ACHIEVE TALENT

MANAGEMENT SUCCESS

Does Integrated Talent Management

Make Recruiting Better?

November 3, 2010
Agenda

  Why Integrated Talent Management?

  Why is integrating Talent Management so difficult?
  What is the Black Box?
  How does Recruiting benefit from the Black Box?
  What are your questions?
 ACHIEVE TALENT
MANAGEMENT SUCCESS

Why Integrated Talent Management?

Traditional Talent Management
 Integrated Talent Management

Corporate Vision, Culture & Strategy

Strategy
Talent Strategy & Workforce Planning
Talent Acquisition Learning & Development Succession Planning
Process
Compensation Planning Performance Management Leadership Development

DNA Competency Management

Scalability System Enablement

Transformation
Change Management
Awareness – Acceptance – Adoption
Integrated Talent Management

What it looks like:

  Talent Strategy and Planning
as derived from your WFP
  Disciplines execute processes
in accordance with strategy
  Coordination between
functions: inputs and outputs
  HR Systems communicate and
share data
  Competency management is
the DNA / common language
  All HR functions operate in
alignment with the business
strategy

Source: Bersin Associates, 2008 Talent Management Factbook

Integrated Talent Management

Why integrate?
Why now?

Source: Bersin Associates, 2008 Talent

Management Factbook
What’s Troubling Recruiting?

  Timing
–  Impossible objectives
–  Sudden deadlines
–  Difficult to find talent
  Resources
–  Doing more with less
–  Effort-intensive sourcing and recruiting (network building/social
media use etc.)
–  Lack of support from other talent functions (workforce planning,
learning and development, succession planning)
  Impact
–  Tactical functionality (“order-taking”)
–  Lack of ability to connect to business strategy
Recruiting: Solutions through ITM

  Pro-active Timing
–  Early requirements (based on workforce planning)
–  Known deadlines
–  Time to address challenges
–  Time to establish networks for difficult-to-find talent
  Aligned Resources
–  Informed strategy
–  Alignment of recruitment resources with talent needs
–  TIME for effectiveness
  Measurable Impact
–  Driven and by strategic workforce planning data
–  Measureable impact, based on defined needs and timelines
 ACHIEVE TALENT
MANAGEMENT SUCCESS

Why is integrating
Talent Management so difficult?
Integration Challenges – Strategy

  Integration Focus: One TM project at a time,

without a meaningful view of the whole
  Continuity: Projects start and stop
  Consistency: Some areas integrate with others,
while others fall behind
  Purpose: Funding often goes to the squeakiest
wheel
  Sustainability: Not a sustainable approach
Integration Challenges - Execution

  Complexity: High level of complexity

  Dependencies: Difficult to design dependent
processes
  Ownership: Owners of processes are
organizationally separate
  Technology: Technology requirements for
integration are unclear
  Expertise: Lack of individual with broad expertise
across Talent Management
 ACHIEVE TALENT
MANAGEMENT SUCCESS

What is the Black Box?

Black Box Analysis

  Purpose
–  To develop a “schematic” of the “architecture” of the
Integrated Talent Management “system”
  Objectives
–  To create a high-level picture of the future state
interaction between all Talent Management disciplines
–  To define the future state inputs, outputs and
assumptions of each Talent Management discipline
–  To develop the framework for the future state process
development in each Talent Management discipline
Black Box Analysis: Overview

Complex System
Black Box #5
Black Box #3
•  Objectives
Black Box #1 •  Objectives
•  Activity #1
•  Objectives •  Activity #1
•  Activity #2
•  Activity #1 •  Activity #2
•  Activity #3
•  Activity #2 •  Activity #3
•  Activity #3

Black Box #4
Black Box #2 •  Objectives
•  Objectives •  Activity #1
•  Activity #1 •  Activity #2
•  Activity #2 •  Activity #3
•  Activity #3
Black Box Analysis Process

  For each Talent Management discipline, determine:

–  The objectives and high-level activities of that discipline
–  The inputs required to meet the objectives of that discipline
•  If possible, the supplier of each input
–  The outputs produced by each discipline
•  If possible, the consumer of each output
–  The assumptions required to meet that discipline’s objectives

TM Discipline #1
•  Objectives
Supplier Inputs •  Activity #1 Outputs Consumer
•  Activity #2
•  Activity #3

Assumptions
Sample: Process Alignment Grid
Black Box Analysis: ITM Schematic
 ACHIEVE TALENT
MANAGEMENT SUCCESS

How does Recruiting benefit

from the Black Box?
 Traditional Recruiting (Before)

•  Uninformed Workforce Information:

On March 15th, Jane, a Manufacturing
Site Manager says her plant is fully
staffed, not realizing that the business
strategy dictates a change in production
schedule requiring additional staff.

•  “Surprise” Short-Notice Recruitment

Requests: On March 22nd, Jane calls
her recruiter and says she needs to hire
100 people by April 15th.

•  Reactive, Behind-Schedule
Recruitment: The recruiter scrambles
to initiate hiring as rapidly as possible
based on this unforeseen need; as a
result, Jane’s plant is not fully staffed for
six months.
ITM and Recruiting (After)

•  Forecast-Driven: As an output of the

Business Planning / Capabilities
Planning process, the Staffing, Career
Planning & Development and
Succession Planning teams receive a
forecast near the beginning of the year.

•  Pro-active Sourcing: The forecast

indicates two scenarios of either “no
hiring” or the “need to hire 100 people at
this plant.” All three teams begin to
identify talent for this talent need at the
beginning of the year.

•  On-time Responsiveness /
Recruitment Results: When the call
comes in on March 22nd, internal and
external talent has already been
identified to meet the need.
Common Recruiting Inputs

  Succession Planning to Recruiting

–  List of successors
–  List of positions with weak / no benches
  Performance Management to Recruiting
–  Performance / Competency Ratings (Quality of Hire, Internal
Applicants)
  Workforce Planning to Recruiting
–  Buy Plan / Borrow Plan
  Learning & Development to Recruiting
–  Competency Model
  Compensation to Recruiting
–  Competency-Based Job Descriptions
–  Salary Ranges
Common Recruiting Outputs

  Recruiting to Workforce Planning

–  External Labor Market Analysis
–  Offer Decline Trends
  Recruiting to Learning & Development
–  Newhire Competency Evaluations
–  Newhire Start Notification
–  Internal Candidate Application History / Hiring Assessements
  Recruiting to Succession Planning
–  Newhire Competency Evaluations
Insights for Leadership and Planning

  Key Benefits of Black Box Approach

–  Combines “big picture” perspective and functional detail
–  Drives both immediate activity and long-term strategy
–  Allows for design of each process while meeting the integration
needs of the system
–  Creates practical direction and prioritization for all ITM activities
  Key Considerations
–  Importance of “Big Picture” thinking
–  Importance of innovative thinking
–  Aggressive timeline helps drive results
–  Balance perfection w/ timeline / progress
 What are your questions?

Andy Rice, Practice Manager, ITM

The Newman Group, A Futurestep Company
Andy.Rice@Futurestep.com
www.futurestep.com www.tng.futurestep.com