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Similar a Presentation Tms Webinar V08
Similar a Presentation Tms Webinar V08 (20)
Presentation Tms Webinar V08
- 1. MAXIMIZING HUMAN CAPITAL INVESTMENT Practical guidelines on implementing a TMS WELCOME The webinar will begin in a few moments It is recommended all attendees use VOIP for audio. VOIP is activated when you log on. You may connect headphones or use your computer speakers to hear this webinar. Alternatively, you may also choose to dial in to the teleconference.
- 3. GUIDING PRINCIPLE Measurement = Management
- 4. Importance of Real-Time Measurement Real Time Measurement of People Metrics
- 5. Importance of Real-Time Measurement Pro-active management of People Metrics Real Time Measurement of People Metrics
- 6. Importance of Real-Time Measurement Pro-active management of People Metrics Real Time Measurement of People Metrics Improved Organizational Metrics
- 9. BASIC PRINCIPLES Organizational Strategy People Strategies Manpower planning, recruitment, on-boarding, performance, compensation, learning, mentoring, career development, succession, off-boarding. Supported, held together, institutionalized by a Talent Management System
- 27. 3. Identify and retain appropriate new system Vendor HRIS ATS Perf. Mgt Payroll Self-service $ - implement $ - monthly $ - maint.
- 35. Q & A
- 36. SPECIAL OFFER Carola Moore 416 216 1021 [email_address] Let a Drake TMS expert map out your path ahead! OBLIGATION FREE!!
Notas del editor
- Welcome everybody and thank you for joining me on today’s webinar on best practice in the area of talent management systems. The specific issues we will be examining today revolve around….
- Benefits of implementing a Talent Management System, and … … a high level overview of some of the best practices around TMSs This will be followed by a more in-depth approach to see what a TMS actually looks like, and… … we’ll conclude by giving you a few steps to turn your decision to implement a TMS into reality As James mentioned, you will have the opportunity afterwards to ask questions And I encourage each of you to stay on the line for these, not only because they may be of interest to you, but also because we have an exciting special offer for everyone on the webinar today
- what gets measured gets managed, and what gets managed, can be improved. Traditionally, businesses have measured business metrics, outputs, results, such as Sales revenue, cost, profit. However, over the last few years there has been an growing awareness that Measuring results after-the-fact so to speak is too reactive; whatever happened has happened, and nothing can be changed retrospectively…..
- I think managers are also increasingly aware that organizational results (or outputs) are intrinsically linked to people-related inputs, and that
- Measuring these inputs proactively allows managers to manage and take corrective actions quickly,
- and this leads to improvement of an organization’s overall results At Drake – with over 60 years in the talent management space – we have witnessed this growing awareness. But this shift has also been studied by other organizations. …..
- I’d like to draw your attention to the research that CedarCreststone conducts annually in the TMS space: In their surveys, CedarCreststone compares businesses that pro-actively measure their employee metrics via a TMS and businesses that don’t. Those businesses that do measure, show a net income growth of 48% vs those that do not. And Productivity per employee (measured here in sales per employee) at $517.000 vs $395.000: that’s almost 40% higher! These results very clearly support the notion of What gets measured, gets managed, and what gets managed, can be improved improve.
- Contrary to what some industry experts and talent management gurus may lead us to believe, getting talent management right is NOT easy. It is not simply the case of a solution-in-a-box, off-the-shelf and all problems will be solved. Getting talent management right requires a certain amount of insight and finesse and expertise, but there are basic principles, that apply universally. I find that those basics are the best place to start
- Step ONE, Before we can even consider a talent management strategy, we need to be very clear on our overall organizational objectives. As an organization, what do we want to achieve? Are we looking for growth? And if so where and how? New products? Cost-cutting? Restructuring? Merger? Acquisition? Divestiture? All of these have people-implications, and therefore directly affect the talent strategy we end up creating. Step 2 is to accept the premise that organizational goals and objectives are achieved not by or machines, or equipment, or computers. While these are certainly important, we need to accept that organizational aims are achieved first-and-foremost by people and how effectively these people perform and interact with the machines, equipment and computers. Only when we can accept that, can we start investigating and implementing talent management initiatives. On this slide you will see a number of more typical talent management programmes – and of course there are many more. I am sure most of you on this webinar today will recognize some or all of these. The reason underlying most of these programmes is to improve productivity; or in other words, to increase each employee’s individual output and contribution to the organization's objectives Unfortunately, in my experience, many talent management initiatives stop here. BUT a talent management strategy is not complete unless some process or some system is in place to keep all the different initiatives/programmes together and aligned. Without a comprehensive talent management system, or TMS, all these individual programs will be exactly that: individual programs that run in isolation, and ultimately will not result in the improvement we were hoping to see. Talent management does not work like that. Talent management is all about integrating different programs and aligning them to achieve the organization's objectives. If we could accept the principle that – what gets measured gets managed, then a great TMS is the tool that allows measurement. Before we take a look at what TMS’s should do and have, let me first dispel some TMS myths…..
- … by looking at what a TMS isn’t A TMS is not the proverbial silver bullet. Investing in a TMS alone is not automatically going to solve people problems Neither is a TMS a quick-fix. As I mentioned earlier, all human capital related initiatives require thorough consideration and finesse; a TMS is no different A TMS is not a medium of command, and does not replace a manager’s responsibility to manage his or her employees Equally, it is not a social forum (like facebook) that takes employees away from their tasks
- So let’s now have a quick look at what functions a TMS should have: Most TMS’s will have a landing page which will look a bit like this. Please note that this is a typical ADMINISTRATOR screen. An employee logging on would normally NOT see all the menu options on the left hand side. These landing pages can usually be configured to your needs, but typically it would contain A menu of the systems various functions A quick view of some sort (here we see leave balances) A calendar of events A space for announcements A link to the employee self service option A workbench of sorts And maybe something fun, like a weekly poll A great TMS should have multiple functionalities on 1 platform, as you can see here:…
- There are links on this landing page to Traditional HRIS functions….
- … .including benefits, time & leave
- .
- AND !!!! payroll
- One of a great TMS’s best features is the Employee-Self-Service function: this is where an employee can log onto his or her personal page, and find out all manner of information that previously had to have been obtained from the HR department. The beauty here is that this can significantly free up the HR team’s time from administrative issues, and allows them to focus on more strategic projects. The type of information an employee can view here for example ….
- Where employee can change demographic data
- Employee can apply for leave, and track how much leave was taken and is still owing.
- Employee can view job related information, including titles, salary bands etc
- Now that we have looked at some functions a great TMS should have, let me briefly go through features you should look for when you are evaluating different TMS’s: user-friendly = if you need a manual to work it, it’s too complicated. Ease of use is critical for adoption inside your organization: if people feel the system is too complicated, they won’t use it, and the organization won’t derive the benefits it was anticipating The system should work around your process, and should not force you into its pre-defined, pre-packeaged process Saas = you do not need to invest in hardware or software; cheaper, more efficient, support is done remotely Affordable…; scaleable = system to match the size of your organization, ability to grow and evolve as you do Vendor team = twofold: like I mentioned earlier, before buying or implementing any system, you will need to have gone through a thorough assessment of your needs. Make sure that whichever vendor you talk to really understands you business before trying to sell you a solution; secondly, post-implementation support is critical – make sure your vendor is strong in this area. Analytics = I want to highlight that the intention of a TMS is as a measurement and management tool; an advanced analytics and reporting function should be able to provide the right information at the right time to allow you to make better decisions about your business, and Improve your bottom line
- Knowing what you know now, how do you proceed?
- Don’t just implement a system for the sake of a system. Make sure you build a business case. Take whatever metrics apply to your organization and cost them out. For example…..
- ONE platform!!!