Elearning! Fall 2007 - (Page 16) roleoftechnology EXAMPLES Experienced companies are using information captured in talent management suites in ways not previously possible. Some examples: >> Workforce planning. Determine if there are any gaps in the available talent pool to most effectively and efficiently support the business strategy. Workforce scenarios can be mapped out to determine the most effective approach to closing the gaps and driving decisions regarding internal sourcing from succession plans or talent pools, external recruiting, development programs or organizational realignment. >> Career development. Empower employees to search and apply for internal opportunities. Employees can compare their backgrounds, skills and competencies with those recommended for a desired position to determine if they are qualified. Identifying suitable learning and development opportunities can close the gaps and prepare them for new positions. Managers can also search for qualified employees with the attributes, licenses, skills and competencies that match an open position. >> Quality of hire. Identify the attributes of top performers with a success pro- Talent Management Technologies Un-integrated Workforce Planning System Different data models and data sharing Different interfaces Learning Management/ Content System Performance Management System Competency Management/Assessment Tools Differ deployment models Different support models Recruitment Management System Compensation Management System Different budgets Different owners employment services, tracks time to proficiency of new hires through competency assessments that are translated to better predict time to productivity and profitability. >> Performance development planning. Integrate performance management and learning management to identify gaps in performance drivers and competencies to create an actionable Create targeted leadership development programs to prepare potential successors for critical jobs. >> Pay for performance. Enable line-ofbusiness managers with the tools to more effectively differentiate employee performance and allocate merit-based pay to achievement of business objectives at the individual, organizational and enterprise levels. VIVE LA DIFFÉRENCE! This potential of integrated talent management suites seems to resonate with HR executives. Fifty-five percent of respondents in a recent research survey expressed interest in an integrated talent management suite (with 36 percent of those same respondents admitting that they are still unfamiliar with what a solution looks like). However, very few companies (less than 5 percent) have actually implemented more than one application within a suite. Organizations looking to purchase a talent management suite should be aware that this budding market is still being defined. At least 25 vendors now claim to offer a full or partial talent management suite — many of which offer more marketing than reality. What constitutes an “integrated” suite can vary widely from vendor to vendor. We believe most vendors are just beginning to uncover the potential for developing solutions where “1+1=3” — that is, because of the value of the integration, the Organizations looking to purchase a talent management suite should note that this market is still being defined. file that can be used in recruiting and hiring processes. >> Onboarding. Capture employee history and assessment results from the recruiting process to define development plans and populate the employee profile — especially for organizations that hire for potential against a leadership capability model. Also, competency assessments can be used to determine and track time to proficiency for new employees, as well as employees in new roles. For instance, Randstad, a provider of professional 16 Fall 2007 Elearning! development plan with targeted experiences to close the gap. For Washington Mutual, a leading retailer of financial services for consumers and small businesses, this type of integration also provides a systematic approach for identifying organizational competency gaps to prioritize learning and development efforts and expenditures. >> Succession planning. Build succession plans to develop and promote highpotential employees identified in the performance management process.
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