New Talent Management Features

Transcription

1 New Talent Management Features

2 Table of Contents Overview... 3 New Talent Management Features... 3 Business Objectives & Alignment... 4 Setting Business Objectives... 4 Aligning Individual Objectives... 5 Analysing Progress against Business Objectives... 7 Aligned Objectives... 7 Statistics... 7 Talent Assessments & the 9 Box Grid Box Grid Thresholds & Targets Box Grid Ratings... 9 Configuring Ratings and Thresholds Assessment & Succession Planning Latest Talent Assessments Performing a Talent Assessment Succession Planning The 9 Box Grid Revisited

3 Overview This document details the talent management features introduced to SelectHR v1.6. It is important to understand that Talent Management is a large topic covering many areas such as: Talent Pools Recruitment On-boarding Induction Competencies & Objectives Training & Development Appraisal & Review Pay, Benefits & Reward Performance & Potential Assessment Succession Planning This release contains some additional features to support our talent management features but it is not one single module. These new features set the trend for some of the future developments we are working towards with SelectHR. New Talent Management Features The main new features in v1.6 are: Business Objectives & Alignment of Individual Objectives Talent Assessments & the 9 Box Grid Succession Planning & Flight Risk Analysis Organisation Chart Reporting The first three items are covered in this document. The organisation chart part is covered by the separate organisation chart documentation. 3

4 Business Objectives & Alignment Business objectives are simply overarching objectives for your organisation. They can be continuous (on-going) or be date based to align with financial years or specific time periods. Business objectives are set centrally, allowing HR to manage business objectives from one menu option, and quickly drill in to analysis of how the organisation is performing to meet those objectives. Setting Business Objectives This new process is called Organisation Objectives, which should be added to your HR menu(s). Once enabled, you will see that there are a number of default business objectives to give you a feel for the type of objectives typically set at an organisation level. By default, these objectives are linked to your single, top level organisation unit. The default objectives will not be your company objectives. You should add, amend and delete the objectives in this section as appropriate. You can also create different business objectives for different areas of your organisation if you are a group of companies for instance. If you drill into one of the default objectives, you can change the organisation unit the objective is linked to. You can also amend the short and long description of the objective. The short objective is displayed during your appraisal process when an individual objective is aligned to that particular business objective, however the long objective description will be visible to line managers making that selection. 4

5 If you leave the Effective From and Effective To dates blank, these objectives will always be available to align to during an appraisal for an employee in this area of your organisation. If you supply dates, only effective business objectives will be available to align individuals to. It is recommended that initially, you simply enter your current business objectives with blank dates. You can come back to this area later and expire these objectives when new ones are cascaded from your board of directors. We will come back to the additional information available in the business objectives process later. Aligning Individual Objectives In previous releases, objectives could only be set and reviewed as part of an appraisal record. Although objectives set at appraisal are still linked to that appraisal, there are three new people based processes to view and amend an individual s objectives outside of the review process. These are: Objectives History o This should be added to HR menus o All objectives are editable for all employees HR can view Objectives History (Manager) o This can be added to line manager menus o All objectives are visible and editable for all staff reporting into the user Objective History (Self-Service) o This can be added to employee self-service menus o All objectives are visible but read only for the logged on user These processes allow employees, managers and HR to look at their own or their teams objectives, constantly assess and record progress against those objectives, keeping them relevant at all times. An HR user can drill into any employee, and see their objective history. Clicking into one of their objectives, you will find the standard objective assessment form which is part of this and the appraisal process. 5

6 The two changes in the main objectives section are the addition of the Objective Type drop down and the Aligned to Objective pick list which is where business objectives relevant to that employee can be selected. The manager can easily choose from the business objectives which have cascaded down to the individual being appraised, and therefore generate clear and specific objectives which align to those of the business. Further down the form is where a manager can revisit objective progress between formal reviews. You will also notice that there are a couple of new fields relating to completion of the objective. Percentage Complete allows for managers to assess on-going progress against the objective, and this feeds through to the statistics for the business objective it is aligned to. Whilst Completion Date is to record the date of 100% completion, Date Closed is to terminate an expired objective. For obvious reasons, objectives can become obsolete or irrelevant due to an employee s change in role or project. Date Closed can be populated at the relevant date the objective expires. Simply by recording the business objective an individual s objectives are linked to enables a much higher level view of how well aligned the workforce are to the overall business objectives. 6

7 Analysing Progress against Business Objectives Returning to the business objectives process, aligned objectives and statistics will start to come through. Aligned Objectives The Aligned Objectives tab will display ALL individual objectives linked to this business objective during appraisal. This allows HR administrators to look at the types of objectives being set at individual level Statistics The statistics tab gives you a breakdown of any organisation unit within the organisation unit the objective is for that has aligned objectives. It also gives numbers and percentages of individual objectives set within those subunits. 7

8 Talent Assessments & the 9 Box Grid The 9 box grid is a visual way of representing the performance and potential ratings of your staff. This enables you to identify the top talent and specific areas for development. The 9 box grid is an acknowledged mechanism to plot your organisation s talent. In addition, you can enter targets you want your organisation wants to achieve for the proportion of staff you want or need in each of the 9 boxes. There are no specific rules. If your organisation is dynamic and fast moving, you may desire a higher number of employees to be higher on the potential scale than on performance. Maybe your organisation is well established and has high standards of customer care, and your staff are expected to deliver professional, reliable results and their performance is key. This release enables managers to complete talent assessments for their staff at any time. 9 Box Grid Thresholds & Targets The 9 box grid rating thresholds for performance and potential can be set in HR Configuration process. It is important to remember that talent assessment is a fairly broad-brush approach to putting employees into the right box of the 9 box grid. The default lookup values and thresholds essentially plot low, medium and high as the three points on the axes of the 9 box grid. The thresholds for the two thresholds on the axes of the 9 box grid are defined in the screen below: Potential Threshold 1 and Potential Threshold 2 are simply the ratings at which someone moves along the potential axis of the 9 box grid from box 1 to box 2, and box 2 to box 3 respectively. Performance Threshold 1 and Performance Threshold 2 are simply the ratings at which someone moves up the performance axis of the 9 box grid from box 1 to box 2, and box 2 to box 3 respectively. 8

9 The targets at the bottom are your organisation s target percentages for employees in each of the 9 boxes, and MUST total 100%. These are the target percentages that appear in the 9 box grid. NOTE: the target percentage is responsible for the Target Employees calculation. This calculation is based on the number of staff you perform talent assessments on NOT your total number of employees. This is because there may be areas of your workforce you may not want to assess in this way. If they are not being assessed, they would skew the figures and distort the objective which is to align those assessed staff with your targets for each box. 9 Box Grid Ratings The actual text ratings and colours used in the 9 box grid display are configured in the list below. Only 9 records are allowed here, but you can modify the text to suit your terminology and colours to your preference. Each of the 9 boxes has a rating (which is displayed both in the 9 box grid and the talent organisation chart), a box colour and text colour that can be configured. There is also a description field to allow you to explain what type of employee fits the rating in your particular organisation. 9

10 Configuring Ratings and Thresholds There is one new process dedicated to the ratings and lookups associated with talent assessments: Talent Ratings And Lookups o This should be added to HR menus o All lookups and ratings should be reviewed and aligned to organisation ratings prior to starting talent assessments o If ratings change over time, lookup values can be expired, allowing historical data to be retained By default, the ratings for performance and potential are: Low Medium High The other ratings also have default options. However, the talent assessment ratings can be altered to suit your organisation s existing ratings using this process. You can have as many ratings as you want in each of the lookup tables. However it s important to remember that for the potential and performance ratings in particular, the 9 box grid simply needs 2 thresholds for each axis. However, an accurate measure of someone s performance or potential is certainly going to be on a wider scale to identify differences between employees within the same 9 box rating. 10

11 Assessment & Succession Planning Much like objectives, talent assessment can be an on-going activity between managers and employees. It can help to improve retention and employee engagement by reassuring the employee that their career progression and associated development and reward is continuously under review. Talent assessments are not intrinsically part of the appraisal process, but can be included in it should you choose. There are two new processes to support talent assessment: Talent History o This should be added to HR menus o All talent assessments are editable for all employees HR can view Talent History (Manager) o This can be added to line manager menus o All talent assessments are visible and editable for all staff reporting into the user There is no self-service option, because talent assessment is a management tool to aid retention, identify talent and improve employee engagement and succession planning. Latest Talent Assessments Once a number of your staff have been subjected to a talent assessment, the HR version of the talent history process will present a very graphical list of assessment information. All of the key ratings are displayed, and the 9 box rating affects the row colours. Once an individual has had a talent assessment carried out (which is simply a form a manager fills out), the 9 box rating can be calculated for that employee, and the row colour is dictated by the colour associated with that rating. You can also see the individual ratings for that employee, and also details of their risk of flight. That is, how likely the individual is to leave the organisation and the reasons. Initially of course, there won t be any latest talent assessments. It is recommended that you move to the People tab and enter a test talent assessment against one or more individuals. 11

12 Performing a Talent Assessment Managers can simply fill out a talent assessment for the people they have access to via their talent history process. Alternatively, you may want to embed a talent assessment form in your annual or interim reviews. Simply click over to the People tab, drill into an individual, and click New to bring up the talent assessment form. This form is the same one used during HR review or manager assessment. The Last Appraisal Rating Level is editable so that if appraisals have not been carried out, it can none the less be recorded here as a backdrop to the performance assessment. Using the sliders, the manager (or HR) can choose the appropriate performance and potential rating for the individual. Succession Planning Succession planning means having the right person in the right place at the right time for the right job. It means knowing your people, their career goals, strengths and experience and development needs. You are looking for vulnerabilities and to help HR and managers if a position becomes vacant. Part of the talent assessment also includes capturing the risk of the employee leaving the organisation for any reason also known as flight. Again these ratings and lookups can be modified. 12

13 The final part of a talent assessment relates to succession planning. By default, the system comes with two ways of recording the direction the employee is interested in moving. Category(s) of post they are interested in Specific post(s) they are interested in It is entirely optional which method you employ to start your succession planning. By using this simple assessment screen, you can start to identify areas of risk within your organisation and what opportunity there is for you to plan for succession into those roles should you lose those key people. Once the talent assessment form is saved, you can move back to the latest talent assessment listing. The employee you created the assessment for will be displayed with their 9 box rating colour and other talent assessment details. 13

14 The 9 Box Grid Revisited The 9 box grid looks to the last assessment for all your current staff. Once your managers start filing talent assessments for their staff, the 9 box grid will start to come alive with invaluable information about where the risks to your business lay. This includes identification of star performers not being given opportunity to progress and poor performers who are disengaged and require attention. You can drill into each of the 9 boxes to see the employees who have been assessed within that box to look at flight risk possibility and further assessment detail. Please see separate documentation in relation to the organisation charts associated with talent assessment, succession and flight risk analysis. 14