SUCCESSFACTORS CUSTOMER VALUE IMPROVEMENT PROGRAM

Transcription

1 PRIORITIZING SHOULD DO VS. CAN DO : DEFINING & IMPLEMENTING AN INTEGRATED TALENT MANAGEMENT STRATEGY Steven T. Hunt, Ph.D., SPHR Senior Director, Business Execution Practices shunt@successfactors.com SUCCESSFACTORS CUSTOMER VALUE IMPROVEMENT PROGRAM Maximizing the value SuccessFactors customers receive from their investment by providing best practices and networking opportunities. Ask how you can participate! VIP events: Webcasts talent best practices and critical business execution topics Customer Success Days onsite regional customerhosted events Materials Available in the Customer Community Recordings & Toolkits in the Thought Leadership section 1

2 HOW DO YOU BUILD A CULTURE OF FOCUSED PRODUCTIVITY AND PERFORMANCE? KEY POINTS Defining Business Execution Building an HR foundation to drive business execution Designing and implementing talent management strategies Leveraging SuccessFactors Support 2

3 DEFINING BUSINESS EXECUTION: THE 3 CORE ELEMENTS FOR A SUCCESSFUL BUSINESS Strategy Defining what it is that needs to be done Finance & Marketing Assets Securing money & materials to make it possible Accounting, Purchasing, Information Technology Execution Implementing processes that get people to do it Human Resources (at least it should be!) BUSINESS EXECUTION DRIVERS Alignment Are people focusing on the things that matter for delivering our strategy? Productivity Are people doing what we asked them to do? Efficiency Are we optimizing our investment in people? Sustainability Are we at risk of losing key performers? Can we maintain current performance levels? Scalability Do we have processes to ensure a steady supply of the talent needed to execute our strategies? Governance (Security & Compliance) Is anyone doing things that are creating significant liabilities for our business? 6 3

4 BUILDING TALENT STRATEGIES (2 MINUTE RECAP) Business Results BizX Drivers create Talent Processes enable Focus on changing the processes that will provide the greatest business value TALENT MANAGEMENT STRATEGIC INITIATIVES: EXAMPLES BizX Driver: Governance Strategic Focus: Develop consistent definition of performance across the company Key Talent Processes: Creating well defined performance criteria and using them to evaluate employees and select high performing candidates BizX Driver: Scalability Strategic Focus: Build talent for critical skilled roles Key Talent Processes: Forecasting future talent needs and providing targeted development to build capabilities to meet long-term business demands 4

5 ESTABLISHING THE (HR) FOUNDATION DEFINE HR AS "EXPERTS IN GETTING PEOPLE TO DO WHAT YOU WANT THEM TO DO" Business leader I ve got this vision to create a magical castle in the sky and the money, ideas and connections to make it happen! HR leader It takes a unique workforce to build magic castles. I ll show you how to get the people you need and maximize their productivity. 5

6 STOP FOLLOWING HR FADS Which are diet books? Which are books about HR? THE FUNDAMENTAL ACTIONS FOR MAXIMIZING EMPLOYEE PERFORMANCE HAVE NOT CHANGED Start with the right people Match job demands to employee attributes Focus them on the right things Set clear goals & objectives Ensure they do things the right way Assess behavior to provide feedback & guide talent decisions People don t evolve at the same speed that HR books are published Give them the right development Assign job tasks that enable learning from new experiences 6

7 BEST PRACTICES ARE OFTEN BEST PRACTICED IN OTHER PEOPLE S COMPANIES Use case studies for inspiration, not imitation Challenge your company to think if there is a better way somewhere else Challenge yourself if what works somewhere else will work here Popular doesn t mean good Fortune named Enron "America's Most Innovative Company" 6 years in a row Of the eleven best-in-class companies profiled in Good to Great, two were Circuit City & Fannie Mae BREAK DOWN THE WALLS BETWEEN ADMINISTRATIVE AND STRATEGIC HR Administrative HR Supporting personnel management Fulfilling the employment contract: paying people on time, complying with legal policies, providing benefits, etc. Values efficiency and risk avoidance Strategic HR Facilitating business execution Getting the right people doing the right things the right way: staffing, talent management, development, etc. Values transformation and business impact Employing people to support the business 7

8 HR TECHNOLOGY HAS FINALLY ARRIVED WHERE WE ALWAYS WANTED IT TO BE 80s & 90s Creation of HRIS Administrative HR process efficiency is king! 90s & 00s Rise of talent management Our HRIS doesn t do what we need, so we ll build our own! Dawn of truly integrated HR Cloud technology brings it all together AVOID THE AUTOMATION TRAP OF DOING BAD THINGS QUICKLY How to shotgun beer 8

9 AUTOMATION IS NECESSARY BUT INSUFFICIENT FOR ACHIEVING LASTING TRANSFORMATION Impact Transformation Talent mgmt practices aligned to specific business needs Talent management processes evaluated & predicted based on well-defined data analytics Strategic Change: Platform for strategic change and optimal utilization of talent Operational Insight: Datadriven insights for understanding, monitoring, and improving talent Integration/Consolidation Well-defined and widely adopted methods and tools Comprehensive: Methods effectively supporting major talent management needs Technology enabled talent management processes Manual Automation Basic processes defined for managing talent Efficiency: Efficient & consistent methods; able to monitor usage Standardization: Defined methods, often inefficient & inconsistently used Undefined Talent decisions based on local knowledge & practices Confusion & underutilization: Uncontrolled; inefficient; high risk treatment of employees Process Maturity 17 BUILDING AND DEPLOYING INTEGRATED TALENT MANAGEMENT STRATEGIES 9

10 PRIORITIZING COULD DO VS.SHOULD DO DEPENDS ON CLEARLY KNOWING WHAT YOU WANT OR NEED TO DO Structured Interviews Performance Management Strengths Exit & Stay Interviews Engagement Surveys 360 Degree Feedback Referral Programs EEOC Wellness Programs Training Systems ATS Broad Banding Career Planning Six Sigma Job Descriptions Team Building Virtual Work Workforce Analytics Mentor Programs Succession Management Job Rotation Onboarding Programs Action Learning Volunteer Programs HRIS ADA Social Technology Executive Assessments Derailers WHAT A TALENT STRATEGY DOES Guides development of processes to create and improve conversations and decisions that ensure the workforce is supporting business needs How you treat candidates & employees Hiring/Promoting Paying/Rewarding Managing/Developing Talent Management Processes Why you treat them this way Business reasons Cultural reasons 10

11 THREE BASIC STEPS FOR AN INTEGRATED TALENT STRATEGY Staffing Decisions Set strategy & budget Workforce Planning & Org Design Step 1. Build calendar of activities needed to align business needs & workforce capabilities Compensation decisions Training & Development Formal performance evaluation Mentoring and Learning Project Collaboration Peer reviews and feedback Communicate performance expectations Assigning goals Coaching Step 2. Determine appropriate actions for each activity based on business execution drivers Simply define and structure when and how it is done Integrate and align it with other activities Adjust and improve the activity Significantly transform the activity Step 3. Review, revise, improve ADDRESS THE MAJOR TALENT DESIGN QUESTIONS Right People Right Way Right Things Right Development What types of jobs are we hiring for? How many hires will we need and when will we need them? How will we source candidates? How will we select candidates? How will we get newly hired employees up to full productivity? How will we measure hiring success? What are the objectives of our performance management process? How do we define evaluate performance? How is data from performance evaluations used? How frequently do we measure performance? What skills must managers have to evaluate performance? What feedback should employees be given about performance? How will we ensure employees have well defined goal plans? How do we ensure goals are meaningful and motivational? How do we align employees goals with business strategies? How do we measure goal accomplishment? How do we coordinate goals across employees to foster collaboration? How do goals guide business execution? What positions will be targeted for succession & development? How will succession candidates be identified, and evaluated? How will high potential talent be developed? What resources will be provided to solid performers? How do we use job roles and relationships for development? How will managers be held accountable for developing others? 11

12 PART OF INTEGRATION IS KNOWING WHICH STEPS TO KEEP SEPARATE Evaluating employee contributions Used to allocate limited resources (pay, jobs) About accurate data Requires evaluations comparing performance of employees Used to provide coaching, training and feedback About dialogue & experience Focuses on assessments to identify relative strengths and weaknesses Guiding employee development THERE ARE TWO WAYS TO INCREASE THE VALUE OF TALENT MANAGEMENT ACTIVITIES P r o c e s s C a p a b i l i t i e s Process Utilization 12

13 BE VERY CLEAR ABOUT WHAT YOU ARE CHANGING AND WHAT IT WILL TAKE TO BE SUCCESSFUL Stakeholder Groups: Employees, Managers, Senior Leaders, Human Resources, Others (IT, External Candidates, External Customers) What will they have to start or stop doing, both tactically and conceptually? What s in it for them? How will it help their careers? What things are you taking away? What are you asking that they may dislike or may not know how to do? What communication, training, and incentives are needed to make them adopt and effectively use the process? PROVIDE THE RIGHT AMOUNT OF CHANGE MANAGEMENT The most powerful talent processes often ask managers to do things they should already be doing Technology Approach Just flip the switch and it will work! Consulting Approach You will need years of on site help 13

14 LEADERSHIP SUPPORT IS MORE ABOUT ACTIONS THAN WORDS Role Modeling Demonstrate what to do Communication Tell them what to do Accountability Reward them for what they do If senior leaders aren t willing to use a process then why should you expect employees to use it? CONSTANTLY ADAPT BUT ENCOURAGE CONSISTENCY AND INCREMENTAL IMPROVEMENTS Establish Rhythm Encourage Focus A consistent pattern for managing talent Do not distract from what is most important Develop Mastery Enable Transformation Excellence requires practice & repetition Cultures are built over time 14

15 WHY IT IS IMPORTANT TO ACTIVELY MANAGE AND UPDATE YOUR TALENT STRATEGY DO YOU HAVE A CLEAR AND APPROPRIATE TALENT STRATEGY? A SHORT QUIZ Ask Business & HR Leaders: Which business execution drivers are most critical for our company s strategy? Do both groups agree? Ask Employees: Do you understand and appreciate how decisions are made that guide staffing, job assignments, development, pay and promotions? Ask Managers: Are you given clear guidelines on how to staff positions and manage direct reports? Are you rewarded for attracting, developing, retaining and promoting high performing talent? Ask Finance & Operations: Does our business calendar synchronize strategic business decisions with key talent actions (e.g., setting budgets and making staffing and development decisions)? Ask Everyone: Do our talent processes ensure the right people are doing the right things the right way while getting the right development experiences? What do we need to change to ensure this is also true 3 years from now? 15

16 USE SUCCESSFACTORS AS A RESOURCE ON YOUR PATH TO SUCCESS Date Type Key Subject Area Key Presenter/Host May 30 Webcast Employee Profiles SuccessFactors May 10 April 25 April 18 March 6 CS Day Webcast Webcast CS Day Integrated Talent Management & NYC User Group Performance Review Platform Consolidation Integrated Talent Management in Healthcare Feb 8 Webcast Job Descriptions Coty, Inc. SuccessFactors Feb 1 Webcast Calibration Review Whirlpool Ricoh Print Solutions Carolinas Healthcare System Hrizons St. Joseph Medical Center Dec12 Webcast Workforce Metrics SuccessFactors Nov 29 Webcast Goal Cascading Varian 9 events in 2012 so far 500+ Customers have participated 800+ Attendees 16

17 FROM THEORY TO PRACTICE: CHECK OUT THE SESSIONS IN THE RESULTS TRACK! Robert Mellwig from Destination Hotels (customer since 2008) Integrating Talent Management and Building it s the Value Within the Business Tom Steele from Jobs2Web/SuccessFactors Is Your Recruiting Strategy Immature? Pat Wadors from Plantronic (customer since 2010) Turning a Strategic Vision into a Tactical Reality Mike Karicher from Golden Living (customer since 2008) A Journey to the Right Heidi Spirger of Knowledge Infusion (partner since 2008) The Agile Business Challenge Chatelle Lynch, McAfee & Laura Stegall, AMD (2005 & 2009) Building a scalable talent management support structure Jeff Diana of SuccessFactors Changing the dynamics surrounding pay and performance 17