Bersin - Dr. Katherine Jones

Copyright © 2011 Bersin & Associates. All rights reserved.

Changes in the HRIS Landscape:

Talent Management Systems

2011

Dr. Katherine JonesDirector, Human Capital ManagementBersin & Associates

Copyright © 2011 Bersin & Associates. All rights reserved.Page 2

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TalentManagement

LeadershipDevelopment

TalentAcquisition

HumanResources

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Scorecards, checklists, forms, RFP’s, selection guides, case studies, solution provider library

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Consulting ServicesStrategy Development, Executive Alignment, Benchmarking,

Systems Selection and Roadmap, Measurement Strategy and Programs

Mem

ber

Suc

cess

Pro

gram


Agenda

• The Workforce, the Workplace and HR

Evolution

• Social, mobile, collaborative

Top Trends in Technology

• Getting to Integrated Talent Management

The Challenges for HR

• Market Share and Customer Response

The Talent Management Market


EvolutionThe Workforce, the Workplace and HR


The Evolution of the WorkplaceBlending the Line between Contractor, Employee, Manager, Leader, Alumni

Employee

Mentor

Peer

Partner

CandidateCustomer

Manager

Work Team

Contractor

Executives

Line Leader

Alumni


The New Workforce and New Workplace“The Borderless Workplace”

Employee

Mentor

Peer

Partner

CandidateCustomer

W O R K P L A C E

Interconnected

Dynamic

Performance-driven

New Leadership

More Specialized

Virtual

W O R K F O R C E

Multi-Generational

Global

Interconnected

Mobile

Transient

New Models for Career

Manager


Recruiting, L&D, Org Design

Total Rewards

Service Center, COE

HR Business Partner

Serve the Workforce & Automate

Administration

Payroll

Regulation

Back-Office Function

Compliance

HR Evolution: Technologies

Personnel Development

MA

RK

ET

G

RO

WT

H

- A

DO

PT

IO

N

Strategic HR

Integrated Talent

Management

Business-Driven HR

P R O G R E S S I O N O V E R T I M E

Management Succession

Leadership & Coaching

Integrated Processes & Systems

Talent Management

Enable Decisions & Management

Differentiate & Segment Talent

Plan for the Future

Globalize the Workforce & HR

Integrate with the Business

Drive the Business StrategyPlan for the Future


Benefits & Compensation

HiringRecruiting E-Learning Performance

TalentIntegrated TM

SolutionsPeople Mgmt

Systems

HR Evolution: FunctionsM

AR

KE

T

GR

OW

TH

-

AD

OP

TI

ON

2 0 0 0 2 0 1 2P R O G R E S S I O N O V E R T I M E

Compensation

HRIS

Benefits Administration

Applicant Tracking

Recruiting Sourcing

Learning Management

Competency Management

Succession Management

Performance Management

Integrated Talent Mgmt

Next Gen Recruiting

Workforce Planning

Total Rewards

Analytics

Mobile

Collaborative

Social


HR Evolution: TechnologiesM

AR

KE

T

GR

OW

TH

-

AD

OP

TI

ON

P R O G R E S S I O N O V E R T I M E

Recruiting, L&D, Org Design

Total Rewards

Service Center, COE

HR Business Partner

Serve the Workforce & Automate

Administration

Payroll

Regulation

Back-Office Function

Compliance

Personnel Development

Strategic HR

Integrated Talent

Management

Business-Driven HR

Management Succession

Leadership & Coaching

Integrated Processes & Systems

Talent Management

Enable Decisions & Management

Differentiate & Segment Talent

Plan for the Future

Globalize the Workforce & HR

Integrate with the Business

Drive the Business StrategyPlan for the Future

Back Office on-premise ERP

Rebirth of Silo-ed Applications

Dawn of Business-Driven, Integrated

SaaS Solutions


What This EvolutionLooks Like to Consumers


Complex HR/TM Requirements

HRMS

Benefits

Payroll

Comp

Performance Management Succession

Mobile Access

Social Collaboration

Workforce Management

Recruiting Onboarding

Learning Management

Workforce Planning


Confusing HR/TM Technology Landscape

HRMS

Benefits

Payroll

Comp

Performance Management Succession

Mobile Access

Social Collaboration

Workforce Management

Recruiting Onboarding

Learning Management

Workforce Planning

Every TM Provider Today

All HRMS, ERP Providers


Technology Trends


Technology Trends

BIG DATAMOBILE HR

SOCIAL NETWORKING IN HR

VIRTUAL TEAMS


Technology Trends

Mobile Collaboration

Social Performance Management

Big Data Analytics

Global Clouds

Growth by Acquisition

Trends in Talent Management

Employee

Content Standards Authoring Tools Content System(s) Publishing Tools Information Architecture

Community Management Sharing Guidelines Cultural Reinforcement Rewards and Feedback Monitoring and Standards

Social EVERYWHERESocial

Networking

Collaboration

Mobile Device Access

Virtual Teams

Why fight it:We all have one

Phone, tablet proliferation JIT sales, employee information HR transaction execution

Sourcing Recruiting Performance Management Recognition

• Global time zones• Increased managerial time• “Results-only Work Environment”


Technology Trends



Big Data Analytics

Global Clouds


Social Technology in HR/TM

Employee


Technology Trends



Big Data Analytics

Global Clouds


Mobile Technology in HR/TM

Employee

http://www.talenthq.com/wp-content/uploads/2011/07/jobspeek.jpg


Technology Trends



Big Data Analytics

Global Clouds


Job Candidate

Gamification in HR/TM


“Meshing” – Surge of Reference Networks


Technology Trends



Big Data Analytics

Global Clouds


HR Professional

All with Easier, Intuitive Interfaces


The Integrated Profile as the ESR

Promotionor

transfer

Candidateassessment

Leadershipassessment

Developmentplanning

Performanceappraisal

Careerplan

Compreview


Talent Acquisition

Career Management

Succession Management

LeadershipDevelopment

Learning and Capability

Development

HR Systems and Metrics

Total Rewards

CompetencyManagement


Hiring and Onboarding


Typical HR/TM Technology Maturity Curve

New Market(early adopters)

Growing Market

(early majority)

Mature Market

(late majority) Re-emerging market

(late adopters)

Re-inventing

market (laggards)

Strategic Workforce and Talent Planning

Career and Succession Management

The Talent Management Suite

Compensation Management (Line Manager)

Talent Acquisition

Learning Management

Compensation Management (Specialist)


IntegratedAnalytics

Alerts

ScenarioPlanning

DynamicDevelopment

Planning

OpenProfile

Management

PoolingSegmentation

HRMSIntegration

OpenData

Integration

VisualPerformance

Analysis

TwitteringFeedback

InternalSocial

networking

InformalSocial

Learning

Tools forJob

Seekers

Video andSocial

Recruiting

Next GenRecruitmentManagement

A 7-year cycle


The Challenges for HR


Technology Trends



Big Data Analytics

Global Clouds


Challenges

HR Executives

Content Standards Authoring Tools Content System(s) Publishing Tools Information Architecture

Community Management Sharing Guidelines Cultural Reinforcement Rewards and Feedback Monitoring and Standards

M&A

MarketConsolidation

Application Integration

TalentPipeline

Silo-ed Apps

Skill Shortage, not People

Education levels dropping Specialized skills lacking Go where the talent is

Suppliers disappear Support issues abound Vendors in turmoil

• Expensive to support• Error-prone• Analytics impossible


Major Acquisitions by Talent Management Providers

Approva‘11


The Need for Integrated Talent Management

Slow response to changing business needs

Disconnected and Cumbersome

Not responsive to employee demands

Administratively intensive

Enterprise-wide metrics impossible to attain

Learning & D

evelopment

Recruiting – A

pplicant Tracking

Perform

ance Managem

ent

Leadership Developm

ent

Succession P

lanning

Workforce P

lanning

Talent Management Stovepipes

Com

pensation - Benefits

Onboarding


Copyright © 2010 Bersin & Associates. All rights reserved. Page 13

Are you willing to sacrifice functionality to standardize on one vendor?

Integration Becoming a Top Priority1/3 of HR Technology Users Are Willing to Sacrifice Some Features for Integration

Figure 42

Source: Talent Management Systems 2010, Bersin & Associates, 2009.

33%

21%

46% Yes

No

Not Sure


Top Ten High-Impact Talent Practices Pigh-Impact Talent PracticesPractice Impact Talent Area

1 Coaching: formal or well established coaching programs for employees.

48% Performance Management

2 Consolidating staffing requirements across the organization

42% Sourcing & Recruiting

3 Ability of current workforce planning process to identify current and future talent gaps

38% Workforce Planning

4 Competencies maintained through annual maintenance process

34% Competency Management

5 Staffing metrics: measuring time to hire, cost to hire, and quality of hire

33% Sourcing & Recruiting

6 Cascading goals: aligning goals to manager or corporate goals


7 Development planning: creating consistent development plans across the organization


8 Establishing goals: establishing clear and measurable goals for all employees organization


9 Job functional competencies well established and used throughout the organization


10 Competencies used in recruiting process for assessment and interviewing



Significant Talent Gaps Expected by 2020 and BeyondIn countries with no talent shortage trend, employability is the challenge

■Dec. 2010

© 2011 World Economic Forum: Global Talent Risk – Seven Responses, World Economic Forum & Boston Consulting Group


The Talent Market


Growth Rate by Application Segment and Factors in Growth


TM Strategies Immature

*Numbers may not total 100% due to rounding. Source: Bersin & Associates, 2011.


What Users Tell Us System integration now the #1

priority on the minds of HR systems buyers

33% of buyers are willing to sacrifice functional features for a more integrated single-vendor solution (2X 2009)

60% of buyers would prefer a single vendor solution rather than an integrated partnership

Only 14% of buyers would consider their legacy ERP provider as their potential end-to-end talent management platform

Fewer than 1/3 of all businesses have a complete “talent management” strategy yet

Positive Factors- Integration- Consolidation- Fewer Vendors- SaaS- Flexible Applications- Innovation

Negative Factors- Legacy Solutions - Standalone solutions- Small vendors- Unfocused products


The Customer Experience with TM Software

Overall, respondents are only somewhat satisfied with their talent management software in meeting their talent objectives.

58 percent found that their use of the talent management application was helpful in improving their quality of hire.

53.8 percent thought their talent management software failed to help them create a performance-driven culture in their organizations.

Leveraging the customer community was important for overall customer satisfaction.

The Customer Experience: Using Talent Management Technology 2011, in press.


Overall Satisfaction with Talent Management Solutions

Satisfaction

Product Quality

Implementation

Service

Business Partnership

0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

3.32

3.50

3.50

3.60

3.47


New technologieschange the nature

of work

Users want integrated solutions

Market for TM youngbut growing

In Conclusion


TM as the new ‘ERP’: Integrated

Employee RP

Big Data-derived analytics drive

predictive intelligence

The Future

The Social, Collaborative

Blended Global Workforce


More Resources

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Bersin & Associates TM Tools


Bersin & Associates Library

For more Talent Management Information: www.bersin.com


BersinBasics®Fundamentals of Modern Talent Management for Business ProfessionalsPowered by Bersin Research

An integrated set of easy-to-use online training, tools and selected research designed for business and HR professionals, based on Bersin proven research

Delivered in a next generation learning environment which is dynamic, fun, and social

Designed to teach the modern fundamentals of talent management to professionals at all levels


BersinBasicsExample: Layout of Module

Narrated slides,

animations, and

activities

Background Information Comments, Tracking,

and Points

User notes, comments, and social

information t o share

Related research and tools,

customizable with your content


Questions and Answers

Dr. Katherine JonesPrincipal Analyst &

Director, Human Capital [email protected]

Bersin - Dr. Katherine Jones

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