
Talent AcquisiNon
Talent Management
Course and Curriculum Content Authoring
CerNficaNon Management Compliance Assurance
System of Record Performance Fit
Employee Benefits Payroll Management
Answersource HR Case Management
Self Service Off-‐Boarding
Applicant Tracking RequisiNon and Workflow
On-‐Boarding Social RecruiNng
Timekeeping OpNmized Scheduling
Labor BudgeNng, ForecasNng ProducNon AnalyNcs
Performance and Goals Succession
CompensaNon Skills and Competencies
Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon
Simple ScienNfic Social
BeauNful Flexible
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Sales Associate – Foot Locker
n = 2,446 n = 988
Pre: not assessed Post: assessed
d=0.62, p = .0000*
*Denotes staAsAcal significance
$16,170,677 addiAonal sales
Increased SPH in assessed group
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People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
![Page 46: Three Steps to a Hard Dollar ROI from Talent Management](https://reader035.vdocuments.us/reader035/viewer/2022062514/558cc201d8b42a0e1a8b4624/html5/thumbnails/46.jpg)
SupporAng your success • The importance of usability
– For ‘ease of use’ to Wow factor – Ensures people using sonware and good data entered
• The importance of data-‐sharing across processes – Making the most of talent data – Infor ION / Business Vault?
• People – Methodologies need people – Technology needs people
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47 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com
47
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48 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com
48
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The aim: predictable, repeatable success
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People-‐driven success
The three steps
Science-‐driven HR success
Map, hire and develop your top talent … on scienNfic principles
Taking the guess-‐work out of HR and TM process
success
Usable, data sharing technology
The support you need
![Page 51: Three Steps to a Hard Dollar ROI from Talent Management](https://reader035.vdocuments.us/reader035/viewer/2022062514/558cc201d8b42a0e1a8b4624/html5/thumbnails/51.jpg)
51 ©2014 Brandon Hall Group, Inc. Copyright © 2012. Infor. All Rights Reserved. www.infor.com
51
Infor HCM People-‐driven success
Michael Brandt Area Vice President HCM Solutions [email protected] http://www.infor.com
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QuesAons?
52 ©2014 Brandon Hall Group, Inc.
Mollie Lombardi VP/Principal Analyst of Workforce
Management PracAce Brandon Hall Group
Michael Brandt Area VP,
HCM SoluAons Infor
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Thank You
Mollie Lombardi VP/Principal Analyst of Workforce
Management PracAce Brandon Hall Group
Michael Brandt Area VP,
HCM SoluAons Infor
[email protected] 53 ©2014 Brandon Hall Group, Inc.