2015 State of Talent Management

Powering Up Talent Management for Business Performance: 

A Close Look at Progress and Trends

Sponsored by

your hosts

Amber Hyatt, SPHR

Chris Lennon

Director, Product Marketingamber.hyatt@silkroad.com

@spamberhyatt

VP of Product Managementchris.lennon@silkroad.com

@chrislennon13

Roll Out the RedCarpet® Experience

Talent Acquisition

Talent Development

Talent Administration

The HR of Tomorrow is Here Today

Businesses are reimagining the workplace in ways that seemed like science fiction a few years ago.

• Distributed workgroups network across continents

• New models of social interaction reshape top-down leadership styles, enable collaboration

• Sophisticated data analysis methods empower companies to minimize risks

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2015 Industry Snapshot

Change is in the air• Disruption, movement in the makeup of the workforce

• Companies visualize new ways to engage and develop employees

• Greater and more complex regulation

• Heightened attention to privacy of employee data

• Business users clamor for mobile apps, 24/7 data access

• Recruitment hot seat as global economies strengthen, employees jump ship

• Consolidated, integrated HR solutions center around the HRMS

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Research Scope and Methods

• Surveys: Talent Management Technology, HR Strategy, HRMS, and What Keeps HR Up at Night?

HR and L&D professionals responded

work in companies > 500 employees

10+ years of experience as talent management professionals

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Top 10 HR Trends for 2015

key technology priorities

Your CEO says it’s a priority but you have to hold fundraisers to buy it.

Key technology priorities

HR technology purchases

27.8% Onboarding

21.6%HRMS

13.9%Recruiting

24.6% Performance

24.1%Benefits

20.1%Learning

2014 HR technology survey by Human Capital Media Advisory Group, the research arm of Talent Management

48.8%Suite 

Solutions“the Works”

Integrated with HRMS

Integration of HR functions

64%Partial Automation

minimize confidential data risk

“Being an open organization doesn’t mean sharing everyone’s salary information.”

HRMS Experience

Improper disclosure of private information is harmful and damages reputations. In addition to resources required for investigating and correcting problems, the law allows for civil penalties against individuals and/or institutions found to be in violation of the law.

‐‐ Major University Newsletter

user interface: the “deal breaker”

“We know Facebook is easy to use than our systems, 

but you can’t use it at work.”

We need systems that are easy to use so managers can focus on their jobs rather than struggling to master new systems. 

talent management gets pressure to go mobile

Hawaii vacation really means “working remote”

Put momentum in mobile HR

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“The focus of new applications should now be ‘mobile first’ and the usage mechanics, user interface, and design should be built around the use of a mobile device.”HR Technology for 2015, Josh Bersin, Bersin by Deloitte, October 2014

Mobile way of life

Mobile technology: HR isn’t savvy yet

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31% use mobile Recruiting

26% use

mobile Learning

57% neutral or

unconcerned about mobile

HR

Self‐service HR: Managers behind

of employees have

self-service

of managers have self-service

easier approval for purchasing analytics tools

What do you mean “you didn’t join HR to be an accountant?”

C-suite in demand of workforce data

84%Performance Management

83%Recruiting

81%Workforce Planning

New HR watchword:Internet of Things “IoT”

Another acronym you have to learn like: LOL, TMI or IOAWSILLIW

What is the Internet of Things?

Gartner says by 2020 over 26 Billion connected devices

“Connecting any device with on/off switch to the internet & each other”‐Jacob Morgan, Forbes.com

Giant connected network

How does “IoT” impact HR?

• Endless opportunities for connections & impact

• New boundaries for developing workforce capabilities

elevating performance management

Like that time you totally mastered “I Like to Move It” on Just Dance for Wii

Top Performance Concerns

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49%Want to tie performance 

to compensation

45%Want to tie performance 

with learning and development

68%Want reviews to be more strategic – not yearly 

tactical events

Instead of wasting our time debating whether to eliminate performance appraisals, we should be talking about how to make them more effective.

‐ Edward E. Lawler III (University of Southern California)

Is PM Going Away?

Only 6% are considering ending the annual review

develop leaders | address skill gaps

“Does increasing bench strength have something to do with starting a 

company baseball team?”

Leadership Bench

60%No 

or Don’t Know

40%Yes

#2 HR Concern

84%executives think the ability to develop and manage teams will be essential for future competitiveness

Developing Leaders

71%High performers missing something to excel at the 

next level

Successful Leaders

70%Challenging assignments 

(job changes and stretch assignments)

20%Other people 

(bosses, coaches, mentors, etc.)

10%Formal courses and books

Source: Center for Creative Leadership

engagement & retention, biggest human capital issues

Consider adopting Oprah’s retention plan: “You get a car, and you get a car…”

• Engaging and retaining the best employees

• Developing leaders and addressing skills gaps

• Recruiting the best employees

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2

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Top HR Concerns

Close the Gap, Make Way for Millennials

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Millennials already in leadership positions “The Mantle Of Leadership Is Passing To Millennials -- Get Ready,” George Bradt, Forbes

Professionals concerned about recruiting Millennial talent as “Boomers” retire

Millennials that have 4 or more direct reportsDeloitte Global Impact 2013. Deloitte Touche Tohmatsu Limited (DTTL) Millennial Survey.

• Develop engaging career web sites with rich content• Design employment packages focused on work/life

balance• Generate excitement during onboarding

• offer plentiful opportunities for learning & development

• Develop a social, collaborative, team-oriented culture

• Enable mobile, social technology • Role rotation to provide exciting challenges

How can HR pros attract & engage millennial talent?

HR still elbows for a seat at the strategic business table

Regressing back to your childhood when you were forced to sit at the little kids table until you were 23.

The Business Side of HR

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Professionals say their HR planning is linked to business strategy

HR expresses anxiety about strategy:

report concerns about developing a strategic—not tactical—HR organization

want a seat at the table in strategic business decisions

Challenges faced in aligningHR with overall company strategy

Tips from the Pros: Aligning HR with Business Strategy

• “Make HR decisions like any business decision. Make sure it’s in the interest of the company and the bottom line.” 

• “Consistent and continuous inclusion in the planning process ensures alignment.”

• “Partner with C‐level leaders.”

• “Lead as if you were the business owner:  Know the business, understand the financials, insist on accountability.”

• “Capability mapping.  Quarterly reviews.  Coaching and advising. Strategic evaluations.  Employee surveys.”

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HR Call to Action in 2015

Lead the Pack with Innovation and Business SavvyPassing the “Wallet Test”

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“Human Resources work does not begin with HR—it begins with the business… Competitive advantage exists when a firm does something unique that competitors cannot easily copy.  HR passes the wallet test when it creates human abilities and organizational capabilities that are substantially better than those of the firm’s competitors.”

The HR Value Proposition, Ulrich and Brockbank, Harvard Business School Press.

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