2. How Integrated Talent Management Can
Improve Your Return on People
Gary Kilzer, HRMpact
Jennifer Triumph, Franciscan Alliance
3. How to Participate Today
• Open and close your Panel
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• Submit text questions
• Q&A addressed at the end of today’s
session
• Everyone will receive an email within
24 hours with more information on
Halogen Job Description Builder and
Halogen eRecruitment
4. Poll Question:
How would you describe your talent
management processes?
1. We’re siloed – We have HR systems in place but they differ across
the organization and are not connected.
2. We’re consistent – We’ve standardized our processes, have some
integration but some systems are connected through a manual
process.
3. We’re integrated – our systems and process are well defined and
well connected
4. We’re strategic – our systems are fully integrated and we use HR
metrics to drive the business
5. Discussion
Agenda
• Introduc2ons
• Why
Integrated
Talent
Management
• Making
the
case
for
Integrated
Talent
Management
at
New
England
Bap2st
• Implemen2ng
an
integrated
approach
at
Franciscan
Alliance
www.hrmpact.com
6
6. Integrated
Talent
Management
A
set
of
integrated
programs,
processes
and
tools
to
a3ract,
engage
and
retain
cri4cal
talent
for
the
organiza4on.
Foundations:
• Technology Platform
• Shared data base
• Single sign on
• Talent analytics
• Owned by management
www.hrmpact.com
7
10. “Voice
of
the
Customer”
What
people
management
programs
are
most
cri2cal
to
achieving
your
business
goals?
How
effec2ve
is
HR
at
delivering
those
programs?
www.hrmpact.com
11
11. Performance
Gaps
• HR
provides
an
employee
performance
management
process
that
is
effec2ve
and
easy
to
use.
• HR
designs
rewards
that
support
pay
for
performance.
• HR
provides
strategic
workforce
planning,
forecas2ng
talent
needs
and
gaps
•
HR
provides
people
management
processes
that
are
enabled
by
appropriate
technology.
• HR
helps
me
deal
with
employee
rela*ons
issues
consistently
and
fairly.
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐
We
need
to
upgrade/automate
our
talent
management
capabili4es
www.hrmpact.com
12
12. ROI
Analysis-‐Inputs
Total
#
of
Managers
in
your
organiza2on:
Total
#
of
HR
employees
dedicated
to
performance
management
etc:
Total
#
of
HR
employees
dedicated
to
recrui2ng
&
reten2on:
Total
#
of
HR
employees
dedicated
to
compensa2on:
Total
#
of
HR
employees
dedicated
to
employee
development:
What
is
your
current
performance
&
talent
management
system?
(Paper/Forms/Spreadsheets/Manual
Process
-‐Another
Online
System)
How
oden
does
your
organiza2on
conduct
performance
reviews
each
year?
What
is
the
average
fully
loaded
salary
per
HR
employee?
What
is
the
average
fully
loaded
salary
per
Manager?
What
is
the
average
fully
loaded
salary
per
employee?
What
is
your
organiza2on’s
voluntary
turnover
rate?
(%)
What
is
our
organiza2on’s
approximate
annual
revenue?
What
is
your
organiza2on’s
gross
margin?
(%)
13
13. ROI
Analysis
-‐
Summary
• Cost
Saving
Benefits
• Net
Present
Value:
$328,602
• Revenue
Enhancing
Benefits
• Return
on
Investment:
226%
• Investment
Required
• Payback
period
(months):
9
14
14. Roadmap
for
Change
Our
strategy
is
to
implement
a
24
month
plan
(2012-‐2014)
that
will
accomplish
the
following:
o Reallocate
technology
spending
from
HR
administra2on
ac2vi2es
to
strategic
talent
management
capabili2es
o Outsource
non
strategic
HR
ac2vi2es
o Improve
HR
service
delivery
effec2veness
o Build
organiza2onal
talent
management
capability
to:
• Alract
and
retain
top
talent
• Achieve
MAGNET
status
• Manage
Employee
Performance
• Make
more
effec2ve
Compensa*on
decisions
• Develop
Leadership/
Manage
Succession
• Support
geographic
expansion
• Support
service
excellence
www.hrmpact.com
15
15. Current
vs.
Future
State
Applica*ons
Current
Future
Plans
HR
Service
Delivery
-‐Portal
Framework
Sta2c
Content,
no
SSO
Update
with
SharePoint
-‐Service
Center
No
capability
Implement
Employee
Service
Center
-‐Self
Service
and
Workflow
Benefits
Admin,
Time
repor2ng
Add
employee
performance
management,
compensa2on
and
employee
service
center
interface
HR
Administra2on
-‐HRMS
Meditec
Implement
new
HRIS
-‐Benefits
Administra2on
Hewil
Outsource
to
new
provider
Talent
Management
-‐Hiring/On-‐boarding
Posi2on
Manager
Halogen
-‐Performance
management
Home
Grown-‐Not
Automated
-‐Compensa2on
Home
Grown
–Not
Automated
Workforce
Management
-‐Time
Management
API
No
change
-‐Absence
management
Internal
Outsource
to
Liberty
Mutual
Workforce
Op2miza2on/Analy2cs
NA
HR
Scorecard
16
www.hrmpact.com
16. Talent
Management
Selec2on
Criteria
• One application for all talent management processes
• Single data base for all applications
• Ease of use for managers including single sign-on
and “two click access”
• Robust reporting and analytics capability
• Excellent customer service
• Cost
17
18. Implementa2on
• Think
Big
• Integrated
Talent
Management
• Start
Small
• Hiring
and
on-‐boarding
• Employee
Performance
Management
• Compensa2on
• Scale
Up
• Learning
and
Development
• 3600
Feedback
• Succession
Planning
• Talent
Analy2cs
www.hrmpact.com
19
19.
20. • Iden2fica2on
of
past
prac2ces…
– Paper-‐based
evalua2ons
• Annual
• Transfer
• Proba2onary
– Competency
assessments
– Alignment
with
regulatory
body
requirements
– Manual
tracking
21. • Big
Picture
– Integrated
Talent
Management
• Ini2al
Steps
– Iden2fy
needs
of
the
organiza2on
– Align
prac2ces
with
strategic
goals
– Move
to
an
online
plaqorm
– Start
with
the
most
cri2cal
needs
22. • Annual
Performance
Review
Phase
1
• Introductory
Process
• Transfer
Process
• Repeat
Phase
1
• Peer
Review
Phase
2
• Goal
Serng
Process
• Ini2al
Performance
Improvement
Process
• Repeat
Phase
1
and
2
Phase
3
• 360
Review
• Formalized
PIP
• Repeat
Phase
1,
2,
3
• Gap
Analysis
Phase
4
• Poten2al
Assessment
• Metric
Assessment
23. • Annual
Performance
Reviews
– Move
to
an
online
plaqorm
– Track
competencies
• Core
• Job
Specific
– Develop
ra2ng
scales
– Assess
alignment
of
organiza2onal
strategy
with
employee
performance
24. • Introductory
Performance
Reviews
– Address
current
competency
levels
– Iden2fy
gaps
and
learning
needs
– Extend
period
if
necessary
– Determine
fit
• Transfer
Performance
Reviews
– Assess
previous
work
performance
up
to
transfer
date
– Assess
current
goals
25. • On
2me
comple2on
rates
• Simplified
tracking
of
comple2on
rates
• Reduced
file
sizes
and
paper
management
• Standardized
metrics
for
performance
• Ability
to
easily
access
performance
assessments
• Easily
pull
appraisals
for
regulatory
bodies
• HR
audits
26. • Con2nue
Annual/Intro/Transfer
Evals
• Peer
Review
– Added
into
annual
review
process
– Allows
managers
to
gain
insight
into
performance
that
they
may
not
always
see
– Eliminate
the
“overlooked”
syndrome
• Goal
Serng
Process
– Train
to
set
SMART
goals
– Employee
set
– Manager
review
and
addi2ons
27. • Ini2al
Performance
Improvement
Process
(PIP)
– Iden2fy
obvious
gaps
• Correc2ve
ac2ons?
• Learning
needs?
– Set
Ac2on/Development
Plans
– Set
step
due
dates
– Opens
manager/employee
conversa2ons
28. • More
feedback
and
recogni2on
• Reduced
“overlooked”
syndrome
• Assessment
of
learning
needs
• Iden2fy
and
group
learning
needs
• Focus
on
employee
development
• Measurable
goals
• Goal
alignment
with
organiza2onal
strategy
• Gap
analysis
• Measurable
metrics
29. • Con2nue
Phase
1
and
2
• 360
Review
– Begin
from
top
down
– Access
feedback
to
review
– Iden2fy
learning
needs
and
iden2fy
gaps
– Use
a
combina2on
of
analy2cs
• Peer
Focus
• Overall
Focus
• Formalized
PIP
– Review
performance
trends
over
a
2meframe
– Create
ac2on/development
plans
to
address
gaps
30. • Increased
feedback
and
recogni2on
• Employees
taking
charge:
– Performance
– Development
• Engagement
by
both
management
and
staff
• Analy2cs
• Measurable
HR
metrics
31. • Con2nue
Phase
1,
2,
and
3
• Gap
Analysis
– Look
for
trends
– Refine
processes
• Establish
Poten2al
Assessment
– Laying
the
groundwork
for
succession
planning
• Metric
Assessment
– Refine
tools
to
assess
alignment
of
organiza2onal
strategy
to
employee
performance
32.
33. Introductory
Process
Annual
PIP
Process
Process
Employee
Development
Peer
Review
360
Process
Process
Transfer
Process
34. Q&A
• Addi*onal
ques*ons
regarding
the
webinar?
Contact:
Gary
Kilzer-‐
gary.kilzer@hrmpact.com
Jennifer
Triumph
-‐
Jennifer.Triumph@franciscanalliance.o
• For
addi*onal
Halogen
SoVware
inquiries
or
to
request
a
personalized
demonstra*on,
contact:
Denise
Dziubaniuk
–
Ddziubaniuk@halogensodware.com