Achieving Results with Talent Mobility: Case Studies and Lessons Learned

• 1. Achieving Results With Talent Mobility:Case Studies and Lessons Learned You can listen to todays webinar using your computers speakers or you may dial into the teleconference. If you would like to join the teleconference,please dial 1.408.600.3600 and enter access code: 922 866 662 #. You will be on hold until the seminar begins.#TMwebinar

2. Achieving Results With Talent Mobility: Case Studies and Lessons LearnedSpeaker: Bobby Morris Talent Management Strategist SumTotal SystemsModerator: Mike Prokopeak Vice President, Editorial Director Talent Management magazine#TMwebinar 3. Tools You Can Use Q&A Click on the Q&A icon on your floating toolbar in the bottom right corner. Type in your question in the space at the bottom. Click on Send. #TMwebinar 4. Tools You Can Use Polling Polling question willappear in thePolling panel. Select yourresponse and clickon Submit.#TMwebinar 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar?YES Please allow up to 2 business days to receive these materials. #TMwebinar 6. Achieving Results With Talent Mobility: Case Studies and Lessons LearnedMike ProkopeakVice President, Editorial DirectorTalent Management magazine#TMwebinar 7. Achieving Results With Talent Mobility: Case Studies and Lessons LearnedBobby MorrisTalent Management StrategistSumTotal Systems #TMwebinar 8. Achieving Resultswith Talent Mobility Case Studies &Lessons Learned Bobby Morris Talent Management Strategist SumTotal Systems 9. Todays Discussion Research Methodology Definitions & Challenges Organizing for Success Talent Mobility & Sourcing Game Planning The Talent Mobility Ecosystem Talent Mobility in Action About SumTotal Q&APage 8 - August 15, 2012 10. Research Methodology SumTotals 2010 State of Global People The data from thisManagement survey research will bereferenced throughout 300 HR professionals interviewed the presentation Global, web-based survey 69% North America 24% UK & EMEA 7% APAC Nearly 20 industries represented Large Enterprises & Small MediumBusinesses represented 55% >5,000 ee; 45% 100-5,000 eePage 9 - August 15, 2012 11. Talent Mobility is A business strategy that facilitates organizational agility A mechanism for acquiring and retaining high performing talent A recruiting philosophy that favors internal sourcing A method for aligning organization and individual needs A proactive and ongoing approach to succession planningA systematic talent mobility strategy enables organizations to more effectively acquire, engage, develop, align, and retain high performing talent by implementing a consistent, repeatable, and global process for talent rotation.Page 10 - August 15, 2012 12. Current State of Talent MobilityTalent mobility figures prominently in any contemporarydiscussion on global economic and social trends.Indeed, greater talent mobility can help address talentshortages and close skill gaps.Source: Patricia A. Milligan and Haig R. Nalbantian, Talent Management Magazine, August 2012 Page 11 - August 15, 2012 13. Top 5 CEO Concerns Talent Shortage! Loss of Customers Talent & Skills Shortage Reputational Risk Currently Fluctuation Changing LegislationPage 12 - August 15, 2012 14. Key Challenges & Barriers Challenges Barriers Aligning current and future No single, complete view of talent needs to rapidlyglobal talent due to spaghetti changing business needsmix of processes, systems, and Developing deep talent data succession pools and bench No succession planning strength process, or one focused only Retaining high performers andon senior execs (65% of orgs) potentials / reducing flight (#2 Inconsistent employee HR priority) assessment process and Reducing external recruiting inability to calibrate ratings costs Sporadic and informal Improving overall HR employee development measurement and reportingprocessSource: SumTotal Systems, 2010 State of Global People Management Survey Page 13 - August 15, 2012 15. Did You Know That 47% of organizations do not currently have the ability to easily identify their high performers? and 56% of HR leaders do not believe that their workforces are adequately prepared to meet their organizations future growth plans?Source: SumTotal Systems, 2010 State of Global People Management Survey Page 14 - August 15, 2012 16. Getting Started: Organizing for Success Develop your people management strategy Must be aligned to overall business objectives & strategy 48% of organizations have no strategy or only a very basic one Assign a dedicated senior executive who is responsible for overall vision and execution of your strategy and programs 60% of organizations have done this, with another 11% planning to do it Integrate your talent functions from a process, systems, and data perspective Performance, succession, development, learning, recruiting, etc. Only 12% of organizations report complete integration from a process and technology perspectiveOur analysis of people management leaders reveals that they outperformlaggards by 37% across 12 key business and HR operating metrics.Source: SumTotal Systems, 2010 State of Global People Management Survey Page 15 - August 15, 2012 17. Where Leaders Outperform Laggards Better internal talent mobility Decreased voluntary turnover Improved workforce alignment to overall strategy Workforce responds more quickly to changing business needs Increased workforce productivityInstitutionalizing people management strategy, accountability, and integration has a profound effect on improving talent mobility andreducing high performer flight.Source: SumTotal Systems, 2010 State of Global People Management Survey Page 16 - August 15, 2012 18. How HR Technology Can Help Reduce High Performer FlightSource: SumTotal Systems, 2010 State of Global People Management Survey Page 17 - August 15, 2012 19. Bersin: Talent Management Maturity ModelLevel 4: Business-Integrated HR HR strategy part of the business strategy.HR helps to drive business decisions through people, data and insights. Business and HR systems integrated and advanced.Level 3: Strategic HR DepartmentHR aligned with business strategy.HR functions supporting business needs.Initiatives split between HR process improvements and talent needs. Level 2: Fundamental HR Services HR strategy partially or fully defined. Siloed HR functions. Some standardized processes and policies; core services managed well. Some automated talent systems, but little integration of data.Level 1: Compliance-Driven HR ServicesNo HR strategy. Personnel function, mostly separate from business and talent needs.Line managers perform HR activities as they see best.Source: Bersin & Associates, The HR Factbook 2011 Page 18 - August 15, 2012 20. Higher Degree of Maturity = Better ResultsSource: Bersin & Associates, The HR Factbook 2011 Page 19 - August 15, 2012 21. Analyst PerspectiveThe next big trend is talent mobility the term is now white hot.Organizations have a desperate need to create a more dynamicprocess for internal movement. This is good for peoples careers, goodfor employee engagement and saves money on recruiting to saynothing of the fact that talent mobility allows companies to hold ontotheir highly trained people.Source: Bersin & Associates, Josh Bersin,Strategic Human Resources and Talent Management: Predictions for 2012, November 2011 Page 20 - August 15, 2012 22. Current State of Talent Sourcing Open Create SourcePositionRequisition (Mostly External)External sourcing is the de facto standard because most organizations do not have the tools and business intelligence to effectively source and rotate talent internally.Page 21 - August 15, 2012 23. Is There a Better Way? Talent pools & bench strength depth Positions & people at riskOpenDecision Existing development & Positioncareer plans Employee performance assessments Position demandExample: A $20 Billion footwear &(market-factors)apparel manufacturers goal is go InternalExternalfrom