You can listen to today’s webinar using your computer’s 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: 491 777 946 #. You will be on hold until the seminar begins. Measuring Talent Management Effectiveness With Integrated Analytics #TMwebinar
49
Embed
Measuring Talent Management Effectiveness With Integrated Analytics
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management. • Create a closed-loop framework to measure and improve workforce effectiveness and efficiency. • Make a good analytics tool work for you. • Demonstrate the impact of integrated talent management analytics.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
You can listen to today’s webinar using your computer’s
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: 491 777 946 #.
You will be on hold until the seminar begins.
Measuring Talent Management Effectiveness With
Integrated Analytics
#TMwebinar
Speaker: Kim Lennon
Senior Product Manager
SumTotal Systems
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar
Measuring Talent Management Effectiveness With
Integrated Analytics
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
Tools You Can Use
• Polling
– Polling question will
appear in the
“Polling” panel.
– Select your
response and click
on “Submit.”
#TMwebinar
Frequently Asked Questions
1. Will I receive a copy of the slides after the webinar? YES
2. Will I receive a copy of the recording after the webinar?
YES
Please allow up to 2 business days to receive these materials.
#TMwebinar
#TMwebinar
Kellye Whitney
Managing Editor
Talent Management magazine
Measuring Talent Management Effectiveness With
Integrated Analytics
#TMwebinar
Measuring Talent Management Effectiveness With
Integrated Analytics
Kim Lennon
Senior Product Manager
SumTotal Systems
Presented by:
■ Kim Lennon – Sr. Product Manager
Measuring Talent Management Effectiveness With Integrated Analytics
Page 8 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ SumTotal
■ Discussion
Page 9 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
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 3: Strategic HR Department HR aligned with business strategy.
HR functions supporting business needs.
Initiatives split between HR process improvements and talent needs.
Level 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.
Human Resources Maturity Model
Level 1: Compliance-Driven HR Services No HR strategy.
Personnel function, mostly separate from business and talent needs.
Line managers perform HR activities as they see best.
Bersin & Associates, 2010
Page 10 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
HR Maturity Has Direct Impact on Business
0%
10%
20%
30%
40%
HR is a full partner in developing and
implementing the business strategy
Low Market Performers
High Market Performers
HR’s Relationship to
Business Strategy
Bersin & Associates Institute for Corporate Productivity
Page 11 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Bersin 2011 HR Factbook
shows organizations that
have reached maturity
(Level 4) by having
business-integrated HR
functions rather than
compliance drive (Level 1)
HR show significantly higher
performance in the following
metrics
Why Talent Analytics? Analyst research shows direct correlation to business performance
Page 12 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Poll Question # 1: What is your level of maturity?
1. Compliance-Driven HR Services – little to no strategy identified, departments
are still in charge of HR activities
2. Fundamental HR Services – definition of strategy began, still siloed HR
functions, some automated talent systems, but little data integration
3. Strategic HR Department – HR aligned with business strategy with HR support
business needs with initiatives split between employees and process
improvements
4. Business – Integrated HR – HR strategy is part of business strategy and HR
influencing business decisions through integrated and advanced systems
Page 13 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Talent
Management
Learning
Management
Workforce
Management
Payroll
Management
HR
Transformation
Integrated processes are mission
critical for certain industries
Need Integrated Talent management
across Organizational Models
Need Integrated Visibility and
Analytics Across HCM processes
Need Integrated Strategic
HCM Business Processes
Employees Contingen
t
Extended
Enterprise
Visibility of critical talent issues, gaps
and development plans
Align workforce strategy with
business objectives
Learning development suggestions and
assignments based on competency gaps
Demand driven talent succession, hiring, and
development plans based on gaps
Why Integrate Talent Management? Integrated business processes enable HR transformation
Page 14 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
CEO
• Alignment and agility to respond to strategic business objectives
• Do we have the right talent and systems to support the growth?
VP of Sales • How can I get my team to meet it’s numbers?
• What are my people risks and mitigation plans?
CLO • Lack of visibility into how learning is impacting talent and
business
• Meet the needs of new multifaceted global organization
VP of Consulting
• Need control to align my teams schedules to spend and demand?
• How do I get schedule based on competencies and certifications ?
Head of HR • Need global view of talent and develop and recruit for talent
gaps?
• Self-service system for business to empower the organization
Page 15 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Business Drivers, How Will They Measure Success?
■ Improve / automate manual processes
■ Gaps within business visibility (compensation budget)
■ Improve data accuracy and consistency
■ Compliance for training
■ Provide visibility to feeder populations for executives through
senior management around the org
■ Provide good reporting (standard and ad hoc) for management to
“see” into these feeder groups
■ Provide flexible reporting structures since they have a globally
diverse, “non-flat” organization
Page 16 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Business Problem ■ Difficult to timely enforce
adherence of compliance
across divisions
■ Lack of global view of talent
■ Lack of business alignment
■ Low predictability in
performance
■ Inconsistency in business
decisions
■ Inability to quickly pinpoint
leading and lagging parts of the
business
■ Time wasted gathering
information – cycle time to pull
data together
■ Low data quality of data and
gathered results
Problem
Cannot Get Integrated Data for HCM
HRMS
Recruiting
Perf. Comp.
LMS
Succession
Manual &
Inconsistent
MODELING ANALYZE
PERFORMANCE
GOAL
SETTING
OPERATIONAL
PLANNING
MONITOR
RESULTS
Page 17 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ SumTotal
■ Discussion
Page 18 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How to Transform Your HR?
Source – Adapted from Bersin & Associates 2010
Page 19 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Why Measure Performance?
Learn & Improve
Report Externally & Demonstrate Compliance
Control & Monitor People
Page 20 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
KPI Checklist
1. Which strategic objective is this indicator relating to?
2. What question do you want to have an answer to? What are
your information needs?
3. Who is asking this question? Who is the information customer?
4. What will they do with the information? Why are they asking?
■ Additional considerations:
■ What is the data collection method?
■ What is the source of the data?
■ What is the formula / scale / assessment method?
■ How often, when and for how long do you collect the data?
■ Who collects the data?
■ What is the target or performance threshold(s)?
■ What are the costs for collecting the data? Justified?
Page 21 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Workforce Measurement Strategy
■ Employee Engagement
■ Recruiting
■ Retention
■ Overall HR Costs
■ Manager Satisfaction
■ Compensation and Benefits
■ Employee Relations
■ Training and Development
Page 22 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Key Performance Indicators
$ Cost of Turnover
$ Cost of Benefits
$ Cost of Employee Training
% Employee Satisfaction
% Employee Motivation
% Employee Demographics
# Lost Time
% Absenteeism
Page 23 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Key Performance Indicators
% Turnover
% Involuntary Turnover
% Voluntary Turnover
# Hiring Cycle
# Average Length of Employment
Page 24 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
HR Questions Answered Through KPIs
• % New hire retention
• % Vacancies filled internally
• # Average open time of positions
Is time-to-fill positions impacting company performance?
• % Average employee tenure
• % Talent retention
• # Bench strength penetration
Do we have sufficient labor to meet next quarter’s demand?
• % High performing employees
• % Turnover
• % Total compensation tied to performance
Does compensation policies for top performers impact retention?
Page 25 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Challenges Facing HR
■ All About the Numbers
■ Improvements to Top and Bottom Line
■ Tools – What’s Available Today
■ SumTotal
■ Discussion
Page 26 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
■ "A mere 7% of employees today fully understand their company's business
strategies and what's expected of them in order to help achieve company
goals." Robert S. Kaplan and David P. Norton, "The Strategy-Focused Organization," Harvard Business School Press, 2001
■ “The performance differential between top and average performers is as
high as 10:1. Jack Welch, Former CEO, GE and Jerry Yang, Former Chairman of Yahoo
Corporate Executive Board Research shows the ratio to be 12:1 for “superstars”
■ “Organizations with superior human capital practices not only are correlated
with financial returns, but are a leading indicator of increased shareholder
value” Watson Wyatt’s Hyman Capital Index Research Report, 2004
■ “Cost of replacing an employee ranges from 25% - 200% of annual salary” Keeping the People Who Keep You In Business, American Management Association, 2000
How do you quantify ROI? Typical “Soft” Measures, what research shows…
Page 27 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
“Soft” ROI Measures Employer of Choice = Best Employees
■ Compensation isn’t as important as career advancement and