Elearning! Fall 2007 - (Page 14) Executing Talent Management Strategies With Technology SOFTWARE SUITES BRING TOGETHER HR PROCESSES AND TALENT DATA, MAKING MANAGEMENT IMPERATIVE. BY LEIGHANNE LEVENSALER Most organizations today have implemented independent human resources (HR) software that was designed to automate and capture data about separate processes, such as recruiting, performance management, compensation planning, succession planning and learning management. Typically, these systems were implemented over time to create a tapestry of useful but non-integrated applications, each of which uses an independent data model and a different user interface. In such scenarios, data that could provide valuable business intelligence often “falls between the cracks.” For example, gaps in critical competencies identified in performance assessments are not identified on employee learning plans. Or the recruiting sources that produce the highest performers are not captured, and therefore business units don’t have the information that can help them focus limited recruiting resources. These and many other high-value talent initiatives cross over multiple functions, thereby requiring integrated business processes and data management. Talent management suites that bring together disparate HR processes and talent data make talent management an organizational imperative. At their best, suites facilitate process integration and data sharing by: >> offering the full spectrum of end users more predictive planning; >> enabling better talent conversations; >> fostering more effective decision making; and >> ensuring organizational alignment to execute on the business strategy. 14 Fall 2007 Elearning!
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