Join us for this webcast with human capital thought leader Cathy Missildine to learn how you can put talent management metrics in a context that can help drive greater business decision-making and organizational success.

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2. Speakers: Wendy Lowe
Segment Marketing Manager
Halogen Software
Cathy Missildine, SPHR
Co-Founder, Chief Performance Officer
Intellectual Capital Consulting
Moderator: Kellye Whitney
Associate Editorial Director
Talent Management Magazine
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6. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Talent Management:
How to Make Your Metrics Matter
Cathy Missildine, SPHR
Co-Founder, Chief Performance Officer
Intellectual Capital Consulting
Wendy Lowe, Certified Human Capital Strategist
Segment Marketing Manager
Halogen Software
Presenters:

7. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Agenda
• Discuss the framework that determines which talent management
metrics should be included in your overall human capital
measurement
• Which metrics are most important to your C-Suite and can be tied to
your business objectives
• Importance of company wide buy-in so that the data and process is
relevant and meaningful

8. ICC Copyright 2011. All rights reserved.
8  8/23/2013
Facilitators
Processes
Products
Technology
Financial
Others
Revenue
Profitability
Market Share
Budget Cost
Savings
Others
Business ResultsEnablers
Vision and Mission
The path to desired business results

9. ICC Copyright 2011. All rights reserved.
9  8/23/2013
Business strategy map: example
Business
Results
Performance
Objectives
Performance
Metrics
Performance
Outcomes
Actions
Increase sales
from new
customers
by 20%
Reduce prices
of top 3
products
by 4%
Increase new
sales from web
store by 15%
Increase new
sales from
sales force by
15%
Increase new
sales from call
center by 10%
Strategic
Goals
Increase
Market
Share
Improve new
customer satis.
ratings from
call center
interactions
by 30%
Increase call
center engage-
ment from
73.4% to 80%
Increase hit
ratio from 10%
to 20%
Reduce call
center turnover
by 20%
Improve call
center sales
skills
Improve call
center product
knowledge
Improve call
center
productivity
Increase
number of
appointments
Increase
percentage of
closings
Create new call
center sales
training course
Upgrade
CRM system
Hire four phone
appointment
setters
Implement
rewards &
recognition
program in call ctr

10. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Question to consider
Think about what are you currently measuring in regards to talent
management…
• Are the metrics linked to business outcomes?
• Do you have metrics that measure both efficiency and effectiveness?

11. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Performance is done by PEOPLE

12. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
4 critical high performing
metrics focus areas
• Goal alignment
• Employee performance
• Quality of hire
• Succession planning
These 4 areas are critical to strategic execution and impact to bottom
line…

13. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
An average organization snapshot:
7% decrease in
productivity
• Talent loss
• Under-managed
recruiting pipelines
25% of HiPerfs at risk
of leaving
• Combination of
overstretched and
under rewarded
• Compared to only
10% of non-HiPerfs
46% delta in
employee
commitment
• Between those who
have clearly defined
job goals/objectives
and those who don’t
And the above must be addressed with:
 No budget
 Increased demand from Board and C-Suite
 Greater reliance on key talent in order to reach goals
Darren Shearer via Source: Confronting Six Enemies of Post Recession Performance Corporate Executive Board Webinar

14. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Goal alignment
• Single most cited reason for failure of strategy: execution
• Goals must be cascaded up and down so that all employees
understand expectations

15. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Goal alignment:
are we all pulling in the same direction?
Culture and goal setting
• Strong culture creates a common
mindset
• Goal setting ensures that the specifics
are laid out
• Clear set of competencies ensures
that you have the skill set to reach
your goals

16. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Goal alignment - metric examples
• % of employees tracking goals
• % of goals obtained
• % of sales quota exceeded
• % of bonuses paid on goal attainment
• % of goals exceeded

17. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Goal alignment in Halogen Software: Uses the best-practice organization-centric model to align
employee goals to the overall organizational strategy.
Individual employee
goals are linked to
organizational goals
directly from the
performance
appraisal.

18. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Goal status report
See how employee
performance is tied to
corporate success.

19. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Goals report – high risk goals
Goal alignment metrics give your
managers the ability to intervene when
things go off track…

20. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Goals report – at risk goals
…or to right the ship before it goes off course.

21. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Employee performance
• Being a high performing organization doesn't mean that all
employees are high performing
• Make sure managers are trained-bias
• Give high performers the recognition they deserve
• Make sure system is utilized and the data is relied upon

22. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Employee performance metrics examples
• High performer average engagement score vs. all others
• High performer growth rate
• Employee performance rate increase
• High to low performer ratio
• Performance appraisal participation rate
• Critical competency scores
• Sustained high performer rate

23. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Employee performance:
nurturing organizational competencies
See year over year progress
on key competencies.
Are we closing gaps? Where
do we need to improve?

24. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Employee performance metrics
Determine departmental, team or
individual strengths and weaknesses
on all or specific competencies.
Identify high performers
Identify low performers

25. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Quality of hire
• A relatively new measure used to assess quality of recruits
• Presently we use measures that relate to efficiency (speed and cost)
of the process not quality
• By profiling current HiPos, organizations can become more predictive
in hiring thus saving on the front end and adding to bottom line

26. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Quality of hire metrics example
• Voluntary turnover rate, HiPos, non-HiPos
• Retention rate, HiPos, non-HiPos
• New hire failure rate
• ROI of Human Capital Investment
• Time to fill
• Cost per hire
• Promotion rate
• Employee engagement rate, HiPos, non-HiPos
• Average new hire performance rating
• Time to productivity new hire

27. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Succession/workforce planning
• Uncover how your key talent performs on key business drivers
(performance goals, competencies, skills, attitudes, personality)
• Metrics should focus on:
• Talent pool effectiveness on the key drivers
• Overall talent bench strength—based on performance on the key
business drivers
• Time-to-fill on key leadership roles
• % of internal hires for leadership roles
• % of key roles with ready now replacements

28. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Talent inventory:
evaluate retention risks, potential for promotion
Retention RiskPotential for Promotion Talent Pool Score

29. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Succession planning:
identifying Hi-Pos
3. Add to
talent pool
1. Identify high potentials
2. Filter on retention risk

30. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Infrastructure necessary for delivering on the
metrics that matter
Three components necessary for success:
① An executive and organizational mindset that supports talent’s role
in business strategy execution.
② Talent processes and tools are designed and mapped to enable the
business to effectively manage talent effectively.
③ Talent systems or software that support the talent processes and
tools.

31. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Metrics need data
The best talent
management systems
in the world won’t help
you make informed
decisions if the tools
aren’t used!

32. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Making metrics matter
• The best laid plans will fail if not executed properly.
• You’ve aggregated your data/automated your
processes – now what?
• Executives need to know their organizational
strengths and weaknesses.
• Manager and employees are accountable for
performance.
• They need to answer the question “Do we have the
right people with the right skills doing the right things
for meeting today’s and tomorrow’s business
strategy?”

33. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Data…insight…ACTION!
• KISS-reporting, Killer slide
• Tie manager performance to metrics 
• Brainstorm ways to improve and sustain results
• Make action plans part of performance process
• Progress is tracked and communicated loudly in the organization
• Management meetings have dedicated time to metrics and progress
• HR acts as coach, consultant and change agent

34. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Contact us at Intellectual Capital Consulting
Cathy Missildine
(770)843-8284
@cathymissildine
intellectualcapitalconsulting.blogspot
intellectual-capital.net
cathymissildine@intellectual-capital.net

35. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Q&A
• Visit our Center of Excellence on HR Metrics
Includes articles, webinars, white papers, case studies and a free talent management strategy
template
http://www.halogensoftware.com/resources/centers-of-excellence/HR-metrics.php
• For additional Halogen Software inquiries or to request a personalized
demonstration, contact:
Wendy Lowe – wlowe@halogensoftware.com

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