Three Steps to a Hard Dollar ROI from Talent Management
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Organizations need HR, but often regard it as a tactical necessity rather than a strategic essential. In this webinar, Infor HCM’s Michael Brandt explains how to build on HR’s daily transactional activity to create great strategic impact with a solid dollar value. He’ll examine how great value depends on doing the daily work of HR well, and then sharing the results for wider, deeper impact. Using real-life examples, Michael will explore: • The crucial importance of data • Getting hard dollar impact from soft cultural change • Why systems usability and integration are key to success • How HR can build value across the employee life cycle • The technology and systems you’ll need
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Three Steps to a Hard Dollar ROI from Talent Management
- 1. Three Steps to a Hard Dollar ROI from Talent Management Mollie Lombardi VP/Principal Analyst of Workforce Management PracAce Brandon Hall Group Michael Brandt Area VP, HCM SoluAons Infor
- 2. RESEARCH PRACTICES Learning & Development Talent Management Leadership Development Talent AcquisiAon HR/Workforce Management ©2014 Brandon Hall Group, Inc. 2
- 3. Type in your question here Have questions after the session? Email: success@brandonhall.com Website: www.brandonhall.com Phone: (561) 306-3576 PRESENTATION IS BEING RECORDED PLAYBACK AND SLIDES WILL BE SENT OUT AFTER THE WEBINAR ©2014 Brandon Hall Group, Inc. 3 How to Ask QuesAons and Make Comments We’re social! @BrandonHallGrp
- 4. ©2014 Brandon Hall Group, Inc. 4 Agenda • Managing Talent Risk • The Role of CriAcal Roles • People-‐driven Success
- 5. No Business Plan Without a Talent Plan ©2014 Brandon Hall Group, Inc. 5
- 6. 5 Kinds of Talent Risk • Capability Risk • Capacity Risk • Cost Risk • ConnecAon Risk • Compliance Risk ©2014 Brandon Hall Group, Inc. 6
- 7. It’s All Connected ©2014 Brandon Hall Group, Inc. 7
- 8. Competencies The language we use to talk about talent ©2014 Brandon Hall Group, Inc. 8
- 9. Managing Risk Requires Deep Insight ©2014 Brandon Hall Group, Inc. 9
- 10. What Are Your CriAcal Roles? ©2014 Brandon Hall Group, Inc. 10
- 11. Defining CriAcal Roles Source: Brandon Hall Group, Skill Study, October 2014 38% 24% 38% Critical roles defined to meet business goals for the next 12 months Critical roles defined to meet business goals for the next five years Critical roles for future business need are not defined ©2014 Brandon Hall Group, Inc. 11
- 12. Defining CriAcal Roles Source: Brandon Hall Group, Skills Gap Study, October 2014 24% 41% 7% 21% 7% 50% 25% 0% Skill and behavioral competencies, job level competencies, cognitive abilities, cultural fit Skill and behavioral competencies, job level competencies Job based competencies General job description only Critical roles not defined All Respondents ©2014 Brandon Hall Group, Inc. 12
- 13. Where Do Competencies Come From? • OrganizaAonal culture • Leadership characterisAcs • Current high performers in the role • Forward-‐looking business strategy ©2014 Brandon Hall Group, Inc. 13
- 14. Use of Assessments for CriAcal Roles Source: Brandon Hall Group, Skills Gap Study, October 2014 22% 24% 37% 17% 50% 25% 0% We do not use assessments for critical roles We're in the process of implementing assessments for critical roles We use assessments for only some of our critical roles We have assessed almost everyone in a critical role All Respondents ©2014 Brandon Hall Group, Inc. 14
- 15. Poll QuesAon How does your organizaNon currently use talent performance profiles? – For assessing candidates exclusively – For exisAng employees exclusively – For assessing candidates and exisAng employees – We do not use assessments ©2014 Brandon Hall Group, Inc. 15
- 16. MulAple Levels of Competencies Mission and vision Strategies IniAaAves OrganizaAonal competencies Leadership competencies Job role competencies ©2014 Brandon Hall Group, Inc. 16
- 17. Check Regularly ©2014 Brandon Hall Group, Inc. 17
- 18. The EvoluAon of Assessments Pre-‐hire tesAng Pre-‐and post-‐hire skills and capabiliAes Ongoing assessment strategy Technology enabled assessment strategy ©2014 Brandon Hall Group, Inc. 18
- 19. Used Throughout the Lifecycle • Fit for hire • Guided onboarding • Ongoing development • Teaming • Leadership style • Mergers and acquisiAons • Succession ©2014 Brandon Hall Group, Inc. 19
- 20. It’s All Connected ©2014 Brandon Hall Group, Inc. 20
- 21. ©2014 Brandon Hall Group, Inc. 21 Copyright © 2012. Infor. All Rights Reserved. www.infor.com 21 Infor HCM People-‐driven success Michael Brandt, Area VP, HCM SoluAons, Infor
- 22. QuesAon What are you hearing out there?
- 23. What are you hearing out there? Process A utomaNon We will streamline your processes! SaaS One vendor, one code-‐set, easy upgrades! End to End Because we have everything, we are beier! Best of Breed We are beier because we focus on this one specific thing!
- 25. What are you not hearing? How you can …
- 26. What are you not hearing? idenAfy your own top people repeatedly make great hires idenAfy the traits that work develop your people against those traits track this against the company’s boiom line! How you can …
- 27. Best Way to Improve The Boiom Line ?
- 28. every employee ● your only employee every performer ● a top performer
- 29. Break Down Top Performers: Sales RepresentaAve Example What makes top performers great? The Key Traits and Components Differ From Company to Company: – Empathy – Controlling – Listening Build a Performance Profile (Talent DNA)
- 30. Best Way to Improve The Boiom Line Replicate Top Performers Using Proven Traits
- 31. People-‐driven success The three steps Science-‐driven HR success Map, hire and develop your top talent … on scienNfic principles Taking the guess-‐work out of HR and TM process success The support you need Usable, data sharing technology
- 32. People-‐driven success The three steps Map, hire and develop your top talent … on scienNfic principles Science-‐driven HR success Taking the guess-‐work out of HR and TM process success The support you need Usable, data sharing technology
- 33. Step 1: Map Your Talent Benchmark your key talent profiles for mission-‐criAcal roles Define the DNA of best of the best IdenAfy key behaviors and traits that make them the best Talent Mapping Accountab 10 5 0 Adaptabilit Communic Customer Inclusiven Team Leadership Power Approval Avoidance PerfecAoni OpposiAon CompeAAv Dependen Traits
- 34. Step 2: Hire/IdenAfy Top Talent Leverage research to define recruiAng strategies Assess applicants against top traits by role Replicate/hire the traits of your top people Understand the business effect of every hire
- 35. Step 3: Develop/Foster Top Talent Develop performance and development plans around top traits Track the effects of every improvement on business Measure onen, realign and monitor effect Foster your top producAvity DNA plan
- 36. People-‐driven success The three steps Science-‐driven HR success Map, hire and develop your top talent … on scienNfic principles Taking the guess-‐work out of HR and TM process success The support you need Usable, data sharing technology
- 37. Human Resources Workforce Management Talent Science Learning Management HR Service Delivery Talent AcquisiNon Talent Management Course and Curriculum Content Authoring CerNficaNon Management Compliance Assurance System of Record Performance Fit Employee Benefits Payroll Management Answersource HR Case Management Self Service Off-‐Boarding Applicant Tracking RequisiNon and Workflow On-‐Boarding Social RecruiNng Timekeeping OpNmized Scheduling Labor BudgeNng, ForecasNng ProducNon AnalyNcs Performance and Goals Succession CompensaNon Skills and Competencies Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon Simple ScienNfic Social BeauNful Flexible
- 38. Human Resources Workforce Management Talent Science Learning Management HR Service Delivery Talent AcquisiNon Talent Management Course and Curriculum Content Authoring CerNficaNon Management Compliance Assurance System of Record Performance Fit Employee Benefits Payroll Management Answersource HR Case Management Self Service Off-‐Boarding Applicant Tracking RequisiNon and Workflow On-‐Boarding Social RecruiNng Timekeeping OpNmized Scheduling Labor BudgeNng, ForecasNng ProducNon AnalyNcs Performance and Goals Succession CompensaNon Skills and Competencies Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon Simple ScienNfic Social BeauNful Flexible
- 39. Human Resources Workforce Management Talent Science Learning Management HR Service Delivery Talent AcquisiNon Talent Management Course and Curriculum Content Authoring CerNficaNon Management Compliance Assurance System of Record Performance Fit Employee Benefits Payroll Management Answersource HR Case Management Self Service Off-‐Boarding Applicant Tracking RequisiNon and Workflow On-‐Boarding Social RecruiNng Timekeeping OpNmized Scheduling Labor BudgeNng, ForecasNng ProducNon AnalyNcs Performance and Goals Succession CompensaNon Skills and Competencies Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon Simple ScienNfic Social BeauNful Flexible
- 40. Human Resources Workforce Management Talent Science Learning Management HR Service Delivery Talent AcquisiNon Talent Management Course and Curriculum Content Authoring CerNficaNon Management Compliance Assurance System of Record Skills and Competencies Employee Benefits Payroll Management Answersource HR Case Management Self Service Off-‐Boarding Applicant Tracking RequisiNon and Workflow On-‐Boarding Social RecruiNng Timekeeping OpNmized Scheduling Labor BudgeNng, ForecasNng ProducNon AnalyNcs Performance and Goals Succession CompensaNon Skills and Competencies Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon Simple ScienNfic Social BeauNful Flexible
- 41. Human Resources Workforce Management Talent Science Learning Management HR Service Delivery Talent AcquisiNon Talent Management Course and Curriculum Content Authoring CerNficaNon Management Compliance Assurance System of Record Performance Fit Employee Benefits Payroll Management Answersource HR Case Management Self Service Off-‐Boarding Applicant Tracking RequisiNon and Workflow On-‐Boarding Social RecruiNng Timekeeping OpNmized Scheduling Labor BudgeNng, ForecasNng ProducNon AnalyNcs Performance and Goals Succession CompensaNon Skills and Competencies Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon Simple ScienNfic Social BeauNful Flexible
- 42. Human Resources Workforce Management Talent Science Learning Management HR Service Delivery Talent AcquisiNon Talent Management Course and Curriculum Content Authoring CerNficaNon Management Compliance Assurance System of Record Performance Fit Employee Benefits Payroll Management Answersource HR Case Management Self Service Off-‐Boarding Applicant Tracking RequisiNon and Workflow On-‐Boarding Social RecruiNng Timekeeping OpNmized Scheduling Labor BudgeNng, ForecasNng ProducNon AnalyNcs Performance and Goals Succession CompensaNon Skills and Competencies Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon Simple ScienNfic Social BeauNful Flexible
- 43. Human Resources Workforce Management Talent Science Learning Management HR Service Delivery Talent AcquisiNon Talent Management Course and Curriculum Content Authoring CerNficaNon Management Compliance Assurance System of Record Performance Fit Employee Benefits Payroll Management Answersource HR Case Management Self Service Off-‐Boarding Applicant Tracking RequisiNon and Workflow On-‐Boarding Social RecruiNng Timekeeping OpNmized Scheduling Labor BudgeNng, ForecasNng ProducNon AnalyNcs Performance and Goals Succession CompensaNon Skills and Competencies Top Performer Analysis Performance Profiling Behavioral Assessment Candidate SelecNon Simple ScienNfic Social BeauNful Flexible
- 44. Sales Associate – Foot Locker n = 2,446 n = 988 Pre: not assessed Post: assessed *Denotes staAsAcal significance d=0.62, p = .0000* $16,170,677 addiAonal sales Increased SPH in assessed group
- 45. People-‐driven success The three steps Science-‐driven HR success Map, hire and develop your top talent … on scienNfic principles Taking the guess-‐work out of HR and TM process success The support you need Usable, data sharing technology
- 46. SupporAng your success • The importance of usability – For ‘ease of use’ to Wow factor – Ensures people using sonware and good data entered • The importance of data-‐sharing across processes – Making the most of talent data – Infor ION / Business Vault? • People – Methodologies need people – Technology needs people
- 47. ©2014 Brandon Hall Group, Inc. 47 Copyright © 2012. Infor. All Rights Reserved. www.infor.com 47
- 48. ©2014 Brandon Hall Group, Inc. 48 Copyright © 2012. Infor. All Rights Reserved. www.infor.com 48
- 49. The aim: predictable, repeatable success
- 50. People-‐driven success The three steps Science-‐driven HR success Map, hire and develop your top talent … on scienNfic principles Taking the guess-‐work out of HR and TM process success The support you need Usable, data sharing technology
- 51. ©2014 Brandon Hall Group, Inc. 51 Copyright © 2012. Infor. All Rights Reserved. www.infor.com 51 Infor HCM People-‐driven success Michael Brandt Area Vice President HCM Solutions michael.brandt@infor.com http://www.infor.com
- 52. QuesAons? ©2014 Brandon Hall Group, Inc. 52 Mollie Lombardi VP/Principal Analyst of Workforce Management PracAce Brandon Hall Group Michael Brandt Area VP, HCM SoluAons Infor
- 53. Thank You Mollie Lombardi VP/Principal Analyst of Workforce Management PracAce Brandon Hall Group mollie.lombardi@brandonhall.com Michael Brandt Area VP, HCM SoluAons Infor michael.brandt@infor.com ©2014 Brandon Hall Group, Inc. 53