How to Transform Your Talent Strategy into a Business Strategy Presented by:

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1 How to Transform Your Talent Strategy into a Business Strategy Presented by: Sharlyn Lauby ITM Group Inc. Sponsored By: Wednesday, May 21, :00 p.m. to 3:00 p.m. Eastern 1:00 p.m. to 2:00 p.m. Central 12:00 p.m. to 1:00 p.m. Mountain 11:00 a.m. to 12:00 p.m. Pacific 2014 BLR and HR Hero Business & Legal Resources and HR Hero. All rights reserved. These materials may not be reproduced in part or in whole by any process without written permission. This program has been approved for 1.00 credit hours toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI).The Program ID number will be ed to the registered participant at the completion of the conference. For more information about certification or recertification, please visit the HRCI website at

2 How to Transform Your Talent Strategy into a Business Strategy Sponsored by Today s Webinar Present the business case for linking talent strategy and business strategy Outline 6 steps for transforming talent strategy into a business strategy Share case studies and success stories

3 What is Talent Management? Talent Acquisition Compensation TALENT MANAGEMENT Learning Performance Succession Planning POLL: Does your organization have a formal talent management strategy? A. Yes, and it s working well for us B. Yes, but we feel it needs something more C. Yes and No, we have some components but not a full strategy D. No, but we re looking at it

4 The Business Case for Linking Talent and Strategy SHRM Identifying talent is critical to business success (88%) Shortage of talent in their industry (51%) Talent shortage could impact business results (67%) Ernst & Young Greater return on equity (38%) Money Time Productivity 1. Follow the Basics Simplicity wins Create the wish list then prioritize Manage change in phases

5 2. Keep Project Timelines Flexible Prepare for delays and unforeseen challenges Consider how delays impact the user experience Balance quality, timing, and cost POLL: Does your organization automate any portion of their talent management strategy? A. Yes, and it works well for us B. Not yet, but we re hoping to C. No, it s not a part of our plans

6 3. Use Automation and Technology Strategically Keeping up with the latest innovations Early versus late adopters Focus on the goal 4. Be Accountable Easy and simple projects still require work Renegotiate instead of blame Create a culture of accountability

7 5. Create Buy-In Project sponsors Internal cheerleaders Pilot groups and user feedback 6. Consistent Execution and Evaluation Most visible part of the process Communications plan Modify and reevaluate

8 Case Example 1 Aligning Talent to Business Strategy Identified Strategic Talent Management Focus Areas Performance Management Create shared processes Align approach Make it Employee centered Provide measures of success in the process Succession Planning Mitigate risk in leadership Mitigate risk in high risk positions Reduce time & cost Learning Management Single point solution Gain efficiencies Provide selfservice Support leaders

9 Created Buy-In and Accountability for Project Success Decision committee Steering committee Application owner Designer/administrator Administrator for exceptions Business partners Selected Technology Partner: Integrated Talent Management Suite Performance Management Halogen eappraisal Ensure ongoing Performance Feedback Standardized workflow and forms Drive accountability with managers via automation and tracking Succession Planning Halogen esuccession Leverage performance management results and potential analysis to identify HiPos Create leadership talent pools critical to success Identify Retention Risks Learning Management Halogen elearning Manager Link Learning to Performance Improvement Make it easier for managers to add learning to development plans Identify improvements in competency over time

10 Essential Elements for Success: Priorities for Implementation Fixed information gaps Simplified the steps Created consistency Stuck to the basics Kept timelines fluid Careful with changes Measuring & Communicating Desired Results Employee Centered Manager Accountability Identify critical talent pools Support leaders with self-service

11 Case Example 2 Aligning Talent to Business Strategy Original Talent Management State No manager goals/objectives Annual review process not followed, employees skeptical Process an administrative nightmare little usable information No organizational goals/objectives No method to measure or report on completed appraisals No employee accountability Employees not measured against goals or objectives

12 A Culture Shift: A Big Picture Plan Six years ago, created a new Strategic Plan Vision: To become a world-class leader in connecting people to wildlife and conservation Detailed a new, aggressive list of company s strategic highlevel goals and priorities Identifying Organizational Goals & Drivers Both internal & external Examples: Competition in our industry Labor market Employee engagement/satisfaction issues Legal consideration Technology/Budgetary constraints

13 Conducting a Gap Analysis Where was the organization at, compared with where it wanted to be? Example: Gap: Succession Planning World leading programs had them San Diego Zoo did not Risk: Retention of Talent Continue status quo Not be prepared to promote from within Lose people A Big Picture Plan for the Future Accountability & Pay for Performance Better communication SMART goals Succession planning Leadership development

14 Technology to Support a World-Class Workforce Bring talent management processes online to: Tightly map talent management strategy to our strategic plan Introduce a pay-forperformance system tied to goals Increase goal alignment Increase employee accountability, recruitment & retention Needed a talent management solution that could Objectively measure employee performance Link performance to compensation Be easy-to-use for our non-tech savvy employees Selection, buy-in and implementation In 2005, selected Halogen performance management system Gradual, methodical implementation More than 200 managers collaborated on key goals and competencies Within 3 months the solution was running

15 Talent Management Program Today Manager Performance results linked to compensation: Overall Score: 50% Objectives, 50% Leadership Competencies Feeds Merit Matrix for true Pay-for-performance World Famous brand applied to employees Employees challenged to be their best Zoo University & advanced leadership training All people managers & above hired internally Increased organizational alignment Supports a high-performance culture Accountability directly tied to compensation Increased employee engagement Engagement scores have increased 30% Talent Management Program Today Year-round performance journals & ongoing feedback Established a coaching culture Managers & employees have regular performance discussions Goals are regularly revisited Employee development & career progression a priority Consistent performance management process Better reporting Better at recruiting / retaining our employees

16 Recap Talent management is critical to business success Create buy-in Start small Stay focused Be flexible Constantly evaluate Talent management technology can offer scalability and standardization Integrating talent management to business strategy improves the bottom-line Questions? Sharlyn Lauby ITM Group Melany Gallant Halogen Software x

17 Disclaimers *This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

18 Sharlyn Lauby Sharlyn Lauby is President of ITM Group Inc., a consulting firm that focuses on developing training solutions to engage and retain talent in the workplace. The company has been named one of the Top Small Businesses in South Florida. She is also the author of the blog HR Bartender, a friendly place to talk about workplace issues. The blog has been recognized as one of the Top 10 Business Blogs Worth Reading by the Society for Human Resource Management (SHRM) and SparkHire s Top 25 Must- Read Blogs for Employers. Halogen Software s vision is to help organizations of all sizes build world-class workforces that are aligned, inspired and focused on delivering exceptional results. Ranked number one in customer satisfaction, Halogen offers the first and only talent management system organically built from the ground up to drive higher performance. The company s award-winning cloud-based products are designed to automate, simplify and integrate performance appraisals, 360-degree feedback, compensation management, succession planning, job descriptions, learning management and recruiting.

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