Companies are now looking for integrated solutions versus best of breed.
2. Integrated Talent Management Where Technology Meets Strategy
3. What is Talent Management What Drives Talent Management
Integrated Talent Management Paradigm Shift Unified Talent
Management Benefits Impact on C-Levels Hidden Costs Advantages 4.
Talent Management Attraction Development Management
RetentionEngagementSystems and Strategies Utilized to Find, Manage,
Motivate and Empower Your Employees 5. Most common solutions
associated Applicant Tracking System Performance Management
Succession Planning Training (Learning Management System)
Compensation Management 6. Traditional HRTalent
ManagementReactiveProactiveAdministrativeStrategicConfined to HR
staffEveryones ResponsibilityTransactional CollaborativeCertain
times All the timePromises soft-dollar benefits Delivers
hard-dollar benefitsAdds paperworkAdds valueCounts headsHeads
countDownplays its drag on bottomAdds to the bottom linelineMission
critical/coreShould be outsourcedcompetence 7. Local FocusGlobal
MindsetAutomation TransformationStand Alone Integrated
SuiteApplicationsReportsDecision Support 8. Time-to-Intelligence
Agility in Execution 9. The demand for strategy-based talent
management hasnever been greater..Senior management, boards of
directors, analysts, andinvestors factor a companys talent
management maturityand the quality of its workforce into the
valuation equation.A McKinsey study (Axelrod, et al.,
2010)concluded that organizations scoring in the top quintile
oftalent management practices out perform their industry,
asmeasured by return on shareholder value, by a remarkable22%. 10.
Attraction want to attract top performers Salary is no longer
number one reason to take a job Ability for career advancement
Money spent on Training Culture Retention want to keep top
performers Improve employee satisfaction Keep employees engaged
Performance Improving the individual performance ofemployees so
that the organization meets is Business Goals Analytics need to be
able to prove what HR is doing ishaving a positive effect
Automation improving ability to performfunctions, freeing time for
more strategic initiatives Total Cost of Ownership (TCO) and ROI
11. Too difficult to use Too many systems Too hard to remember how
to access No time to train (especially on multiple solutions) No
real data to validate ROI Incomplete processes (multiple systems)
No Executive buy in No Manager buy in (WIIFM) To short sighted no
long term vision 12. Need Applicant Tracking System - ATS Too many
resumes No database Tracking Reporting Portal Research, RFI, RFP,
Present and Future Needs Buy Best System 13. We are reaching a
point in this marketwhere integration is more importantthan
functionality, Bersin wrote. Thedays of having one island of
software Josh Bersinfor learning management, another forThe TM
Software Slump.performance management, and a thirdJoshBersin.comfor
recruiting, are slowly going away most mid-market and an
increasingnumber of large companies are nowheavily leaning toward
full suitesolutions. 14. What goes around comes around!Late 90s ERP
preaching Integrated (Oracle, SAP, Peoplesoft, JDE, BAAN)Major
Players Piping Best of Breed StoryRecruitsoft/Taleo CEO says they
will dominate marketbecause their unique value proposition is that
they do ApplicantTracking and nothing else! 15. Integrated means
thatsoftware, systems, or applicationscan be made to speak to each
other.(Pass defined data back and forth)Cost of having two unique
solutionsoften purchased as stand a lone or bestof breed that you
now require tocommunicate with each other 16. Unified or Organic
the newIntegrated is when systems are builtas one solution, one
interface, oneapplication, one database, nomultiple uploads of
data, all data isreal time (not batched nightly), theyuse the same
namingconventions, fields and columns soboth use and reporting is
simple andeffective 17. The Human Capital Space has
unparalleledacquisitionMore companies trying to have an
integratedstrategyMade easier by use of API (ApplicationProgramming
Interface)New Wave?SAP buys Successfactors large footprint now
ownsCloud Software. 18. While ERPs are Integrated/Unified focus is
notHR specific can often lag behind on functionality based on
licensing model large IT Footprint (why SAPbought Successfactors)
Integrated Talent Management vendors throughacquisition delays in
true integration and multiple user interfaces Unified or Organic
one interface more robustanalytics, better user experience 19.
Usable Functionality According to Aberdeen Group,
Best-in-Classcompanies report a variety of planned enhancementsto
the functionality of their HR systems: it is importantthat these
enhancements actually provide value, andarent just whiz-bang
additions. While robustcapabilities and enablers can add a great
deal ofvalue, make sure that they are part of the mission ofthe
organization, not just a new offering. 20. Best of Breed perceived
as leaders with uniquefeatures Integrated providers will catch up
Occasionally a niche vendor offers a valuable, specialized feature
not availablewithin an integrated talent management framework. It
is crucial to rememberthat development is continuously progressing
on the capabilities of theframework. Therefore, it is likely that
same feature will come available withthe framework in the near
futureif the feature is part of a best practice. 21. A
CedarCrestone study revealed astrong correlation
betweenorganizations with integrated ormixed talent management
solutionsand operating income growth asmeasured over a two-year
period. 22. Even if a niche vendor extends its recruiting
offeringinto performance and compensation and calls itintegrated,
the absence of native integration with thecore HR system depletes
the business benefit.CedarCrestone/Oracle 23. CEO: Realizes value
of top talent Importance of development of talent for growth
Maximize performance Advanced analyticsCIO: Single Vendor
Accountability and Management No finger pointing Focus on solution
not interfaces and integrationsCFO: reduce number of contracts
Reduced integration points saves money Economies of scale reduced
TCO 24. One vendor to manage One sign-on One interface
(unified/organic) Less training Higher user adoption Improved
analytics Less Integrations down time and money Reduced Costs 25.
Bersin & Associates finds that organizations thattake an
integrated approach to talentmanagement1. are more capable of
retaining high performers,2. realize higher revenue per employee3.
are generally better at responding to economic change. 26. Career
Path My Job/ DevelopmentEmployeesPlanJobSkills &CompetencyDream
JobMeasure PerformanceMotivate, Engage and Develop your
FutureLeaders 27. How many systems and integrations to find dataand
critical analytics Employee Information job, start date, contact
info Career Path Development plans Skills/Competencies Performance
Report on gaps Trends 28. Long Term Vision Not always whats best
now Collaboration between HRbusiness units Recruitment, OD,
Training 29. Terri [email protected] x230
