TM - February 2008 - (Page 51)

Figure 2: High-Impact Talent Management Framework Base Comp Comp Plans Planning Talent Strategy & Planning Business Strategy Critical Talent Strategy Target Metrics & Measurement Process Governance Systems Strategy HR Systems & Metrics Sourcing & Recruiting Sourcing Candidate Pools Assessment Employer Brand Recruiting Selection Performance Management Goal Setting Cascading Goals Self-Assessment Manager Assessment 360 Assessment Development Planning Competency Assessment Succession Planning Calibration Meetings Talent Reviews HIPO Identification Career Planning Talent Management Leadership Development Formal Programs Stretch Assignments Executive Education Coaching Mentoring Job Rotation Assessment Evaluation Functional Competencies Compensation Job Profiles Corporate Values Competency Management Management Training Operational Training Leadership Competencies Short and Long Term Pay for Performance Incentive Onboarding Role-based Curricula Content Development & Delivery Leadership Curricula E-Learning Strategy Coaching/Mentoring Programs Developmental Assignments Certification Programs Learning & Development will have access to what information and who will be able to enter which types of information. Without even considering the system security, domain management and other features of the software, first consider administration and management of the system. Will the U.K. subsidiary have the authority to change part of the process in some way? If so, how? For instance, training functions are often distributed to different functional areas and business units. Companies often modify the performance management process for hourly workers vs. midlevel managers vs. executives. Recruiting processes can vary widely from business unit to business unit. Determining how to govern and manage system administration must be done in advance of system selection. Related decisions include the definition of different systems roles: super administrators, administrators, managers, employees, HR users and executive users. Document how uses vary for each of these groups. These governance decisions will lead to a set of requirements for roles, domain management, security and reporting for the selection of systems vendors. Most of these requirements should be worked into any use of the aforementioned scenarios. Several other factors play into the creation of an integrated systems strategy. These include: • Your company’s tolerance for risk. While some companies are comfortable selecting properly vetted startups, others want “tried and true” solution providers. • Current vendor partners. Is the company a “PeopleSoft shop,” for example? Will it continue to invest in PeopleSoft technologies? • Customer references. Do not make any selections without talking to customers with similar business strategies, size and governance models. • The pros and cons of different delivery models. Basically, there are three: licensed (own and manage the software), hosted (own but someone else manages the software) and SaaS ( “rent” the software, and it is provided as needed as a service.) Company culture, available budget, level of customization required and available IT resources will influence the model that works best for any organization. • System integration. Sophisticated talent management systems require integration between an LMS, HRMS, ATS and often other systems. Such integration can be done through the use of Web services or the more traditional system-tosystem approach. If such integration is required, an IT specialist should evaluate the architecture and programming interfaces available from vendor candidates. Talent management systems are complex, powerful and in a rapid state of change. While talent management processes do not require technology solutions in order to be effective, today’s systems can help organizations implement processes that break down traditional barriers and set the stage for strategic decision making and planning. Buyers must have patience, build a long-term road map and implement their strategy one step at a time. February 2008 Leighanne Levensaler is principal analyst with Bersin & Associates. She can be reached at editor@TalentMgt.com. talent management magazine www.TalentMgt.com 51 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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