Talent Management Talent Management a Tool to Boost Productivity a Tool to Boost Productivity and Maximize the Business Value and Maximize the Business Value of your Employees of your Employees Gary Hartman, SkillSoft Gary Hartman, SkillSoft Steven Hunt, SuccessFactors Steven Hunt, SuccessFactors Learning: Re- Imagined Wed, May 6, 2009 1:30-2:20pm
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Talent Management a Tool to Boost Productivity and Maximize the Business Value of your Employees
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 Presentation
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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
• 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?
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Skills change significantly as new ones are created and others become outdated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
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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