Elearning! Fall 2007 - (Page 18) roleoftechnology suite offers new and higher value than can be gained through individual applications. Another key factor in the swelling interest of talent management systems is the availability of on-demand suites in the multi-tenant, multi-user model. The software-as-a-service (SaaS) model can accelerate the time to deployment, reduce IT infrastructure costs and management, and help companies avoid the time and costs of upgrading every two to four years to take advantage of new functionality. In addition to the scenarios previously mentioned, be sure to look for the following eight key system attributes that are essential to enabling integrated talent management. When evaluating talent management technology, it is also very important that you evaluate the platform against use-case scenarios that reflect your desired talent management processes. 1) Consolidated data model 2) Consistent security model 3) Employee profile 4) Shared competencies 5) Unified user interface 6) Configurable process management 7) Shared workflow 8) Analytics KEYS TO SUCCESS The following keys to success represent commonly cited themes and comments from our research. 1 2 3 4 Develop a business-driven talent management strategy, not an HR strategy with pure HR goals. The strategy should clearly articulate a vision for the company’s workforce needs — present and future — as well as the talent pools that will serve those needs. Ensure effective governance. Talent management should be a collaborative effort between the executive suite, HR and business leaders. Take it one initiative at a time — but don’t be myopic, and make decisions and designs without considering the impact to other initiatives and long-term objectives. This is particularly true with selecting a technology platform. Focus on the role of the line-ofbusiness manager. Managers are the stewards of the talent in the organization. They: >> ultimately define the competencies and skills required to execute on the business strategy; >> are responsible for the management and development of talent; and >> identify and motivate top performers. Yet most organizations do not spend enough time supporting managers with robust coaching programs and process training. Experienced companies recommend a few interventions: >> define the skills and competencies required for leaders to manage their talent more effectively; >> incorporate their talent management philosophies, practices and processes into their leadership development programs; and >> include talent management practices as objectives aligned to key measures on performance plans for managers. Spend considerable time on change management. Talent management requires significant behavior changes in how we identify, manage, motivate and develop our talent. Leadership development and coaching programs (as well as operational training programs for managers) will need to reflect the changes in values and activities to drive the new culture. Regular executive communications and modeling of best practices are key elements to driving effective and sustainable change. Develop a clear business case for talent management technology by ensuring that it can be justified by business drivers that are important to executives, not just HR. Use talent processes consistently across business units to capture meaningful and reliable data, and create opportunities to more effectively share talent. CONCLUSION Faced with talent shortages and growing competition for quality talent, experienced companies focus on developing and implementing prescriptive talent management strategies. This high-impact approach begins with a clear understanding of the business strategy and business climate in order to articulate vision for the company’s workforce needs — present and future — as well as the talent that will support those needs. From there, HR practitioners address how the organization can most effectively improve and integrate specific strategic human resources initiatives to attract, manage, develop and motivate talent to support the business objectives. —The author is a principal analyst in with Bersin & Associates. Her primary area of focus is the development and delivery of the “What Works” benchmarking service in the area of workforce performance management. For more information about Bersin & Associates and its research, visit the Website www.bersin.com. 5 6 7 Integrated Talent Management Sourcing & Recruiting 2 3 Performance management 1 Talent Strategy & Planning Competency Management 4 Learning & Development Better planning and conversations More informed decision making Increased organizational alignment Profile Management 7 Compensation 5 Career & Succession planning 6 Leadership Development 18 Fall 2007 Elearning! http://www.bersin.com
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