1. Talent Management Solutions
Myths vs. Realities
Steven Goldberg
Global HR Technology Advisor

2. “It's a small world, but I
wouldn't want to paint it.”

3. Background
 10 years Corporate Practitioner … Global Head, HRIS … incl
Compensation Planning & Workforce Planning – major banks
 10 years HCM Solutions Vendor Exec … Global Head, HCM
Product Strategy - PeopleSoft, VP Products - Unicru, Personic
 10 years HR/HR Technology Advisor … Vendors, Customers
------------------------------------------------------------------------------------------
 Designed / built an HR Shared Services Center for a 50,000 employee
industry consolidator in record time
 Creator of “TRV” - Total Realized Value … on HR Technology investments
 Invited to Human Capital Institute‟s “2009 Executive Roundtable
of 10 Recognized HR Thought Leaders”
 MBA in HR; directed HR/HR Technology initiatives - 3 continents

4. HCM vendors I‟ve worked with (partial list)

5. Evolution of HR / HCM Systems
Embedded analytics >>> Embedded social networking

6. Impact of a „Mature‟ Talent Management Strategy
Bersin & Associates -- Talent Management Factbook 2010

7. Driving employee engagement – core to TM strategy
 Once a year, JC Penney's 155,000 workers fill out a 50-question survey
on their understanding of the corporate vision, the level of support they get
from managers, and even whether they have a "best friend" at work
 The results … % of "engaged" workers rose from 66% to 75% two years
ago, and 18 percentage points higher than the typical retail company
 Penney's internal research shows that stores with top-quartile engagement
generate 10% more in sales per square foot, and 36% greater operating
income than similar-sized stores in the lowest quartile
 Thousands of companies have jumped on the engagement bandwagon
over the past decade, including Hewlett-Packard, Best Buy, The Ritz-
Carlton Hotel Co. and Wells Fargo & Co

8. Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!

9. Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!

10. Technology --- never more than 40% …
The other 60+ percent:
Clarity of strategy Changing / Changing/refining Policy changes
refining strategies methodologies
Metrics / decision Data model Process Process
frameworks changes definitions changes
Process Change Training People
integrations management competencies
TIP: Add up the activity hours
in your Talent Agenda
implementation workplan!
Over 40%?

11. Technology --- never more than 40% …
The other 60+ percent:
Clarity of strategy Changing / Changing/refining Policy changes
refining strategies methodologies
Metrics / decision Data model Process Process
frameworks changes definitions changes
Process Change Training People
integrations management competencies
TIP: Add up the activity hours
in your Talent Agenda
implementation workplan!
Over 40%?

12. Peeling the onion -- not really a technology issue
 An organization determines their turnover is lower
than their competitors -- good news
 Same organization looks further and determines their
turnover is lower, but they are losing more people to
their direct competitors than their competitors are
losing to them -- not good news
 Peeling the onion further … it is determined that very
few of those employees leaving for direct competitors
are determined to be upper quartile performers --
back to good news

13. Evidence-Based Management / Decision-Making
Bill James Cathy
- Promoted 3 yrs ago - Promoted 2 yrs ago - Promoted last year
- Rec‟d >avg bonus in „07 - Rec‟d >avg bonus in „08 - Rec‟d >avg bonus in „09
- Rec‟d low training $‟s - Rec‟d high training $‟s * - Rec‟d high training $‟s **
- Worked 1,860 hrs in ‟09 - Worked 2,560 hrs in ‟09 - Worked 2,190 hrs in ‟09
- Worked 2,100 hrs in „08 - Worked 2,510 hrs in „08 - Worked 2,210 hrs in „08
- Supv received 3 rating - Supv received 2 rating - Supv received 4 rating
- Medium turnover in dept - High turnover in dept - Low turnover in dept
- Referred 1 employee - Referred 0 employees - Referred 4 employees
- 75 minute commute - 45 minute commute - 15 minute commute
- Engagement high in dept - Engagement low in dept - Engagement high in dept
* - Received training in Lean Six Sigma, Ruby On Rails
** - Received training in compliance and personal effectiveness
Question 1: Most likely to leave within 12 months?
Question 2: Most likely to stay and refer successful employees?
Question 3: Best candidate for coaching, assessing their engagement level?

14. Spotting exec retention risks
 Retention vehicles losing their value as retention instruments
 tail-end of vesting schedules (for stock or deferred bonus)
 employment contract minimum length of stay threshold met
 Total compensation is low relative to market --- for industry and/or
peer group across industries
 Ranking or strength of brand is trending downward
 Changes in employee engagement or turnover within business unit
 Passed over more than X times (e.g., 2 times) for promotion
 Signs of career peaking or potential mis-alignments; e.g., 360
reviews trending downward
 Lack of receptivity to exec coaching

15. Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!

16. Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!

17. Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!

18. Talent Management Solutions – 5 realities
1. Technology should never be more than 40 percent of the answer
to driving the HCM/Talent Mgt agenda
2. The most often purchased / deployed Talent Management Module
(outside of Recruitment) is associated with the Talent Mgt process
that stakeholders are most unhappy with
3. ERP customers use only 2/3 of their system‟s core functionality;
and ROI on the best Talent Mgt systems typically takes 2-3 years
4. Technology vendors have promoted an overly process-centric view
of HCM … but many HCM challenges, risks and oppty‟s have no
standard processes defined
5. Standardization of HR data & processes, well defined processing
rules, robust system of record, web access, ESS / MSS, reporting
tools and the 4 “abilities” may account for over 80% of the benefits
of HR Technology investments … foundational capabilities rule!

19. 3-tier HR technology value pyramid
• Workforce planning & modeling
Bus. • Analytics and decision-support
Integrated
Intel. • Predictive tools
Talent Layer
Management
• ESS / MSS
• Productivity tools / portals
Enablement and • Web services
• Content, resources
Collaboration Layer • Web 2.0 >> communities!
Foundational
Capabilities • System of record
• Data model
• Business and
Transaction / Admin Layer
processing rules
• Security
• Integrations

20. Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept

21. Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept

22. Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept

23. Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept

24. Convergence --- or meeting half-way

25. Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept

26. Talent Management Maturity: 2008-2010
Bersin & Associates -- Talent Management Factbook 2010
“Only 5-7% of companies report their organization
had a clear talent management strategy.”
(n= 900+ in 2008, 700+ in 2010)

27. Talent Management Maturity: 2008-2010
Bersin & Associates -- Talent Management Factbook 2010

28. Talent Management Solutions – 5 myths
1. HR-ERP‟s offer equivalent functionality to B.O.B‟s and TMS suites
2. Most BOB‟s and TMS Suites include ready-integrations to an
HR- ERP backbone
3. TMS vendors will soon pull off the “convergence vision”
4. TMS and HR-ERP‟s are now sophisticated enough to guide
optimal HCM decision-making and really drive the Talent Agenda
5. Predictive models are too complex for the average HR Dept

32. Recent advances …
 Cornerstone OnDemand … Social Learning and Integrated Talent Profile
Taleo, SuccessFactors, Workday and others … “Baseball cards” and “dynamic
organization charts” as user interfaces
 Kronos ...“Use-centric” experience, application changes modalities as a user‟s needs
change; designed for the different "modes of usage" a manager needs during the day
 Plateau, Taleo, SuccessFactors and Saba just rolled out major facelifts using Adobe
Flex, a technology which enables developers to build “client/server” applications
on the web … customers can implement new UI‟s without upgrading their back-end
 PeopleclickAuthoria … Mobile devices to approve job req‟s and manage interview
schedules (candidates and interviewers) on the go
 Jobvite … Social networking-driven recruiting … sourcing, matching through on-
boarding
 SuccessFactors acquires InfoHRM … What-If Financial Modeling & Mobility Planning
 HumanConcepts acquires Transition Manager from Taleo/PBN

33. Recent advances …
 Enwisen … Socialization as employees exit a company
 SilkRoad … Cloud computing and targeted job functions via Heartbeat HRMS
 Taleo … Taleo Grid – social networking around best practices
 Globoforce … New dashboards to measure recognition and tie recognition to
performance
 MrTed … Cloud 9 release to provide more interactivity and configurability
 Sonar6 … Leading user experience for performance reviews and engagement
 Kenexa …“I x E” brand (Individual X Environment) branding and renewed product
focus
 Workscape …Greater Focus on Compensation and Performance
 Workday …
• ability to right click on nearly any element and get an action-oriented menu
which enables managers or HR staff to take action immediately
• incorporates the use of "widgets" which enable users to create a report or chart
and then "paste" it into a web-page -- so it can be shared and reused easily

34. Visualization …. “Baseball Cards” User Interface

35. Social Networking/Social Collaboration/Social Learning

36. In “Grown Up Digital” Don Tapscott recaps his $4.5M
study of 8,000 people born between 1978 and 1994
He identifies 8 norms of the “Net Generation”:
1. They prize freedom
2. They want to customize things
3. They enjoy collaboration
4. They scrutinize everything
5. They insist on integrity in institutions and corporations
6. They want to have fun even at school and at work
7. They believe speed in technology (and all else) is normal
8. They regard constant innovation as a fact of life.
“Social networking is the 21st Century operating system.”

37. All technology solutions behave differently
in different organizational contexts
Structure
Strategy Systems
Shared
Values
Skills Style
Staff
www.themanager.org

38. “Good judgment comes from experience,
experience comes from bad judgment.”
www.HRTechTruth.com
SBGConsultingllc@gmail.com