FOUR CRITICAL ITEMS YOU SHOULD BE TRACKING ON YOUR TALENT MANAGEMENT SYSTEM RADAR 5/30/2012

Transcription

1 FOUR CRITICAL ITEMS YOU SHOULD BE TRACKING ON YOUR TALENT MANAGEMENT SYSTEM RADAR Rob Scott : National Practice Leader Human Capital Services 1

2 TODAYS DISCUSSION The changing cloud talent process impacts The realities of integrating your SaaS tools to on-premises systems Social media impacts on performance management we re only at the beginning! Making social media work for you - best practice guidelines THE CHANGING CLOUD AND SERVICES 2

3 "THE CLOUD IT'S INEVITABLE" News headlines We are quickly moving from cloud to clouds SaaS is just a delivery method that lives in a cloud Cloud spend expected to be $13 billion by 2014 SaaS will increase by 112% by 2013 You don t have to worry about your data! most recognized providers have better security than your company Vendor buy-outs are disconcerting, but they won t upset their client base "THE CLOUD IT'S INEVITABLE" Positive messages about SaaS Reliable access More rapid state-of-art technology Lower cost of ownership Rapid time to production Predictability of costs Easy ability to scale Data load management better managed by SaaS providers Negatives messages about SaaS Privacy issues still exist Can t touch core code Still need to build compliance 3

4 "THE CLOUD IT S INEVITABLE" Over the last 10 years, cloud services and the significant impact they are having on the HR function, offers companies an opportunity to do things faster, cheaper, with less assistance and with greater flexibility. Cloud computing is changing the way people will operate Time to value Service levels Infrastructure HR needs to take the lead in ensuring the people and processes are adjusted to suit the changing environment In particular, the changing role of IT ~ skill sets, customer needs, roles Deal with organisational structures that support applications and data that are located in the cloud Requires new types of business relationships IT is now in the hands of non-it people and end users "THE CLOUD IT S INEVITABLE" Don t underestimate the organizational changes required to support a new delivery model, the culture impacts, the new talent war and the time warp! 2010 top reasons for selecting SaaS Cost Rapid deployment 2012 top reasons for selecting SaaS State-of-the-art HR products Cost Upgrades Faster access to Innovation Higher response to customers Risks to take note of Data leakage through mobile tools Are SaaS providers aiming to become mini Google's? Who owns your meta data You are not always on the current release You may be technically on the latest release, but not always functionally With every update you need to consider process, procedures and change management 4

5 THE REALITIES OF INTEGRATION BETWEEN SAAS & ON-PREMISES "REST ASSURED, IT WILL GET EASIER" Integration is not just a technical challenge. There is convincing evidence that integrated performance management environments (with recruitment, succession, learning & development, workforce planning, compensation, career management and leadership development) significantly improves overall business, talent and employee results Bersin & Associates 5

6 "REST ASSURED, IT WILL GET EASIER" Some argue that integration is less of an issue however with analytics becoming such a big issues for HR, integration may be more relevant that 2-3 years ago Challenges are in Cloud-to-cloud Public to private Cloud to on-premises While maintaining Global security Data integrity Single version if the truth Ultimately you need to keep a balance between functionality, flexibility and usability REST ASSURED, IT WILL GET EASIER The shift towards hybrid architectures--a mix of traditional on-premise applications and SaaS offerings, means that more and more enterprise data is being scattered across the cloud. The result is the proliferation of cloud silos, which leads to data redundancies and make business processes less efficient. Two broad solution Custom integrations Time and cost Ongoing maintenance Lack of flexibility ipaas (Integration Platform as a Solution) Library of cloud connectors Developers toolkits Secure data gateways Management portal 6

7 REST ASSURED, IT WILL GET EASIER 33% of buyers are willing to sacrifice functionality for more integration SOCIAL MEDIA IMPACTS ON PERFORMANCE MANAGEMENT 7

8 "SOCIAL MEDIA IS NOT JUST A TOOL" Social media is changing communication, awareness, levels of transparency, marketing and knowledge management but few conversations about how it s changing leadership and talent are taking place Social media is so successful because it allows us to create & share We can do it on our own It s a window into society and people we employ, and how they want to engage and be managed "SOCIAL MEDIA IS NOT JUST A TOOL" Embracing social media is difficult If we operate our organizations like machines. Social media thrives on more human like operating models with human principles Collaboration Sense of belonging Trustworthy Generative Courageous Using social media means changing the rules ~ extend to the peripheral like a star fish Who decides Who speaks Who acts 8

9 "SOCIAL MEDIA IS NOT JUST A TOOL" If you are trying to apply social media to a performance management environment it will require you to make some fundamental shift The power of the mob is back a shift from hierarchical subservience (military style /machine of previous generation) back into the hands of the collective of individuals (tribes, think ancient Rome/French revolution) Influence is important and can be measured Performance management should consider the influence of people in a social media work environment Klout scores are now being requested during interview processes "SOCIAL MEDIA IS NOT JUST A TOOL" People work in networks and want to be connected/feel a part of something bigger If we measure someone s performance, we can no longer do this without them understanding the bigger picture and how they fit in to the overall business strategy People are starting to demand being a part of the bigger strategy think of how even at a consumer level, we now have power over brands/product development through forums and social media Transparency is now not negotiable, it is essential. If social media is showing peoples willingness to reveal all on Facebook/ twitter /LinkedIn, doesn t this say something about their expectations of a performance management process? 9

10 "SOCIAL MEDIA IS NOT JUST A TOOL" Social media could be a future predictive technique for talent management or other key decisions Your collective organisational crowd could become a distributed problem solving network There is no one particular expert, but as a collective, the crowd generally gets it right Predictive markets are very accurate because only those who have a real interest participate. As we mature in social media, we will open new doors to our organisational ability: Our internal crowd could accurately predict product launch successes Peer prediction on individual promotions MAKING SOCIAL MEDIA WORK FOR YOU 10

11 "SOCIAL ENVIRONMENTS NEED CHANGE" Social media is not something you control, but rather you need to tap into it and listen If we truly embrace the power of social media, we will understand the need to adjust the practices of: Engagement Motivation Rewarding people Be very clear on social media restrictions. In most cases they don t work If you are using an internal social media tool such as Jam, then have very specific objectives. If you allow it to become a Facebook or Twitter you will loose the battle to leverage the power of the collective. "SOCIAL ENVIRONMENTS NEED CHANGE" Be prepared to think differently about who and when commentary is made Social media can be a catalyst to promote real organizational and performance improvement through talent management tools Leadership must be prepared to adapt and change fundamentally from a machine mentality to a human mentality Integrate social media into recruitment, workforce planning and on boarding etc. There is an evolution of talent and social tools Social management is a feature of talent applications Talent management applications integrate with a social network Talent management features incorporated into a social network 11

12 THANK YOU & QUESTIONS Rob Scott Human Capital Services robscottinsyd 12