Most talent management solutions aren't all that different from each other. But this one is: it’s built around a machine-learning brain—technology that quickly digests incoming workforce data, evaluates it, and learns from it. Correlating diverse inputs to deliver ideas and options you didn't know you had. See the tangible difference this makes. Download our LookBook to learn how Saba Intelligent Talent Management: Delivers relevant, personalized recommendations Provides answers to critical HR questions—before you even ask Individually mentors every employee Advises you of problems before they materialize To get the LookBook, register here.

1. The Story of
INTELLIGENT
TALENT MANAGEMENT

2. CHAPTER 1
What It Is and
Why It Matters

3. It seems like just about everything is changing
about the way we work.
– 1 –

4. New and disruptive technologies
play a big part...
– 2 –

5. As does the new generation of workers…
– 3 –

6. And a global business arena where
market forces align, shift, and then realign…
– 4 –

7. ... so quickly that we can’t keep up, using the tools
and processes of just a few years ago.
– 5 –

8. How does all this affect the workplace?
Research paints a troubling picture:
– 6 –

9. More employees than ever are feeling disengaged.
– 7 –

10. Leaders are in short supply.
– 8 –

11. Workers are changing employers every few years.
– 9 –

12. Emerging specialties require brand-new skill sets.
– 10 –

13. And the incoming deluge of business data never stops.
– 11 –

14. Is it any wonder that employees feel
OVERWHELMED?!
– 12 –

15. Line-of-business managers, for instance,
are pulled in all directions..
– 13 –

16. And every day,
HR faces a dizzying array of challenges.
– 14 –

17. It’s all too much to deal with. Even the most skilled
multitasker can’t stay on top of everything.
No human being possibly can.
– 15 –

18. But new technologies absolutely can.
In fact, that’s why they were invented:
to quickly digest enormous quantities of
information, learn from it, and
use these insights to improve
people’s experience.
– 16 –

19. We already take this for granted in our personal lives.
Think how the consumer Web has transformed
the way we search, shop, share, find entertainment,
and get from place to place.
– 17 –

20. Intelligent technology makes all of this faster
and easier. But that’s not all…
– 18 –

21. It also shows us new ideas and options.
Valuable opportunities we didn’t even know existed.
Now that’s revolutionary!
– 19 –

22. Couldn’t smart technology do the same for HR
professionals, to help them better meet the
needs of a changing workplace?
– 20 –

23. Picture an HR system that does more
than just collect and store information:
– 21 –

24. A very, very brainy system that analyzes and evaluates
“Big Data” about people. Turning it into:
– 22 –

25. …which it then serves up to you—like an Amazon or
Netflix—without your having to even ask.
– 23 –

26. This “what if” HR system has a name:
Intelligent Talent Management. And here’s the best part:
It’s not just a theory. It’s entirely real.
– 24 –

27. Right now, in companies all over the world, Intelligent Talent
Management is delivering personalized, evidence-based
recommendations to managers and employees alike...
– 25 –

28. Helping each and every one of them to work faster.
Work smarter. Collaborate more smoothly.
And make better decisions... in every facet of their job.
– 26 –

29. Want to see how?
or
– 27 –

30. CHAPTER 2
Intelligent Talent
Management at Work
– 3 tales with 2 endings –

31. Saving Sarah
A Story of Intelligent Rewards

32. 1
eet Sarah, a hardworking marketing manager:
well-liked, highly respected, but to her chagrin, sorely
underpaid. Jason, her manager, sees Sarah’s promise
but doesn’t know she feels under-compensated.
With a full plate, 12 direct reports, and Sarah’s annual
review 8 months away, Jason doesn’t have time,
nor perceives a need, to give Sarah’s situation special
attention. But outside recruiters have. Sarah has been
offered a more lucrative job somewhere else, and just
gave notice. Now Jason and HR are scrambling to
craft an enticing counter-offer. In their haste, they’re
going on hunches rather than reasoned analysis. The
offer is too little and too late. Sarah is gone, and it will
take months of recruiting to find her replacement.

33. Not exactly the best outcome. But with Intelligent Talent
Management, the story could go quite differently:
You’ll remember from Chapter 1 that Intelligent Talent
Management has a built-in brain—which we call TIM for
short. TIM does far more than just collect
and store data. While Sarah was
feeling blue and her boss
going about cheerfully
clueless, TIM was on the job,
evaluating, comparing, and correlating
all its data and interactions about Sarah.
2

34. TIM’s assessment? Sarah is a high performer with
leadership potential, well worth developing,
but at risk to leave because she’s underpaid.
TIM alerts Jason and HR to all this—long
before Sarah is contacted by outside recruiters.
TIM’s alert includes a rundown of industry-standard
packages for Sarah’s position, dollar-amount incentive
recommendations to retain her, and a comparison of the
cost of retention vs. replacement.
Now aware of the problem, and with decision-critical data in
hand, Jason and HR take steps to pre-empt the departure of a
valuable employee. How’s that for a happy ending!
3

35. Millennial Joe
A Story of Intelligent Development

36. oe is a financial analyst itching for a new challenge.
He wants to work with people as well as numbers,
and he has the skills. With no clear in-company
program or resources for exploring a career change,
Joe does what any self-respecting millennial would
do: he takes his quest online—talking with friends
on Facebook. Reading relevant articles and blogs.
Setting up informational e-chats with LinkedIn
connections. And so on. Joe is on his way to
uncovering new opportunities. And none of them
will be with his present employer.
4

37. Were that employer using Saba’s IntelligentTalent Management
Suite, Joe could start and conclude his journey without looking
elsewhere. First, he would take advantage of Saba’s
built-in personal career planning tool, using its
gamification and modeling features to create
what-if scenarios and options, and explore how
they could be realized internally.
This activity would be noted by TIM, the system’s
embedded intelligence, which would go on to correlate
it with everything else it knows about Joe: his recent
completion of courses in Leadership and Problem-Solving...
the colleagues in HR he follows on Saba’s social platform...
and his profile notation of strong communications skills
and a college internship in HR.
5

38. In true proactive form,TIM would take action, messaging Joe with
the names of three company HR executives whose backgrounds
show some analytics experience.TIM also alerts Joe to a new
e-learning course,“Getting the Most out of your HRIS.”
None of this would preclude Joe from simultaneously delving
into other possibilities—product marketing, for example.The
career tool would guide Joe with alerts to marketing-related skills
he needs to develop, together with suggestions for relevant
courses, content, and in-company experts to follow.
Meanwhile,TIM would surface Joe’s career explorations to
HR and Product Marketing, both of which would start monitoring
his progress and keep him in mind for future positions. Joe is now
on track to changing careers—without having to change
employers.Thanks to IntelligentTalent Management.
6

39. Digging Up Diamonds
A Story of Intelligent Talent Mobility

40. A company business unit needs a marketing
manager for a new product in the line. HR and the
team’s Director review obvious internal
candidates: marketing managers for other
products in the same group. Of course, none of
them may be interested. If one of them does get
chosen, their current position will need to be
filled, most likely by recruiting from outside.
7

41. Here too, Intelligent Talent Management could make a decisive difference.
When HR posts the job request, TIM would surface not just the obvious
internal candidates, but others who are anything but obvious:
Colin, a software engineer who has taken courses in product marketing
on the Saba Learning platform, and exchanged ideas with
marketing managers Eric and Melanie, with whom he worked
on a cross-functional team. Both have cited Colin
on the social platform for original ideas and
initiative—a notation TIM includes in his alert to HR.
Through their own activity on the Saba system,
Melanie in Production and Joe in Finance (from the previous
story) have also shown interest and aptitude for a product marketing
manager role. TIM surfaces them to the hiring team as well.
8

42. Ordinarily, the new position and these 3 employees’career ambitions
would play out on totally separate tracks, passing each
other like ships in a fog. But Intelligent Talent
Management brings them together. The decision
makers are alerted to 3 promising internal candidates
they wouldn’t have otherwise known about—nor
could have been expected to. Odds are the position will
be filled without the delay, effort, and expense of a protracted
recruiting cycle. That’s a win for everyone.
9

43. To put it all together.
Intelligent Talent Management is a leap beyond
what conventional talent systems can do. It is:
Evaluates
new data
continuously
Alerts you
to issues before
they become
problems
Gives you
tailored
recommendations
So helpful
that employees
keep coming
back for more

44. THE END
www.saba.com/us/intelligent-talent-management/
EVEN
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