Managing Talent Groups with SAP HR PASSION. SAP SPECIALISTS.

Transcription

1 Managing Talent Groups with SAP HR PASSION. SAP SPECIALISTS.

2 Managing Talent Groups When managing the acquisition of talent through internal and external recruiting, and development of talent into key positions and jobs through succession planning, talent needs to be managed and engaged differently based on your specific processes as well as the needs of the talent that you are working with. SAP supports internal and external sourcing and development through the E-Recruiting and Succession Planning modules. sourcing and development. This article will not focus specifically on the Succession Planning module, but will focus on techniques within E-Recruiting and Succession Planning to support sourcing of talent from within and outside the organization. This article is based on the functionality of SAP E-Recruiting 6.0 and Succession Planning Succession Planning in the context of SAP supports the identification of key jobs and positions, the identification of potential successors, Though SAP E-Recruiting is seen as a powerful tool to source applicants internally and externally, it can do much more. measurement of potential successor readiness, and identification of activities needed to make ready that talent. Though SAP E-Recruiting is seen as a powerful tool to source applicants internally and externally, it can do much more; its integration to SAP HR, analytical support, and use of functionality such as Talent Groups, Job Families that are shared with Succession Planning and Enterprise Performance Management make it an ideal solution for supporting talent within ERP2005/ECC6.0. When recruiting with E-Recruiting, most of applicant tracking is usually done against a requisition. Within Succession Planning this would be done against a Succession Plan, and for talent sourcing and development that is not against a specific key job or position, either a Talent Group or Job Family can be used. You may recognize the names of some new SAP PD objects here. They will be 2

3 defined in the next section. The article is divided between sourcing for typical recruiting efforts and identification, development, and sourcing of internal talent. This article focuses on the mechanics of sourcing talent internally and externally. Assessing succession bench strength and current capabilities/potential of your workforce versus significant business risk such as the aging workforce is both critical and supported through the Talent Development Specialist role released with ERP2005 (now known as ERP6.0) Enhancement.Package 1 Though the PD objects mentioned in this article are all key to workforce analytics, discussion of the analytics themselves is beyond the scope of this article. 3

4 The Recruiting Talent Pipeline CANDIDATES APPLICANTS INTERNAL APPLICANTS INTERNAL CANDIDATES TALENT GROUP TALENT GROUP REQUISITION APPLICATION GROUPS TALENT GROUP EXTERNAL CANDIDATES THE TALENT POOL EXTERNAL APPLICANTS SOURCED BY RECRUITER APPLICANT APPLIES The Requisition Sourcing Process Applications against a specific requisition can come from a lot of different sources based on the sourcing need, as well as the needs of the candidate. Candidates that apply directly may do so online as a result of seeing a job ad, or they may send their information to the organization in paper or electronic form and have it submitted on their behalf. They may be giving their information to the organization for the first time; the candidate may have registered at the organizations career site or previously applied for a job and asked to be considered for other openings. The 4

5 candidate may have shown up in a search of the talent pool against the requisition requirements, and the recruiter may have invited them to apply for the position. Candidates may have come from a more generic recruiting effort such as XYZ University 2006 Recruiting Drive, and some pre-screening activities may have occurred before moving them to a specific requisition. Below we ll start by looking at how candidates are sourced into the talent pool and assigned to talent groups according to their potential and interests. We ll look at how the upfront proactive communication with talent can be used for faster, more effective sourcing of requisitions. We ll look at how generic recruiting efforts and unsolicited applications are grouped together under application groups, before being managed under a specific requisition. We ll finish by looking at how candidates apply directly against requisitions and the different options offered. 5

6 Sourcing the Talent Pool THE TALENT POOL RECRUITER INTERNAL CANDIDATES EMPLOYEE SAP HR TALENT GROUP TALENT GROUP TALENT GROUP MANUAL ENTRY NEW HIRE EXTERNAL CANDIDATES MANUAL ENTRY RESUME PARSER MANUAL ENTRY CANDIDATE FAX PAPER MAIL Overview of Talent Groups We define a talent group as group of candidates with similar properties or that need to be handed in a common way. It is up to customers to offer those candidates specific services. A talent group recruiting strategy and the talent needs of an organization, so talent groups will change over time. The assignment to a talent group is not necessarily a qualitative judgement on the candidate. 6 is seen as the result of the current company

7 Talent groups are static; this means talent groups are not be derived for candidates dynamically. This will be more or less a manual action performed by a person and not an automatic assignment. A candidate can belong to multiple talent groups at the same time and is not aware of her or his assignment. groups based on their needs. Different companies will use the concept of talent groups in different ways. The examples below show what kind of talent groups can be created, what purpose they can serve. In theory we could imagine a company that wants to use all of the examples simultaneously. The talent groups can be created, changed and deleted depending on the needs of the recruiting strategy. Each talent group has an owner who has the authorization to control all administrative aspects of the talent group. Recruiters need authorization for a specific talent group in order 1 Skill Pools 2 3 sort talent groups Experience Level Performance Level Alumni Status Career Aspirations Application Integrity to assign and reassign a candidate to a talent group or view the assignment. Talent groups can be used to search in the talent pool and address the corresponding candidates via various Talent Relationship Management activities. Talent groups are a very generic tool for the purpose of segmenting the candidates into different groups. Customers can create any kind of talent Recruiters and Succession Planners can use membership of a talent group as search criteria (e.g. include candidates with an engineering degree that belong to the high potentials group. This can be done when finding candidates for a requisition, for succession planning, or for general TRM activities. They can only search based 7

8 on talent groups where they are a support team member. If they look at a candidate s profile, it will list which talent groups they belong to, but it will only show the recruiter the talent groups that he or she is a support team member on. 1. Identify Talent Groups by Skill Pools Company A identifies talent groups with its skill pools. These are pools of people with certain skills (e.g. IT, legal, and oil exploration). Each skill pool has an own skill pool manager who is responsible of making sure there are enough people in his or her skill pool. 2. Identify Talent Groups by Experience Level Company B may want to use talent group reflecting experience level. Currently, the career page divides applicants over three broad groups: trainees, graduates, experienced professionals, 3. Identify Talent Groups by Performance Level Company C wants to use the talent pool for career and succession planning in that it wants to earmark certain candidates as short listed for position types A, B, C, etc. A variant of this is to distinguish performers, top performers and high potentials. Career managers actively attempt to further the careers of certain groups of candidates. The authorization concept is very important in talent groups, as managers and recruiters should not necessarily see who is being considered for high potential talent groups. 4. Identify Talent Group by Former Employee Status Company D would like to define a dedicated talent group to keep in touch with its former employees. Dedicated events are organized for the alumni. Special questionnaires are used to collect information from the alumni. each with their own set of questions. Behind the screens different recruiters deal with different groups of applicants. 8

9 5. Identify Talent Groups by Career Aspirations Company E wants to use the talent group to attract people interested in certain functions (e.g., management, administrative). Talent group questionnaires are used to gather additional information about the candidate, based on the job area they are interested in. 6. Identify Talent Groups by Level of Application Completeness Company F wants to clean up the talent pool and sees talent groups as an ideal instrument to keep the talent pool up to date and small. Example talent groups here are Those who did not maintain their profile in the last 6 months, and Mickey Mouse registrations. All these candidates are marked and a responsible recruiter sends correspondence to such candidates. He finally creates an activity Marked to be deleted. Such candidates are then picked up by the administrator and deleted from the system. 9

10 Talent Group Creation Creating a Talent Group is similar to creating a requisition. It contains: A responsible person A support team which controls who can see both the talent group and which candidates are assigned to that talent group Attachments An example would be a document outlining the handling of high potentials The Talent Group can be used by anybody on the support team, but can only be created using the administrator role. If a recruiter needs to create talent groups, then the standard recruiter authorizations and start page can be changed to enable this. Data overview 10

11 Overview of Application Groups Application groups are similar to requisitions in that applicant activities and statuses can be tracked against application groups. Application groups are designed for funneling unsolicited applicants for a similar type of job, without actually hiring against a particular requisition or position. An example of funneling would be processing any applicants from a college career fair using an application group. Once the best area of employment is found for the applicants, then they can be moved to specific requisitions. use the application group to decide which unsolicited applicants should be forwarded to which requisitions. One key difference between application groups and requisitions, is that applicants apply to a requisition through the job postings. Application groups do not have job postings, but can be applied directly against using a url that can be either ed to potential applicants or embedded as a career page link such as Engineering Students Apply Here. Like a requisition, an application group has a responsible support team. This support team may 11

12 Application Group Creation Application groups must be created from the administrator start page. Support team members can be added, a process template can be assigned, and so on. The Talent Group can be used by anybody on the support team, but can only be created using the administrator role. If a recruiter needs to create talent groups, then the standard recruiter authorizations and start page can be changed to enable this. The main difference in creating an application group is that no postings can be created. The final step in creating an application group is creating a publication. You enter a reference code, and the system will automatically generate a URL that applicants can use to apply. This URL can then be embedded in a career page using a link such as Peoplesoft sales people apply here.h 12

13 Talent Groups vs. Application Groups Talent Groups Applications Groups Requisitions Are intended for managing groups of candidates (not applicants) Are intended for managing groups of applicants when you do not know which, if any, requisition they would fit against. (e.g. unsolicited applications, college grads, etc.) Are intended for specific recruiting efforts where the job details are known Allow you to create activities for talent outside the context of a requisition Allow you to create activities for talent outside the context of a requisition but within application group context. Allow you only to create activities against the requisition Can be used as a way of funneling candidates to a specific requisitions Can be used as a way of funneling candidates to specific requisitions. Used to recruit against a specific requisition Not intended for the final hiring process Can be used for hiring (can hire from application group) Intended for the hiring process Are not used in hiring metrics May be used in hiring metrics Are used in hiring metrics Membership is based on talent group support team member manually adding a candidate Membership is based on candidate actively opting into application group (submitting resume) or recruiter manually assigning candidate to application group Membership is based on candidate actively opting into application group (submitting resume) or recruiter manually assigning candidate to application group Authorizations restrict recruiters from seeing all of a candidate s talent group assignments (recruiter can only see they are on support team) Recruiters can see all of a candidate s application group/ requisition assignments Recruiters can see all of a candidate s application group/ requisition assignments Membership is not known by the candidate Membership is known by the candidate if they applied Membership is known by the candidate if they applied for a job Does not have an application process Has an application process (customizable application wizard) Has an application process (customizable application wizard) Does not have candidate statuses (in standard) Has applicant statuses Has applicant statuses Membership can be used as search criteria for recruiter Application group assignment cannot be used as search criteria by a recruiter Requisition assignment cannot be used as search criteria by a recruiter 13 Candidates can be removed from a talent group Applicants cannot be removed from an application Applicants cannot be removed from a requisition due to need to audit

14 Talent Groups and Application Groups as Pipelines You can embed links to application groups directly on your career s page. For example: Are you interested in a career at the ABC Company? Submit your resume according to where you would like to work: ABC Worldwide ABC EMEA When the candidate clicks on the link they are taken to an application wizard tailored to that region (application group), e.g. specific questionnaires according to where they would like to work. The recruiter can then access the members of the application group and process them accordingly (see screenshot below)a ABC APAC 14

15 Below is the list of assignments. You see that you have different filter criteria at the top for looking at the assignments as well as the possibility to perform ranking on application group members (by questionnaire, using your own weighted search criteria, etc). You can perform activities (individual or mass), view the candidate s profile and maintain the candidate s profile. You can also search for other people to add to the talent group. You can sort all the columns in the hit list and filter the hit list by entering search strings in the first row.can be changed to enable this. 15

16 You can then drill into a candidate and see all activities performed and planned for him or her on this application group. If you want to see all you can see this by looking at the candidate overview (clicking on the hyperlink of the candidate s name).e activities performed on this candidate in general, 16

17 Talent Groups People are assigned to Talent Groups manually (search and assignment). Above is an example of three talent groups this user has authorization for. You can see by their names that they are intended for different purposes. The first one, Obsolete Candidates is intended for cleaning up the talent pool, e.g. collecting candidates that should be removed from the talent pool for some reason, such as they are dummy candidates or haven t logged in in a long time. The second one US East Coast Engineering Students is intended for marketing and/or funneling college candidates. The third one HiPos: Development (West) is intended for succession planning purposes. All three uses are covered by the flexible talent group concept. 17

18 Let s take at look at the US East Coast Engineering Students talent group. The screenshot above shows what the screen looks like when you drill into the talent group assignments. You see that you have different filter criteria at the top for looking at the assignments as well as the possibility to perform ranking on talent group members by questionnaire. (individual or mass), view the candidate overview, maintain the candidate s profile or delete the assignment to the talent group (remove from the talent group). You can also search for other people to add to the talent group. You can sort all the columns in the hit list and filter the hit list by entering search strings in the first row. From the candidate list you can perform activities 18

19 The above screenshot shows you all the activities carried out on a specific individual on this talent group. If you want to see all activities performed on this candidate in general, you can see this by looking at the candidate overview (clicking on the hyperlink of the candidate s name). Note: You will only see activities on talent groups for which you have authorization. 19

20 Internal Identification and Development of Talent Identifying employees (or external candidates) as having current capabilities or potential for a certain role within the organization is key to developing and retaining talented people; It can mitigate the risk of lost business opportunities and restrictions to organizational growth due to talent constraints. The ability to identify those that can fill future organizational gaps and search on current and future capabilities has to be embedded into both the recruiting and succession planning process. It is now possible to search for candidates based on Job Family assignment (though only for employees) and Talent Group assignments (everyone). Those responsible for talent development must be able to signify capabilities and potential of an individual both at the macro level of which jobs they are best suited, and to the micro level of individual competencies. This can be done using the Talent Development Specialist role, and the employee can also enter competencies using Employee Self Service (ESS). Assignment of candidates to Talent Groups can also be achieved from within E-Recruiting. 20

21 Conclusion The use of a Talent Pool has expanded in scope beyond E-Recruiting into Succession Planning and Talent Development. It has taken on a critical role within workforce analytics and understand data such as learning history within E-Recruiting and Succession Planning will increase the ROI that can be gained from the SAP Talent Management platform. organization capabilities, potential, and how demographics will impact the bottom line In order to capitalize on the rich new functionality, it s important to understand the functional boundaries between Succession Planning and E-Recruiting, and which modules are best suited to different areas of talent development. It s A stable SAP ERP release based on ERP6.0, with new functionality being released through nondisruptive Enhancement Packages thru 2010 will ensure the solution will be a stable one that you will be able to receive additional functionality from at your own speed. critical to understand the different talent hooks to tie candidates to: talent group, job family, application group, requisition. They all have an impact on how internal and external candidates can be handled, as well as what kind of analytics is available. The wider the SAP talent management footprint in your organization, the more benefit you will receive from reusable data, functionality, and analytics. Succession Planning heavily reuses the functionality, integration and data model of 21 E-Recruiting. The reuse of other talent management

22 About the Author Mark Ingram leads the Talent Management Practice at Aspire HR. Prior to joining Aspire HR, Mark was an SAP Product Manager responsible for SAP E-Recruiting strategy, product definition, and rollout for SAP Labs LLC. Mark is a co-author of HR-XML industry consortiums Staffing Exchange Protocol. Mr. Ingram has been with SAP in the United States since 1998 and has been intricately involved in the SAP Solution Management Practice. Mark moved to the US to work at SAP Labs in California where he extended his payroll development experience working on the US and Canadian versions of SAP Payroll. Prior to his role in the US, he spent several years with SAP AG in Germany where he was responsible for developing the British Payroll version of mysap(tm) ERP HCM. Mark holds a Bachelor of Science in International Business and Information Technology from University of Teesside, UK. Copyright 2008, Aspire HR Inc. All Rights Reserved. No part of this publication may be copied, or used in any form or by any means, without the express written permission of Aspire HR. Contacting Aspire HR Aspire HR 2701 N. Dallas Pkwy. Tel Suite 420 Fax Plano, Texas, Web. 22