正确应用技术管理你的人才Using Technology To Manage Your Talent

June8,2010.Callinat12:55p.m.EasterntimeTeleconferenceUsingTechnologyToManageYourTalent:CriticalFactorsToKnowClaireSchooleySeniorAnalystForresterResearch2Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Theabilitytoeffectivelyhire,deploy,train,retain,andengagealllevelsoftalentisacompetitiveadvantage.3Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Agenda•Today’stalentissues•Fourpillarsoftalentmanagement•Casestudy•Trends•Vendors•Recommendations4Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Agenda•Today’stalentissues•Fourpillarsoftalentmanagement•Casestudy•Trends•Vendors•Recommendations5Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Theworkenvironmenthaschanged•Thereisaparadoxofscarcityamidstplenty.–Today’sunemploymentratedoesnotmeanthetalentwillbetherewhenyouneedit.•Understandingyourpeopleisascriticalasunderstandingyourcustomers.–Executivesandemployeeshavedramaticallydifferentviewsaboutwhichstrategiesaremosteffectivewhenitcomestoretainingkeytalent.•Showmethemoney—butshowmethelove,too!–Moneyisimportant,butnonfinancialincentivesarecriticalandofferdifferentiatingopportunitiesforcompaniesinthetalentmarketplace.6Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Employerconcernsabouttheworkforce•Retention•Acculturation•Loyalty•Productivity7Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Definition:enterprisetalentmanagementAprocessforidentifyingandmanagingtalenttomeetthepresentandfuturebusinessneedsandachievebusinesssuccess,includesemployeeselection,development,performance,andrecognition8Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Coreandstrategicprocesses•Talentmanagement(TM)—applicationssupportingstrategicprocesses,includingrecruitment,performance,compensation,andlearning•HRMS—thecoretransactionalsystemthatmanagespayroll,personnel,benefits,andcomplianceCoretransactionalsystem(HRMS)Strategicprocesses(Talentmanagement)9Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.MaturitymodelfortalentmanagementNocontrolledprocessesManualAutomationIntegrationTransformationStress,crisis,noformalprocessesinplace,andnoITprogramsupportManualprocessinstitutedbutverytimeconsumingAutomatedbutstandaloneappswithefforttoalignwithbusinessstrategyandsomeintegrationAlignedwithbusinessgoalsandobjectivesandintegratedwithenterpriseITsystemsFullownershipandaccountabilitytoalllevelsoforganizationandintegrationwithITsystem,withsupport,andresources10Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Trendistowardend-to-endTM•Theemployeelifecycledemandsaseamlessintegratedapproach.•ITwantsreductioninnumberofvendorssupported.•Themainstreamingofnext-generationlearningdrivesintegrationwithHR.•Theseamlessuserinterfacepromotesabetteruserexperience.11Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Thechallengeofimplementingintegratedsolutions•Companiesmixandmatch“best-of-breed”components.•FragmentedsolutionscancauseproblemsforHR.–Employeemasterdataisoutofsyncacrosssystems.–Talentprocessesarenotoptimized.–Softwaresolutionsdon’tmeetcustomerneeds.–Learningmanagementandrecruitingrarelycoexist.•WithextensiveadoptionofERP/HRMSsuites,thestrategicappsoftalentmanagementhaveremainedwithnichevendors.12Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Agenda•Today’stalentissues•Fourpillarsoftalentmanagement•Casestudy•Trends•Vendors•Recommendations13Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Thefourpillarsoftalentmanagement1234Source:April26,2010,“TheFourPillarsOfTalentManagement”Forresterreport14Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Pillar1—recruitment:Filltalentgapsstrategically•Typicallyusedforreactivereplacementsandrequisitions•Bestpractices:–Combinewithenterprisetalentandsuccessionplanningforforward-looking,competitiveadvantage.–Linktolearningforeffectiveonboardingandretention.–Usecareersitesandsocialnetworks.•Requisitionmanagement•Sourcing•Applicanttracking•Interviewmanagement•Onboarding•Workforceplanning115Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Recruitingdashboardgivesafullpicture16Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Pillar2—learning:Linkemployeeeffectivenesstoorganizationalsuccess•Oftenusedforroutineskillstraining•Bestpractices:–Linktocareerpathsforgrowthandretention.–Makelearningcontextualforjobrelevance.–Alignlearningtoorganizationalgoalsandstrategies.•Trainingadministration•Onlinelearningdelivery•Learningreports•Coursecatalog•Learningcontentmanagement•Individuallearningplans•Compliance•Skillsandcompetencies217Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Learningassignedrelatedtoposition18Entirecontents©2010ForresterResearch,Inc.Allrightsreserved.Pillar3—performance:Drivelearningandvariablerewards•Traditionallylimitedtoannualsalaryreviewprocess•Bestpractices:–Emphasizeobjective,measurablegoals.–Tieperformancetovariablerewardsandlearning.–Drivecareeranddevelopmentplans.•Goalmanagement•Performanceappraisals•Multiraterappraisals(360)•Successionplanning