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Talent Management & The New Normal
To Listen Over The Web:
To listen, un-mute your computer speakers and turn up the volume, go to “Voice” on the menu bar at the top of your screen and click on “Join Audio”. If you do not have this option please use the Q&A interface
for technical support.
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
pp
HCI is pleased to offer the slides for the following presentation exclusively to Professional Members.
This presentation is made possible by:
www ibm com
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
www.ibm.com
Today’s AgendaToday s Agenda
• Introduction - 5 minutes
• Feature Presentation and Q&A - 50 minutes
• Wrap Up and Tour of Track Page - 5 minutes
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T d ’ M d tToday’s Moderator
Bill Craib, Vice PresidentHCI Communities & EducationHuman Capital InstituteHuman Capital Institute www.humancapitalist.org
Today’s Guests
Keith MessickSenior Manager of Customer Results & Global ResearchSuccessFactors, Inc.
Warren LindleyWarren LindleyVice President, Talent Optimization and HR GovernanceKellogg Company
Carolyn CarlsonStrategy & Transformation PartnerInternational Business Machines Corp (IBM)
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International Business Machines Corp. (IBM)
Smarter Talent for a Smarter Planet
Talent Management and the New Normal
Achieving agility and competitive advantage with your talent strategy
Driving innovation and growth in today’s business environment
Increasing Shareholder Value – Talent is a Competitive AdvantageThe ability to manage costs drive productivity and gain a competitive
g g yrequires focus on the workforce.
– The ability to manage costs, drive productivity and gain a competitive advantage from the workforce is growing in importance and focus, leading to:• Workforce cost optimization• Influence revenue growth
Building the Enterprise of the Future – The Workforce Dimension – Our CEO study offers important insights into the future of organizations and
the workforce imperatives:• Developing an adaptable workforce• Developing an adaptable workforce• Innovation - translating customer needs into employee action• Globally integrating talent• Building a socially responsible organization
The Changing Workforce – Cultural Intelligence & Adaptability– External forces are changing the way that we need to look at the workforce
we have and the workforce that we will need. These forces include:• Changing demographics
* Percentage of companies that exceed the sample’s median % Profit increase, by industry, 2003-2006
Better Talent Management can have a significant impact on profit lper employee.
“Most companies still earn profits per employee at close to
Net Income per Employee
$83,000Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces. As a comparison, the average top-30 company increased profits per employee by 70 percent
$53,000
p p p y y pThe target should be to improve profits per employee by 30 to 60 percent or more.”
Top 30Companies
Next 30Companies
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
“How much more does a high performer generate annually than an average performer?” - McKinsey
Talent Management can help optimize workforce cost.
30Labor Cost / Revenue Percent
272829
252627
242002 2003 2004 2005 2006
“Organizations invest $30 in labor costs for every $100 in revenue generated … Once again, this strongly illustrates the importance of measuring, managing, and maximizing the impact human capital has on the business.”
Organizations must balance the demands of two agendas: the efficient management of the HR function and facilitation of workforce and talentmanagement of the HR function, and facilitation of workforce and talent initiatives to improve performance.
Enabling the Globally integrated talent managementWorkforce to drive performanceImprove productivitydevelop and retain “Top Talent”
y g gHR workforce analyticsPerformance managementCollaboration and knowledge Leadership development & optimization
$
develop and retain Top Talent , move out poor performers
(Strategic) HR Value
Driving effectiveness and efficiency of the
(Foundation)HR Value
Systems enabled transformationFlexible, scalable operating models Sh d i / t f tiand efficiency of the
improve efficiency Administration of outsourced elements
IBM’s response to the global human resource challenge is our W kf d T l t S l ti (WTS) INTEGRATED hWorkforce and Talent Solution (WTS) - an INTEGRATED approach
Kellogg is beginning to realize the benefits of the partnership.
Financial– Increased efficiency in service delivery – Better management of enabling technology
People StrategyPeople Strategy– Employees – direct access to view and update personal and career information– Managers – better acquire and develop talent using enabling tools; direct control over
and easy access to accurate, reliable information– HR – globally consistent practices high quality information clear picture of the talent inHR globally consistent practices, high quality information, clear picture of the talent in
the organization– Kellogg – consistent and fair practices, decision making based on reliable and timely
information, increased efficiency and effectiveness of managers ability to manage talent now and for the futurenow and for the future