Six Steps for Achieving Peak Performance with Talent

Six Steps for Achieving Peak Performance with Talent Management

Today’s Speaker Theresa Rice, Talent Management Strategist, trice@ciber. com Talent Management Strategist Education Industry Experience • Master’s Degree in HR Management • Bachelor’s in Org Communication • HR Practitioner for 15 + years • TM Strategy Process Alignment Expert • Taleo, Saba, Tele. Tech 2/5/2013 | 2 | © 2012 Ciber, Inc.

The Time Has Come!

and at the right price. Pres acquisitions, growth in ne pools and baby boomer re challenge. Why is Talent Management so important? Aberdeen Group’s 2013 HCM Survey, the top concern facing HCM professionals — regardless of size and industry — is… Talent Management is Strategic 2/5/2013 | 4 | © 2012 Ciber, Inc.

Talent Management is Strategic Value Proposition for a Strategic Talent Management System: • Aligns employees to the business goals and strategy; all working toward the same goals • Improves workforce productivity • Provides a differentiator: a competitive game changer • Attracts the right kind of talent • Fully integrated for “one source of truth” • Understood by all employees; promotes acceptance, compliance and loyalty 2/5/2013 | 5 | © 2012 Ciber, Inc.

My Promises in This Presentation Six Requirements for Effective Talent Management 1 Create a “System of Engagement” 2 Build Talent Profiles to accurately define roles 3 Correctly analyze data to link to performance 4 Track performance: real-time and vigorously 5 Coach and train team members to success 6 Reward for desired performance — not for perception 2/5/2013 | 6 | © 2012 Ciber, Inc.

Not a Fad: It’s Today’s Paradigm System of Record vs. System of Engagement • System of Record: Integrated ERP systems designed for people who have no choice but to use them • System of Engagement: Systems used directly by employees such as email, collaboration systems, social networking and learning system. Ø Organizations “engage” employees to arrive at a comprehensive relationship with and collaboration with employees. 2/5/2013 | 7 | © 2012 Ciber, Inc.

Let’s take a quick poll…. Has your Talent Management data strategy started to shift? Which of these statements best describes your organization? Employee data is only housed in our ERP system. HR provides information to managers (reports, spreadsheets, etc. ), and our talent management functions are mostly manual or not well defined. Some of our talent management functions are supported by best of breed TM solutions, with employee data interfaced from our ERP system. Employees and/or managers log into those systems as needed or only at certain times of the year to complete required processes. We have a fully integrated TM system that provides a consolidated talent profile for each resource. Employees and Managers are active users of the system. 2/5/2013 | 8 | © 2012 Ciber, Inc.

Requirement #1: Create a System of Engagement Talent Acquisition Learning & Development Goal Management Talent Profile Succession Planning Performance Management Compensation Management 2/5/2013 | 9 | © 2012 Ciber, Inc.

Module Talent Acquisition Decision Criteria Volume of Applicants Potential cost reduction efficiency gains Turnover rate Applicant market/pool Performance & Potential integration Goal with compensation Managements Potential integration with learning Cascade goals from top down Number of review forms and processes Compensation Management Harmonized rules for merit increases Harmonized rules for bonus payments Cultural acceptance of manager empowerment Performance and Compensation process are aligned Succession Planning Number of key positions Number of high potentials Transparency in the organization Learning & Development What development Are plans realistic options are available? and achievable? Volume of training Culture of learning? 2/5/2013 | 10 | © 2012 Ciber, Inc. Benefits of cross functional development? Cultural acceptance of selfempowerment

Requirement #2: Build Talent Profiles to Accurately and Completely Define Roles Ensures that employees know exactly what they are expected to do Adds consistency and objectivity to HR practices Do you have the right organizational structures and the right roles Leads to employee-created goals that are meaningful and springboards to their success and ultimately the success of the company 2/5/2013 | 11 | © 2012 Ciber, Inc.

Talent Profiles: Where, What, and Who to Look For? Where to Look • • • What to look for • • • Close to change in marketplace Leading edge Linked between several business units Not able to outsource Highly visible performance indicators Credibility Capability Character Career Management Change Management Who to look for • • Those who have back-up Medium term candidates – those who with some training can step in Outside business area that can provide new perspective External candidates 2/5/2013 | 12 | © 2012 Ciber, Inc.

Sample of a Talent Profile 2/5/2013 | © 2012 Ciber, Inc.

Requirement #3: Correctly Analyze Data to Link to Performance Environmental Scans & Assessments Business Criteria Needs Workforce Analysis SWOT/SCOT Analysis 2/5/2013 | 14 | © 2012 Ciber, Inc.

Sample Data Analysis Source: Lawson Enwisen HCM 2/5/2013 | 15 | © 2012 Ciber, Inc.

Requirement #4: Track Performance, Real-time and Rigorously Output Past Performance Feedback Observation Innovation Learning & Mentoring 2/5/2013 | 16 | © 2012 Ciber, Inc.

Sample of Performance Tracking 2/5/2013 | 17 | © 2012 Ciber, Inc.

Get Social Media in the Workplace 2/5/2013 | 18 | © 2012 Ciber, Inc.

Requirement #5: Coach and Train to Success Establish individual objectives and goals - align with the organization's strategic interests. Set up and use a global performance management system, - standards of behavior are defined for each role and each employee. 2/5/2013 | 19 | © 2012 Ciber, Inc.

Requirement #6: Effectively Reward and Recognize Establish specific criteria Clearly communicate expectations Anyone who performs at the level receives the reward Recognize as close to the performance action as possible 2/5/2013 | 20 | © 2012 Ciber, Inc.

Bridge Talent to Engagement? Emotional Connection Trust Motivation 2/5/2013 | 21 | Accountability © 2012 Ciber, Inc. Relevance

Unified Talent Management Solution Workforce Planning Talent Management Recruiting | Goals | Performance | Compensation | Learning | Succession Scheduling, Time & Attendance Employee Organizational Structure Administration Absence Management Onboarding & Off boarding Total Rewards Payroll People Structure Jobs & Positions Benefits Competency Framework Globalization 2/5/2013 | 22 | Contract Administration © 2012 Ciber, Inc. Health & Safety Regulations

In Conclusion… Six Requirements for Effective Talent Management 1 Create a “System of Engagement” 2 Build Talent Profiles to accurately define roles 3 Correctly analyze data to link to performance 4 Track performance: real-time and vigorously 5 Coach and train team members to success 6 Reward for desired performance — not for perception 2/5/2013 | 23 | © 2012 Ciber, Inc.

Ciber: Strong and Growing 39 years 6, 000+ employees ~$1 Billion revenue 4 continents 8 global delivery centers 53 offices worldwide 2/5/2013 | 24 | © 2012 Ciber, Inc.

The Infor Enwisen HCM Difference We transform the way people and organizations perform and unify any content, process, software, service and device … to raise Return on Capability Copyright © 2012. Infor. All Rights Reserved. www. infor. com 25

For More Information • For a free ROI calculation, copy of today’s slides, recording link, pricing or additional product information: Look for email next 24 hours from wcook@enwisen-hr. com to make request • Upcoming webinars and events: www. enwisen. com and infor. com • The Do’s and Don’ts of Talent Management – Feb. 6 • How to romance your new hires through online onboarding – Feb 14 • Mohegan Sun hits jackpot with 24/7 HR – Feb. 26 Copyright © 2012. Infor. All Rights Reserved. www. infor. com 26