talent management a tool to boost productivity and maximize the business value of your employees
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Learning: Re-Imagined. Talent Management a Tool to Boost Productivity and Maximize the Business Value of your Employees Gary Hartman, SkillSoft Steven Hunt, SuccessFactors. Wed, May 6, 2009 1:30-2:20pm. Agenda. - PowerPoint PPT PresentationTRANSCRIPT
Talent ManagementTalent Managementa Tool to Boost Productivity a Tool to Boost Productivity and Maximize the Business Value and Maximize the Business Value of your Employeesof your Employees
Gary Hartman, SkillSoftGary Hartman, SkillSoftSteven Hunt, SuccessFactorsSteven Hunt, SuccessFactors
Learning: Re-Imagined
Wed, May 6, 20091:30-2:20pm
AgendaAgenda• Integrated Talent Management Overview
Gary Hartman, SkillSoft Partner Alliances Mgr.
• Synchronizing training, career development, performance management, and goal management Steve Hunt, SuccessFactors Director of Business Transformation Services
• Learning Accessed from within a Development Plan SuccessFactors
• Q and A
Do you know what I love about this job?Do you know what I love about this job?
Being in the right place, at the right timeBeing in the right place, at the right time
“I skate to where the puck is going, not where it has been.”
Wayne Gretzky
The Evolution of the LMS MarketThe Evolution of the LMS Market
“The only unique asset that a business has for gaining a sustained competitive advantage over rivals is its
workforce—the skills and dedication of its employees. There is no other sustainable advantage in the modern,
high-tech, global economy.”
HCS Certificate Course 11.01.08 V.1.1
Talent = Competitive AdvantageTalent = Competitive Advantage
Robert Reich
“Today’s marketplace is incredibly competitive in every industry around the globe. The difference between success and failure is talent, period.”
Indra Nooyi, CEO Pepsico
Human Capital is Human Capital is thethe Competitive Competitive AdvantageAdvantage
“We have moved from the industrial age, through the information age, to the age of talent.”
--Thomas Friedman
Is this important?Is this important?
2009 HR Executive’s Agenda 417 executives surveyed in Dec08 and Jan09
60%Say importance
of human capital
management will increase in
2009.
80% Say top pressure
facing HR is economic
instability and uncertainty
Source: Aberdeen Group
It’s important, but is it done?It’s important, but is it done?
HCS Certificate Course 11.01.08 V.1.1
The Aligned OrganizationThe Aligned Organization
The Foundations of Talent ManagementThe Foundations of Talent Management
Recruitment
Learn & Develop
Performance
Compensation
Integrating Skills Training & Performance Management:
Critical Issues & Concepts
Steven T. Hunt, Ph.D., SPHRDirector Business Transformation Service
Relationships Between Relationships Between Talent Management ProcessesTalent Management Processes
SkillsAptitudesInterests
Competencies Goals
Environmental CharacteristicsEnvironmental Characteristics
Who you are What you do What you achieve
Training & Career
Development
Performance Management
Goal Management
Relationships, Resources, Rewards
Where you work
15
Skills & Experience“What you know”
Competencies“How you use it”
What drives performanceWhat drives performance
Contrasting Competencies vs. SkillsContrasting Competencies vs. SkillsCompetencies SkillsBehavioral categories that influence job performance such as “building relationships”, “managing stress”, or “planning & organizing”
Knowledge & experience required for jobs such as “C++ programming”, “employment law”, or “post-merger integration”
People are “effective or ineffective” at competencies
People “know or don’t know” skills
Less than 100 competencies can describe the jobs in most large companies
Over 1000 skills are needed to describe the jobs in most large companies
Competencies tend to stay the same over time; they do not change much
Skills change significantly as new ones are created and others become outdated
Competencies are primarily developed as a result of on-the-job learning
Skills are developed through a mix of formal training, education & experience
Most people struggle to assess their own effectiveness with regard to competencies
People can assess their own skills if given clear definitions for proficiency levels
-17-
Developing Skill & Experience TaxonomiesDeveloping Skill & Experience TaxonomiesSkills & Knowledge (what you know) Experience (where you have used it)
AdministrationAsset Protection; Asset Management; Budgeting, Facilities Management, etc.
EngineeringGeological Engineering; Industrial EngineeringMechanical Engineering; Surveying, etc.
Finance, Accounting & InsuranceAccounting; Auditing; Corporate Banking, etc.
Human ResourcesPayroll Admin; Recruitment; Workforce Planning, Training & Development, etc.
Information TechnologyApplications & Websites; Database Management;
Data Center Operations, etc.Marketing & Sales
Advertising; Brand Management; Business Development; Public Relations, etc.
Manufacturing & Supply ChangeSix Sigma; Supply Chain; Transportation; etc. …and thousands more
Business acquisitionBusiness turnaroundProcess re-engineeringMajor contract negotiationsCost reduction/downsizingNew business creation/startupProduct development/managementInternational assignmentsCross functional roles/projectsOperations/line positionsSupport/service positionsCorporate/strategy positionsP&L responsibilityOrganizational RestructuringManaged multiple sites/locationsDealt with government regulators/auditsPartner Management ...and hundreds more
SuccessFactors DemoSuccessFactors Demo
Questions?Questions?…and please visit us at the Solutions Fair…and please visit us at the Solutions Fair
Gary HartmanPartner Alliances Manager
Steven T. Hunt, Ph.D., SPHRDirector Business Transformation Services