Talent Retension Through Web

8/3/2019 Talent Retension Through Web

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2008 Towers Perrin

Talent Managem ent

New Insights from Todays Workforce

February 5, 2008


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1 2008 Towers PerrinProprietary and Confidential

Not for use or disclosure outside Towers Perrin and its clients

Tow ers Perr in

Towers Perrin is a global professional services firm that helpsorganizations improve their performance through innovative human capitaland risk & financial services solutions.

Our firm has served large organizations in both the private and publicsectors for over 70 years.

Our clients include three-quarters of the worlds 500 largest companiesand three-quarters of the Fortune1000 U.S. companies.


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Bermuda, Calgary,

Mexico City, Montreal,

Toronto, Vancouver

and 36 offices in the

United States

Amsterdam, Apeldoorn, Bern,

Brussels, Cologne, Dublin,Frankfurt, Guernsey,

Johannesburg, Leadenhall,

London, Madrid, Milan,

Newbury, Paris, Reutlingen,

Rome, Rotterdam, Stockholm,

Stuttgart, Vienna, Warsawand

Zurich

Buenos Aires, Rio de

Janeiro and So Paulo

Beijing, Hong Kong,

Kuala Lumpur, Mumbai,

Seoul, Shanghai,

Shenzhen, Tokyo and

Wanchai

Auckland, Melbourne,

Sydney andWellington

Towers Perrin officesJoint venture offices

North America

Europe and Africa

Asia

Australia & New Zealand

South America

Tow ers Perr in Global Of f ic es Overv iew

We have offices and HR technology consultants around the world.


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Areas of focus include:

Workforce effectiveness

Rewards effectiveness Benefit program effectiveness

HR function design, service delivery andtechnology

Employee communication and research

Change management

Towers Perrin helps organizations develop

and implement workforce strategies that alignwith business needs, address critical talentissues, drive higher performance and ensurethe right return on their investment in people.

Towers Perrin provides solutions in risk and

capital management, reinsurance intermediaryservices and actuarial consulting.

The Tillinghast practice of Towers Perrinprovides consulting to the insurance industry.

Human Capital Group Risk & Financial Services

Our Professional Serv ic es

Areas of focus include:

Enterprise risk management

Financial reporting and management

Mergers and acquisitions

Pension and retirement risks

Product and market strategies

Reinsurance intermediary and analyticalservices.


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Tow ers Perr in s ERP Prac t ic e and Other HR Tec hnology Serv ic es

Towers PerrinsERP Practice

PeopleSoftSAP

HRT vendor selections HRT strategy assessments

SAP Health Checks

SAP HCM Implementations

SAP HCM Conversions

SAP HCM Upgrades

Application Management

Outsourcing

Hosting

HRT vendor selections HRT strategy assessments

PeopleSoft Health Checks

Fusion Planning

PeopleSoft Implementations

PeopleSoft Upgrades

Hosting

Enterprise Business Suite

Fusion Implementations

Additional HR

TechnologyServices

Web-basedServices/

Applications

E-recruiting/Onboarding

Rewards Portal

E-health


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Our ob ject ives for today

Share background, key findings and insights from Towers Perrins talentmanagement work

Discuss thoughts on how to respond to some of the key talent

management challenges facing employers:

Attraction

Engagement

Retention

Provide an overview of Talent Management system considerations andrepresentative vendors

Explore social networking as a key component of enhancing employeeengagement


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Source: The Wall Street Journal; January 15, 2008 and January 28, 2008

What t he press says


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People are the key to our

success and constitute a huge

competitive advantage for us.

Our strategy is only as good asthe people who carry it out, our

reputation only as strong as theemployees who embody it.

An organization isonly as good as itspeople

The most important partof taking care of

customers is taking careof assoc ia tes .

Well continue our focus onbeing a company driven by

and for our people .

Achieving our great results and

realizing our exciting future rests onour ability to attract, motivate and

retain great people .

Source: Excerpts from annual reports.

What CEOs say


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2006 Oracle Corporation.

HR

Compensation

Workforce Planning

Recruitment

Learning

Career Planning

Succession Planning

Competencies

PerformanceReporting & Metrics

Functional Silos

Traditional Approach: Point solutions, redundant silos

Process flow limitations

Not aligned with business goals

Lack of comprehensive talent view

Integrated Approach: Fully integrated solutions

Grow up as you like

Performance strategy alignment

Flexibility and control throughout

Comprehensive view of talent and goals

TalentPlanning

CareerPlanning

Learning &Development

Compensation

Measureand Report

SuccessionPlanning

Recruiting

PerformanceManagement

Integrated Processes

Talen t Management :

What i s inc luded and w hat s t he u lt imat e goa l?


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Em ployees as invest ors in t he organizat ion

1980s 2000s1990s

What does theemployee cost

the organization?(Focus on

reducing costs)

What is theemployee worth tothe organization?

(Focus onmaximizing human

capital ROI)

What is theorganization worthto the employee?

(Focus on

engagement unleashing

discretionary effort)

Most ImportantInvestors

Greatest Asset

Highest Cost


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At t rac t ion The Marke t ing Chal lenge

11 2008 Towers Perrin


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Top dr i vers o f at t rac t ion

10Organization's financial health

8Reputation of the organization as a good employer

5Flexible schedule

4Convenient work location

2Career advancement opportunities

9Reasonable workload

7Vacation/paid time off

6Learning and development opportunities

3Challenging work

1Competitive base pay

GlobalOverallAttraction Drivers

Source: Towers Perrin 2007 Workforce Study Global.


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Top dr ivers o f a t t rac t ion by age group

10

8

7

3

5

6

4

12

Ages18 to 24

410Competitive retirement benefits

Short-term incentives

5

7

10

6

3

2

1

Age 55or

Older

9888Reputation of the organization

as a good employer

5555Flexible schedule

3464Convenient work location

6322Career advancementopportunities

4677Vacation/paid time off

8746Learning and developmentopportunities

2233Challenging work

1111Competitive base pay

Ages45 to 54

Ages35 to 44

Ages25 to 34

GlobalOverallAttraction Drivers



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Quiz #1 Where does pay appear

on the t op 10 reasons to w ork a t Goog le?

A. #1

B. #2

C. It doesnt

D. #10

E. #4


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Quiz #1 Where does pay appear

on the t op 10 reasons to w ork a t Goog le?

A. #1

B. #2

C. It doesnt

D. #10

E. #4


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Top 10 reasons to w ork a t Goog le

1. Lend a helping hand. With millions of visitors every month, Google hasbecome an essential part of everyday life like a good friend connecting people with the information they need to live great lives.

2. Life is beautiful. Being a part of something that matters and working onproducts in which you can believe is remarkably fulfilling.

3. Appreciation is the best motivation. So we've created a fun andinspiring workspace you'll be glad to be a part of.

4. Work and play are not mutually exclusive. It is possible to code andpass the puck at the same time.

5. We love our employees, and we want them to know it. Google offers avariety of benefits, including a choice of medical programs, company-

matched 401(k), stock options, maternity and paternity leave, and muchmore.

Continued


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Top 10 reasons to w ork a t Goog le

6. Innovation is our bloodline. Even the best technology can be improved.

7. Good company everywhere you look. Googlers range from formerneurosurgeons, CEOs, and U.S. puzzle champions to alligator wrestlers

and former Marines. No matter what their backgrounds, Googlers makefor interesting cube mates.

8. Uniting the world, one user at a time. People in every country and everylanguage use our products. As such, we think, act, and work globally

just our little contribution to making the world a better place.9. Boldly go where no one has gone before. There are hundreds of

challenges yet to solve. Your creative ideas matter here and are worthexploring. You'll have the opportunity to develop innovative new productsthat millions of people will find useful.

10. There is such a thing as a free lunch after all. In fact we have themevery day: healthy, yummy, and made with love.


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Ways to increase at t rac t ion

Know where you stand competitively in all key attraction elements

Understand what attracts the employee groups you need (that is, segmentand study your workforce)

Spend time defining the compelling deal for your most critical contributors high performers and people in critical jobs

Make sure you can deliver that deal and then brand it


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Engagement The Energy

t hat Dr ives Em ployee Cont r ibut ion



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THINK FEEL

ACT

Engagement

A def in i t ion o f engagement

THINK Rational items

For example: I believe strongly

in the goals and objectives ofthis company

FEEL Emotional items

For example: My organization

inspires me to do my best work ACT Motivational items

For example: I am willing to put ina great deal of effort beyond what

is normally expected to help myorganization succeed


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Workforc e engagement and f inanc ia l per fo rmance

A three-year study across 40 global companiesA 12-month study across 50 global companies

Source: Towers Perrin-ISR normative data.

Impact of Employee Engagementon Financial Performance

Impact of Employee Engagementon Business Performance

19.2%

13.7%

27.8%

-32.7%

-3.8%

-11.2%

-40%

-30%

-20%

-10%

0%

10%

20%

30%

40%

12-Month Changein Operating

Income

12-Month NetIncome Growth

Rate

12-Month EPSGrowth Rate

3.74%

2.06%

-2.01%

-1.38%

-4%

-3%

-2%

-1%

0%

1%

2%

3%

4%

Operat ing Margin Net Profit Margin

High employee engagement Low employee engagement


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Quiz #2 True or fa lse

False

5. The drivers of workforce engagement are fairlyconsistent across regions and employeesegments

4. Senior leaders receive fairly low marks from

employees on vision and openness

3. Employees are generally disinclined to investmore effort and want more financial rewardsbefore they will contribute more

2. The model of a high-performance culture is fairlyconsistent across companies and industries

1. Employee engagement is primarily influenced by

individuals personal motivation and the impactof their managers

True


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Not for use or disclosure outside Towers Perrin and its clients 2323

Only 21% of people are fu l ly engaged


41% 8%30%21%

RelativeFavorability

Fully Engaged Fully Disengaged

-2

-1.5

-1

-0.5

0

0.5

1

1.5

2

Engaged Enrolled Disenchanted Disengaged

Rational Emotional Motivational


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Not for use or disclosure outside Towers Perrin and its clients 2424

85%

48%

42%

72%

56%

25%

20%

39%

Engaged em ployees and Disengaged em ployees feel very

d i f ferent about t he i r ab i l i ty t o in f luenc e key bus iness drivers

88%

49%

38%

74%

I can impact the quality of our work/product/service I can impact costs

I can impact customer satisfaction

63%

27%

20%

46%

59%

23%

17%

42%

I can impact revenue growth

I can impact the profitability of my organization

60%

22%

13%

41%

I can impact innovation of products/services


Engaged Enrolled Disenchanted Disengaged


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Quiz #3 Pick t he top 5

engagement d r i vers fo r the age 25 34 group

Set high professional standards

Organization develops leaders at all levels

Set high professional standards

Input into decision making in my department

Organization's reputation for social responsibility

2Senior management acts to ensure organizationslong-term success

Have excellent career advancement opportunities

Ages 25 to

34Engagement Drivers


1

2

3

4

5


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Top dr ivers o f engagement by age group

510Set high professional standards

2Senior management acts to ensure organizations long-term success

1Organization develops leaders at all levels

4

6

2

7

5

3

Ages 18to 24

4Appropriate amount of decision-making authority to domy job well

99Seek opportunities to develop new knowledge/skills

8

5

6

4

2

3

1

Age 55or Older

58Enjoy challenging work assignments that broaden skills

6565Organization quickly resolves customer concerns

444Input into decision making in my department

2272Improved my skills and capabilities over the last year

81017Have excellent career advancement opportunities

766Set high personal standards

3333Organization's reputation for social responsibility

1181Senior management sincerely interested in employeewell-being

Ages 45to 54

Ages 35to 44

Ages 25to 34

GlobalOverallEngagement Drivers



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As perc e ived m anager e f fec t iveness dec l ines,

so does engagement espec ia ll y the emot iona l component

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

1st Quartile 2nd Quartile 3rd Quartile 4th Quartile

Manager Performance Overall Engagement Rational Engagement Emotional Engagement


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Engagement : Suggested ac t ion i t em s

Find out how engaged your workforce is, especially high performers in keyjobs and other important segments

Diagnose the factors that may be reducing engagement look to:

Leadership behaviors

Organizational factors

Manager effectiveness

Align your engagement analysis and improvement efforts with the

requirements of your competitive strategy


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Reten t ion K eep ing Up the Moment um



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Quiz #4

Good relationship with supervisor

Ability to balance my work/personal life

Satisfaction with my organizations people decisions

Understand potential career track within organization

Organizations reputation as a great place to work

Put the Retention Drivers in Orderof Power from Higher to Lower


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Top 5 ret en t ion dr i vers f rom h igher to low er pow er

Organizations reputation as a great place to work

Satisfaction with my organizations people decisions

Good relationship with supervisor

Understand potential career track within organization

Ability to balance my work/personal life

Retention Drivers in Orderof Power from Higher to Lower

1

2

3

4

5


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Top dr ivers o f ret ent ion by age group

58Have effective job training

5Competitive bonus/incentive pay

103Satisfaction with the organizations business decisions

952Work in environment where new ideas are encouraged

1

7

4

Ages18 to

24

2Senior management supports new ideas

541Have excellent career advancement opportunities

3

4

1

Age 55or

Older

8Competitive training

465Ability to balance my work/personal life

34Understand potential career track within organization

2222Satisfaction with the organizations people decisions

589Input into decision making in my department

333Good relationship with supervisor

1141Organizations reputation as a great place to work

Ages45 to

54

Ages35 to

44

Ages25 to

34

GlobalOveral

lRetention Drivers



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Reten t i on Sugges ted ac t i on i t ems

When you think about rewards and employee behavior, think totalrewards

Dont assume you have all your reward investments in the right places test with your employee markets

Look for the highest ROI from non-financial rewards


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Ef fo r ts t o address a t t rac t ion , re ten t ion and

engagement c an pay o f f but on ly i f approached as a sys tem

$290,000

$310,000

$330,000

$350,000

$370,000

$390,000

20 40 60 80 100

Quintile Changes in Sophistication of HR Architecture

Dollar Change inMarket Valueper Employee

0

$290,000

$310,000

$330,000

$350,000

$370,000

$390,000

20 40 60 80 1000


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Talent Managem ent Sys tem s



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An int egrat ed HR s t ra t egy f ramew ork

c onsiders a l l o f the k ey organizat ion levers

Employee Engagement

Measuring engagement

Understanding drivers of

engagement Understanding linkage

between engagement and

financial results

Training and Development

Optimal processes for identifying needs

Assessing ROI of training spend

Building desired behaviors

Capitalizing on line managers as coaches

Recruitment Criteria for selection

Optimal recruitment processes

Optimal role for line managers

Creating a compelling value proposition

Business Context

Key aspects of business strategy, including growth

plans, competitive strategy, cost/margin pressures

External environment, including competition and

demographics

People implications arising from strategy and

environment

Strategic Workforce Planning

Understanding future demand for and supply ofpeople

Understanding different workforce segments

Identifying optimal employment basis

Job design organization structure

Talent Management

Defining key talent Identifying, developing and deploying talent

Engaging leadership in the talent management

process

Performance Management

Aligning company and individual goals

Coping with dynamics of business life

Increasing differentiation

Rewards and Recognition Ensuring consequences for performance and

behavior

Understanding what different segments value

Principles to guide global vs. local practice

ILLUSTRATION


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Components o f t a lent m anagement

Bonus/incentive managementCompensation modelingCompensationmanagement

Forecasting of talent needs anddemand

Critical competency/skillgaps

Strategic long-termworkforce planning

Specific effortsTotal RewardsRetention

Balanced ScorecardEngagementFeedback/measurement

Performance managementsystems

Competency profilesPerformance management

High potential identification and

development

Cross-functional and

cross-geography mobility

Leadership/high potential

development

Top-level talent reviewsLeadership needs analysisSuccession planning

Logistical supportPre-day-one onboardingAcculturation/Onboarding

Career paths and related

development plans

Planned

assignments/experientialtraining

Professional development

Internal recruitmentCollege recruitmentRecruitment/sourcing

Sample Talent Management ComponentsTalent Management

Category


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In tegra ted ta len t management t echno logy

Shared Skills and Competencies

Shared Dashboards and User InterfaceExamples:9-Box, At Risk

Employees, Org Charts,Succession Diversity

Examples:Goal Alignment,

Performance ReviewCompleted

Examples:Open Certifications, Job

Matching, Compliancewith New Procedures

Examples:What If Modeling, Total

Rewards Statements,Manager Bias

Examples:Demographics Analytics,

External Demographics,Quality of Hire

Applicants Employees Managers Internal HRExternal

Providers

Access Technologies

BlackberryE-MailIVRWeb

Succession/

Talent Rev

Performance

Management Learning Compensation

WFP and

Recruiting

Org ChartsCareer Plan

Talent PoolsCareer Paths

9-BoxDev Plan

Talent ProfileTraining

360Perf Review

MBOCareer Paths

Goal AlignmentDev Plan

Goal SettingTraining

SafetyJob Match

CertificationCareer Paths

TestingDev Plan

EnrollmentTraining

BonusIncentive

MeritStatements

ModelingGoal Setting

BudgetingPerf Review

OnboardingTalent Profile

Ext RecruitingOrg Chart

Int RecruitingTalent Pools

WFP AnalyticsCareer Paths

PositionsJob

PositionsOrganization

PositionsManager

PositionsSkills and

Competencies

HRMS TM Point Solutions

Shared Position Management


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Quiz #5 Where are c om panies

foc using the i r e f for t s on changing HR?

Streamline processes/systems

HR Web Site usability

Talent/performance systems

Employee self-service

Cost reduction

Recruiting/staffing systems

Manager self-service


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35%

31%

30%

24%

23%

18%

17%

15%

14%

13%

13%

11%

11%

11%

11%

10%

8%

Streamline Processes/Systems

Recruiting/Staffing Services/Systems

Talent/Performance Systems

Upgrade HR System

Manager Self-Service

Accuracy of Data

Employee Self-Service

New HR System

Compensation/Benefits Services/Systems

Cost

System Integration

Payroll/Time Management Services/Systems

Global Services/Systems

HR Web Site/Usability

Reports

Vendors/Outsourcing

Training

Where are com panies focus ing t he i r e f for ts on c hanging HR?

Source: Towers Perrin HR Service Delivery Survey, 2007.

Legend

Increase in focus from 2006

Decrease in focus from 2006

Little change in focus from 2006


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The ta len t m anagement env ironment

Workforce planning and talent management are quickly becoming themost important conversations in the C-suite

Demographic changes putting pressure on the pool of potential

senior talent and managers throughout the globe, making planningfor the next generation of those populations critical

Talent software is a must when creating an effective talentmanagement program

Software enforces rules that otherwise are overlooked

Succession candidates and developing high potential associates aremore engaged with the process


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Vendor dep loyment t echno logy

Some vendors have data centres outside of the U.S. For example:

WorkStream has their sole data centre in Canada and don't haveto deal with the U.S. Patriot Act issues

WorkScape has data centres in the U.S. but also Frankfurt andHong Kong

Data Centres

This is starting to get rare in the Talent market Primarily non-ERP vendors

Premise-based Installation

This allows a large employer not to share their instance of adatabase or servers with other clients

Enterprise SaaS

In our opinion, this is essentially multi-tenant ASP with a fewenhancements, although the application technology is certainlydifferent. However it allows a vendor to charge PEPM.

In the long run PEPM is advantageous when compared to one-time implementation and annual licensing. However, when avendor changes its accounting method there is usually a verysignificant impact on that years revenues

SaaS (Software as aService) model

PerspectivesDeployment Technology


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Vendor f ront end tec hnology

Some conflict between the use of AJAX (Asynchronous JavaScript) andAdobe Flex Most vendors are going with AJAX, although Adobe Flex is being used verysuccessfully by Taleo's new talent management offering and is gettingsignificant press Another major talent vendor will be releasing an Adobe Flex application in

mid-2008.

Web 2.0

Vendors are realizing the importance of manager adoption and are allworking on updating the UI for their applications Wide variations, from basic HTML to the use of more Web 2.0

User Interface issues

PerspectivesTechnology


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Ful l su i te versus par t ia l su i te

The Problem: Everyone is trying to deliver the full suite

There is a mix of:

Application vendors who are buying capability and having troublewith integration, and

Application vendors who are coding in-house and having trouble withthe on-time market release of their applications

It's all right to source Talent Acquisition and Learning Management,and then obtain other Talent Management components from othervendors


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SOA integr at ion

The question is not how integrated the applications should be, butwhether a middle tier can be developed that transacts workflow acrossdifferent applications

The other question is how an organization creates an analytics andtransactional launch portal for their managers and executives


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Ent erpr ise HRMS - Analys is

Small company with 600 employees

Limited consulting base of resources

Not known how many Financial Services/Banking customers

Software can be purchased or hosted by theprovider

Integrated suite of modules to address most/allareas

Ultimate

Software

Software supports midsize companies

Hopes to become a valid alternative to Oracle and SAP, butwill have to execute on its integration plans to achieve this goal

Positions itself as a mid-market processautomation vendor, with a strong focus on totalcost of ownership


Lawson

Initial costs are high

Few Financial Services/Banking clients are using SAP HCM

Self service, while vastly improved, still behind PeopleSoft andother best-of-breed systems

Some modules are not as robust as pure best-of-breedapplications, e.g., Recruiting, Comp, Performance Mgmt, etc.

SAP has leveraged its enterprise resourceplanning leadership into a strong position in thehuman capital management software market


SAP

Initial costs are high

Oracle's strategy unfolds post-acquisition, a growing number ofPeopleSoft customers and prospects are preparing to makeboth short-term and long-term decisions

Some modules are not as robust as pure best-of-breed

applications, e.g., Compensation, Performance Mgmt, etc.

Pure Internet architecture


Very strong customer base across all industryverticals

PeopleSoft

ConsProsVendor


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Mult i -Funct ion t a lent m anagement so lut ions

Recruiting solution lacks functionality

Reporting still needs further development

Strong knowledge management software market leader

Purchased capabilities to extend offering into Comp and

Recruiting

Authoria

Unsure of Recruiting solutionBroad set of applications to address Talent Mgmt needs

User-friendly

Halogen

Unsure of Recruiting solutionA leader in Performance Management

User-friendly

Selected partner for most of the outsourcing vendors

Success Factors

Does not provide a Recruiting solution

Reporting can be cumbersome

A leader in Learning and Performance Management

Selected partner for most of the outsourcing vendors

SumTotal

Does not provide a Recruiting or Learningsolution

Leading provider in mid-market Benefit Administration area

Self service applications

Recent acquisitions have extended offering into Comp andPerformance Mgmt

Workscape

Not as user friendly as some of the other best-of-breed providers

Newly acquired Nuvosoft resulting inarchitectural change

Plateau is a leading vendor in the Learning Mgmt market andhas a good Performance Mgmt solution

Plateau

Unsure of Recruiting solutionA proven provider of integrated talent management solutionsand services

Started in the Perf Mgmt area and moved into the Learningarea

User-friendly

Cornerstone

ConsProsVendor

Ins ights f rom Tow ers Perr in s Global Work forc e St udy

can be coup led w i th t o develop a l inkage


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can be coup led w i th soc ia l ne tw ork ing t o deve lop a l inkagemode l w i th t i es back to bus iness resul t s

The Organization is the MostPowerful Influencer ofEmployee Engagement

Employees are eager to investmore of themselves to help

you succeed and will do soif they see the personal ROI

Companies need tounderstand their employeesas well as they understand

their customers

Ins ights f rom Tow ers Perr in s Global Work forc e St udy

c an be coup led w i th soc ia l ne tw ork ing to develop a


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The Organization is the MostPowerful Influencer ofEmployee Engagement

Employees are eager to investmore of themselves to help

you succeed and will do soif they see the personal ROI

Companies need tounderstand their employeesas well as they understand

their customers

Social Networking

Help employees developa connection to the

organizationbeyond their immediate

environment

Give employees a venueto explore their creativity

and an environmentwhere creativity is

acknowledged andrewarded

Create a venue foremployees to express

themselves

professionally

Attraction, Engagement, Retention

c an be coup led w i th soc ia l ne tw ork ing to develop a

l ink age mode l w i th t ies back t o bus iness resu l ts

I t has a lso posed ser ious quest ions for c om panies about

w here t he corporat e sphere ends and w hat ro le the com pany


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Personal

w here t he corporat e sphere ends and w hat ro le the com pany

should p lay in t he profess ional and personal sphere

Corporate

How much control should the company attempt to extend over external (personal,professional) personal networks?

What is the impact on the brand

Use of brand in inappropriate contexts

Privacy How can social networks be used as sourcing tools?

Recruiting Spaces

LinkedIn

Facebook

Recruiting Strategy

How to use employees as agents of firm

Poach risk

How to transition candidates from social networking site to internal system

What place do social networks have internally?

Connectivity

Dispersed workforces

Organizational silos

Rewards

Is this a possible rewards vehicle?

P

rofe

ssional


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Many com panies are pu l l ing back

A poll by found that 66% of workers think their colleagues share too muchinformation on Facebook - Sophos

Forrester Research recently found that 14% of companies have disciplined

employees and 5% fired them for offenses related to social networking.Half of companies--Citigroup, Goldman Sachs, JPMorgan, UBS, andLehman Brothers among them restrict access to Facebook - FinancialNews

The city of Toronto blocked access to social networking sites four months

ago. "There's potential for staff to spend an inordinate amount of time onsites like this," explains a spokesman for the city. "Is it necessary forwork? Information Week


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But o t hers are c harg ing ahead

McDonald's began moving toward social networking after an internal study showedthat employees were often looking for colleagues with expertise in certain areas orfor authors of information they found useful. McDonald's employees and somepartners will soon be able to create their own profiles on the company's Awareness

(formerly iUpload) social media platform, from which they can blog and participatein communities. - InformationWeek

Ernst & Young has created an extensive Facebook recruiting group wheremembers can ask questions about internships, recruiting, and the industry as awhole. It currently has 11,557 members.

The Department of National Intelligence's A-Space project will let analysts posttheir own profiles and seek trusted contacts. "We're very disconnected," says MikeWertheimer, assistant deputy director of national intelligence for analytictransformation and technology. InformationWeek


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Com panies have charged in to t h is space t o d i f ferent degrees

Provides employees the opportunity to blog andparticipate in internal communities

AwarenessNetworks

McDonalds

Profile-oriented closed network. Users candescribe their expertise, track engagements

and communications with other members,create event postings and discussion forums,and search. ,

SelectMindsKirkland & Ellis andLockheed Martin

Ability to channel RSS feeds from internalblogs, relevant documents, and plans into anActivities page for everyone to see and discuss.

IBM LotusConnections

The Federal AviationAdministration

Enables their customers, partners, staff andeven prospects to engage with one another todrive referrals, loyalty and brand value. Usersengage with one another to learn, partner,recruit and build relationships.

Leverage SoftwareApple, Sun Microsystems,Lucent, SAP,Salesforce.com

Keeps interns in touch and shares informationwith co-workers attending company events

FacebookShell Oil, Procter &Gamble, and General

Electric

Usage HighlightSocial Network /Vendor Used

Company


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And vendors have charged ahead w i t h prov id ing so lu t ions

Has versions tailored for former employees, retirees, and new hires and interns, andits software can integrate with PeopleSoft apps to track new hires and job changes.The company is expanding its integration capabilities by incorporating standard APIsthat allow mashups.

SelectMinds

Personal profile pages, people-matching, blogs, chat, polling, rss, widgets, discussion

groups, file sharing, targeted advertising, and robust customer and communityanalytics

Leverage

Software

User profiles, blogs, social bookmarking, and the ability to create communities ofemployees around interests and work-related tasks. IBM has portlets for viewingprofile and community information through other apps, so this isnt another placepeople have to go. (Integrated)

IBM / LotusConnections

Separate strong and weak relationships by peering into information sources, collectingand dissecting records of in-person appointments recorded in calendars, call records,e-mails, the ratios of incoming to outgoing messages, and the length of time spentcommunicating with individuals. Working with Oracle to integrate Oracle's CRM OnDemand application with Visible Path's social networking software

Visible Path

Show users' biographies, Active Directory information, shared links, contactinformation, job responsibilities, professional interests, educational background, blogposts, and shared documents. An "In Common With You" feature shows

characteristics that employees share.

Microsoft/SharePoint

Server 2007

FeaturesCompany /Product


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How c an Soc ia l Net w ork ing Enhanc e Current HR Solu t ions?

The success of Social Networking is built on two key pillars

1. The usability of the integrated platform

2. The ability to solicit and structure user generated content

In a corporate environment, it touches many parts of the employeelifecycle

Attract EngageProcess

ProcessFocus

HRComponents

Retain Develop

Define staffing needs,

recruit, hire, transfer to fillneeds

Connect employees with

jobs, elicit investment ofdiscretionary effort

Connect individuals with

organization, design anddeliver total rewards

Build individual human

capital, ensure long-termpeople strength oforganization

Recruiting

Applicant testing andprescreening

Non-employee staffing

management (temps,contractors)

On-boarding process

Employeeattitude/behaviormeasurement

Workplace culturedevelopment

Work/life balanceinitiatives

Employeecommunications

Community relations

Recognitionmanagement

Organizationdevelopment

Performancemanagement

Develop employeebusiness acumen and

insight Manager development

Career management

360 degree employeefeedback

Learning management

Knowledge management

Attract


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How c an Soc ia l Net w ork ing Enhanc e Cur rent So lu t ions?

Recruiting

Current HR Solution:Internal and external job boards. Corporate career site

How to Enhance through Corporate Social Networking

Create viral referrals and forwarding of job postings Key to finding passive candidates

Target job postings based on HRIS data (i.e. personal development plan,competency ratings)

Keep non-employee groups engaged: Contractors, Interns, Alumni, Retirees

Preserve affiliation factor, encourage rehires

Internal Project Recruiting

Current HR Solution:Varies, often spreadsheet based


Allow users to post availability and interests for project recruiters Allow users to search for open projects

Opportunity for users to recommend colleagues for projects

Engage


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Onboarding

While traditional onboarding programs focus solely on administrative tasks,successful organizations help newcomers establish a broad network of relationshipsfrom day one.

Current HR Solution: Onboarding Portals, Intranet Orientation sites


Quickly locate the centers of knowledge, the key constituents

Builds strong relationships with colleagues from the onset makes new hires feel

more connected to the workforce resulting in decreased turnover, shortened timeto contribution and greater satisfaction.*

Connections between New Hire cohort

Connections with experienced employees

Capture and share lessons learned from onboarding process

Encourages the cultural value of knowledge sharing as well as networking Can strengthen mentoring program (i.e. mentor discovery)

*Source: http://www.humancapitalinstitute.org/hci/tracks_corporate_social_networking.guid

Retain


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Recognition Management

Current HR Solution: Intranet Announcements, Newsletters, Recognition Portals


Community involvement in the award process Community voting on award nominees

Share case studies across organization

Make recognition public and communal

Encourages employee awareness of awards and engagement, thus

increasing the value of rewards Visible identification of winners through their profiles

Preservation of trophy value

Peer-to-Peer recognition opportunities

Opportunities to run contests (i.e. sales contests) with a viral approach

Develop


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Performance Management

Current HR Solution: PM Portals, 360 Feedback tools, Pen and Paper Process


In social networks, ratings and reviews are ubiquitous, from consumerelectronics to books to eBay buyers and sellers.

Ability to link 360 degree feedback requests into your social network. Targetedrequests for feedback

Taleo is already working in this space

Knowledge Management

Current HR Solution: Knowledge Management Software


Wiki boards collaborative project focused environments

Ability for users to identify experts

Users can post video and other media

Viral contests (Best Buy case study)

I l i


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In c los ing

Why should you be thinking about talent management?

How will focusing on talent management help your organization?

And how does talent management fit into ITs strategy?

More information:

Coming soon:Towers Perrin white paper and web presentation onintegrated talent management

Email Scott or Amber to ensure you are on the list to receive technology

oriented updates hot off the press!

H l h l ?


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How e lse can w e help?

Scott McClure

[email protected]

Amber McCue

[email protected]

Documents

Talent Retension Through Web