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Join Forrester analyst Claire Schooley and Chris Tratar, Saba senior director of product marketing, as they discuss the results of the latest Forrester Talent Management Wave for Q2 2011, which highlights the latest trends in talent management, the latest vendor landscape and the value of integrated performance and learning to organizations like yours. In this webcast you will learn about: • The latest trends in talent management.• What the current vendor landscape for talent management looks like.• How integrated performance and learning creates development-driven performance.• The value customers are receiving using integrated performance and learning to transform their business results.
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Speaker: Claire Schooley
Senior Analyst
Forrester
Chris Tratar
Senior Director of Product Marketing
Saba
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
A New Wave in Talent Management: Integrated
Performance & Learning
#TMwebinar
#TMwebinar
Kellye Whitney
Managing Editor
Talent Management magazine
A New Wave in Talent Management: Integrated
Performance & Learning
#TMwebinar
A New Wave in Talent Management:
Integrated Performance & Learning
Claire Schooley
Senior Analyst
Forrester
Chris Tratar
Senior Director of Product Marketing
Saba
A New Wave In Talent Management: Integrated Performance & Learning
August 18, 2011
Saba Confidential | © 2011 Saba Software, Inc. All rights reserved.4
Our Presenters
Claire SchooleySenior Analyst, Forrester Group
Chris TratarSr. Director, Product Marketing, Talent
Management, Saba Software
Saba Confidential | © 2011 Saba Software, Inc. All rights reserved.5
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
Agenda
3 © 2011 Forrester Research, Inc. Reproduction Prohibited
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Talent is at the Top of the CEO Agenda
“Growth opportunities, especially in emerging markets,
prompt changes to talent strategies.”
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Links between talent and learning are more critical than ever
“With Development Driven Performance, organizations can attain 150% to 200% better productivity and business results compared to using a standard performance appraisals and pay for performance approach involving competitive assessment.”
For Individuals• Better Productivity
• Faster Development
• Better Goals Attainment
For Talent Pools• Visibility into Competencies
• Faster Development
• Faster Ability to Adapt to Change
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Two Models of Performance Management
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The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
Agenda
7 © 2011 Forrester Research, Inc. Reproduction Prohibited
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Talent and learning must be
tightly integrated for best
results
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HRM solutions footprint includes strategic and core capabilities
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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Forecast: Global HRM Market Growth By Product Category, 2009 To 2014
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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Forecast: Global HRM Market Growth By Product Category, 2009 To 2014 (Cont.)
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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HRM segment analysis shows strong interest
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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Vendors offer integrated performance and learning
Cornerstone OnDemand
Saba
SumTotalSystems
Vendors come from different heritages
Halogen
SuccessFactors
iCIMS
Silkroad
Taleo
Oracle
SAP
Learning Performance Recruiting ERP
13 © 2011 Forrester Research, Inc. Reproduction Prohibited
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The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
Agenda
14 © 2011 Forrester Research, Inc. Reproduction Prohibited
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Gen X and Gen Y (Millennials) make up over half the workforce
Source: Bureau of Labor Statistics, 2010 (http://www.bls.gov/cps/cpsaat3.pdf)
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The latest trends in talent management
The workforce continues to grow in diversity. Within three years many companies will have 50% contingent workers and 50% full time workers
Companies demand automated and consistent processes. Executives are looking for efficiencies and alignment across their global business with one HR environment
Executives want more analytics-driven HR. HR must make decisions based on data and data modeling and operate in a more data- and analytics-rich environment
Strong emphasis placed on accountability across the organization. HR is accountable for employees and their success
SaaS will account for the majority of implementations. SaaS has rapid adoption especially with the diminished impact around security issues.
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The latest trends in talent management (cont.)
Mobility allows employees to work from anywhere. Smartphones, laptops, and tablets enable anywhere communication, learning, administrative work that is transforming the traditional 9 to 5 workday
Informal learning and the “new” mentoring are hot items. This new networking, partnering, and outreach has a social media focus
Strong demand continues to grow for excellent service . Customer support, service level performance, and vendor/customer team operation are critical to success
17 © 2011 Forrester Research, Inc. Reproduction Prohibited
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A contrast of generations impacts learning
Millennials (Gen Y) Older workers
Like to receive information quickly,
from multiple sources in real time
Used to receiving information linearly,
thinking about it, and digesting it
Like to parallel process and multitask Like to proceed step-by-step and do tasks in
order
Like to work in peer groups Like individual work
Are more learner-centered with teacher as a
guide.
Are more teacher-centered with teacher as
the “sage”
Have little tolerance for delays with IT
systems
Are happy when the technology works; show
more patience but also experience frustration
Prefer to “construct” their knowledge from
experiences
Prefer to receive instruction in a logical
sequence
Tend to be more visual learners Tend to be more text-based learners who are
careful observers
Are flexible, adaptable, and comfortable with
uncertainty in a change-driven world
Resist change but find coping strategies
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Mobility and user-generated content valued by Gen Y Flexibility in work locations and hours allows remote work as well as
an emphasis on performance results rather than hours in the office.
Integrated technology makes mobility possible.
Gen Y knows technology and user-generated content is not new to them.
– Sales train sales at Stanley, Black & Decker
– Cheesecake Factory employees teach the best cheesecake plating
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Collaboration and Web 2.0 create new learning scenarios (Learning 2.0)
Learning
CollaborationEnterprise Web 2.0
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A learning program includes formal and informal learning approaches
Source: July 14, 2011, “Informal Learning Garners Acceptance As A Legitimate Learning Approach” Forrester report
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Profiles facilitate informal discussions
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The future of learning will reflect a true blend
Short online learning
modules
Communities of
of practice
Expertise
location
SearchCollaborative
groups
Multimedia and
informal learning
Mentoring
On-the-job training
Classrooms
23 © 2011 Forrester Research, Inc. Reproduction Prohibited
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The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
Agenda
24 © 2011 Forrester Research, Inc. Reproduction Prohibited
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Forrester’s Talent Management Wave reflects the change in the marketplace
Performance LearningPerformance
&
Learning
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Evaluated vendors: product information and selection criteria
May 2011 “The Forrester Wave™: Talent Management, Q2 2011
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Evaluated vendors: product information and selection criteria (cont.)
May 2011 “The Forrester Wave™: Talent Management, Q2 2011
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The Forrester Wave™: Talent Management: Performance, Q2 2011
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The Forrester Wave™: Talent Management: Performance, Q2 2011
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The Forrester Wave™: Talent Management: Performance, Q2 2011
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The Forrester Wave™: Talent Management: Performance, Q2 2011
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Wave graphic shows many leaders in performance
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The Forrester Wave™: Talent Management: Learning, Q2 2011
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Vendors are more dispersed in Wave graphic for learning
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The Forrester Wave™: Talent Management: Performance And Learning, Q2 2011
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Wave graphic shows strong performers and leaders
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Challenges in achieving desired business results
Watch out for application integration and data access issues. The greatest challenges are:– Application integration
– Employee data access
Expect good vendor support– Most vendors have good technical skills in implementation phase
– Most vendors understand organization’s overall business needs
Expect solid business results, but not without a few bumps along the way– Ease of use of applications still a hurdle for vendors
– Intuitive interfaces with graphical interface that require little or no training continues to be a challenge
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Challenges exist in implementing talent management applications
July 2011 “Talent Management Customers Show Solid Business Results And A Preference For SaaS”
38 © 2011 Forrester Research, Inc. Reproduction Prohibited
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The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
Agenda
39 © 2011 Forrester Research, Inc. Reproduction Prohibited
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Top 5 Things to Look for in a Technology Solution
People Profile
Performance Reviews
Goals
Compensation
Succession
Workforce Planning
Learning
Online Collaboration
Enterprise Social
Networking
1. Profile & Competency
Level Unification
2. Single, Business Centric
View
3. Social Networking &
Feedback Capabilities
4. Ability to Assign Formal
and Informal Learning
from Goals and Coaching
5. Real-Time, Actionable
Development Plan
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Single Business Centric View
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Social Networking & Feedback Capabilities
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Ability to Assign Formal/Informal Development
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Linked with a real time Development Plan
Saba Confidential | © 2011 Saba Software, Inc. All rights reserved.47
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
Agenda
42 © 2011 Forrester Research, Inc. Reproduction Prohibited
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Final thoughts
As the job market tries to recover, workforce stability will depend on growth opportunities, development support, and compensation offerings.
Social networking will become a key resource for collaboration and learning.
Leaders will empower employees to innovate.
Performance and learning will be more closely aligned with the business, focusing on results rather than skills and competencies.
HR must articulate the business value of managing talent effectively within a social media environment.
The workforce is changing and the way we do business is changing. Watch for these workforce changes:
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To Learn More About the Connection Between Performance and Learning…
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Q & A
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