TM - February 2008 - (Page 49)

software will facilitate a more integrated and complete, data-rich approach to a given process. 3. Business and talent breakthroughs: These systems will empower the organization to execute new tasks. Focus on T alent Processes First When examining current processes, also consider “breakthrough processes.” Up to now, most of these processes have not been practical to achieve. But now, new, integrated technology options put them in reach. These include: • Integrated performance and learning. • Integrated performance management and succession planning. • Pay for performance. • Integrated recruiting and performance management. • Career planning. Consider a Five-Year Road Map Recent research shows the greatest business results come not from HR systems, but the underlying processes. In fact, Bersin & Associates has identified the Top 22 processes (out of 62 studied) that drive highest levels of business impact. These include coaching; development-based performance management; the use of strategic competencies in recruiting, performance management and leadership development; implementation of skills and competency-based workforce planning; and creating personnel and organizational goals that align with current and strategic business goals. These processes are not dependent on software solutions. Most are more dependent on company culture, business and organizational maturity. If the investment in talent management systems is to drive dramatic business impact (and positive change), examine and prioritize talent management processes first. Once the talent manager determines which processes are most important to business success and how they should be prioritized, he or she will be better prepared to evaluate the available options and set expectations for future investments. The design, implementation and rollout of any talent management system will take considerable time. Even when automating a well-established process — such as performance management or succession planning — talent managers need to budget ample time for change management and adoption. Most companies actually see a negative return on technology investments in the first one to two years. For instance, in the case of a performance management system implementation, the first year would be spent in design and integration and in planning pilot programs. During the second year, talent managers execute a broad rollout and work to achieve adoption. In the third year, the system would begin to provide demonstrable value. If the talent management magazine www.TalentMgt.com 49 February 2008 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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