The Home Team Advantage: Achieving Results With Talent Mobility

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Speaker: Bobby Morris Talent Solutions Strategist SumTotal Systems Moderator: Ladan Nikravan Senior Editor Talent Management magazine

The Home Team Advantage: Achieving Results With Talent Mobility

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Ladan Nikravan Senior Editor Talent Management magazine

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Bobby Morris Talent Solutions Strategist SumTotal Systems

Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL

The Home Team Advantage Achieving Results with Talent Mobility

Bobby Morris Product Strategist, Talent

March 11, 2014


Definitions & Challenges

Organizing for Success

Talent Mobility & Sourcing

Game Planning

The Talent Mobility Ecosystem

Talent Mobility in Action

About SumTotal

Q & A

Agenda


Talent Mobility is a dynamic internal process for moving talent from role to role at the leadership,

professional and operational levels.

The ability to move talent where it is needed, when it is needed is essential for building an

adaptable and enduring organization.

Source: Bersin by Deloitte


A systematic Talent Mobility strategy enables organizations to more effectively A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain

A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a

A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global

A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global process for talent rotation.

A systematic Talent Mobility strategy enables organizations to more effectively acquire, engage, develop, align & retain high performing talent by implementing a consistent, repeatable & global process for talent rotation.


Key properties of Talent Mobility

A business strategy that facilitates organizational agility

A mechanism for acquiring and retaining high performing talent

A recruiting philosophy that favors internal sourcing

A method for aligning organization and individual needs

A proactive and ongoing approach to succession planning


Talent Mobility figures prominently in any contemporary discussion on global economic

and social trends. Indeed, greater talent mobility can help address talent shortages and close skill

gaps.

Source: Patricia A. Milligan and Haig R. Nalbantian, Talent Management Magazine, August 2012


Top 5 CEO Concerns

Sources: Lloyd’s of London Risk Index

#2: Talent & Skills Shortage


0 5 10 15 20 25 30 35 40 45 50

We cancelled or delayed a strategic initiative

We were unable to pursue a marketopportunity

We weren't able to innovate effectively

We couldn't achieve growth forecastsoverseas

We couldn't achieve growth forecasts wherewe are based

Our quality standards fell

Our talent-related expenses rose more thanexpected

AllUS

Question: How have talent constraints impacted your company’s growth and profitability over the past 12 months?

Source: PwC 2012 Global CEO Survey


Aligning current and future talent needs to rapidly changing business needs Developing deep talent succession pools and bench strength Retaining high performers and potentials / reducing flight Reducing external recruiting costs Improving overall HR measurement and reporting

Key Challenges & Barriers

Challenges Barriers

No single, complete view of global talent due to spaghetti mix of processes, systems, and data No succession planning process, or one focused only on senior execs Inconsistent employee assessment process and inability to calibrate ratings Sporadic, unpersonalized and informal employee development process

Source: SumTotal’s “State of Global Talent Strategy” survey


of organizations cannot easily identify high performers 47%


of HR Leaders do not believe their workforce is adequately prepared to meet future needs

56%


Talent Mobility is having the strategy, processes and systems in place to identify, grow and systematically evolve your workforce, especially your high performers, to be ready for future growth in your organization.

1. Develop your talent strategy

Organizing for Success

2. Make a senior executive responsible for the overall vision and execution of strategy and programs

3. Integrate your talent functions at a technology level (process, systems & data)


Better internal talent mobility Decreased voluntary turnover Improved workforce alignment to overall strategy Workforce responds more quickly to changing business needs Increased workforce productivity

Where Leaders Outperform Laggards



Institutionalizing

Institutionalizing talent strategy, accountability, and integration

Institutionalizing talent strategy, accountability, and integration has a profound effect on

Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight.

Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight.


How HR Technology Can Help Reduce High Performer Flight


HR Technology / Integrations Currently in Use

Better Internal Talent Mobility

Decreased Voluntary Turnover

Total Impact (Rank)




Total Impact (Rank)

Integrated Employee Development & Learning Management: Development Plans executed via training

High Impact High Impact 1




Total Impact (Rank)



Integrated Performance Management & Succession Planning: Top performers designated as successors





Total Impact (Rank)





Leadership Development (Standalone) High Impact High Impact 3




Total Impact (Rank)






Employee Career & Development Planning (Standalone)

High Impact Moderate Impact

4




Total Impact (Rank)






Employee Career & Development Planning (Standalone)

High Impact Moderate Impact

4

Integrated Performance Management & Compensation: Pay-for-Performance

Low Impact High Impact 5

Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL Source: Bersin By Deloitte

Bersin Talent Maturity Model

Siloed HR: Automation and compliance driven reporting

28%

Standardized Talent Processes: Optimizing a single process

45%

28%

Integrated Talent Management: Starting to connect systems and processes

20%

45%

28%

Strategic Talent Management: Fully integrated processes and systems focused on business outcomes

7%

20%

45%

28%


Higher Degree of Maturity = Better Results


Measure Impact

Employee Retention 38% higher

Employee Productivity (Revenue-per-Employee)

> 2x higher

Promotion Rate 76% higher

Employee Engagement 38% higher

Planning for Future Talent Needs 61% higher

Building Career Paths 68% higher

Pipeline of Ready Successors 92% higher


Organizations have a desperate need… to create a more dynamic process for internal movement. This is good for peoples’ careers,

good for employee engagement and saves money on recruiting – to say nothing of the fact

that talent mobility allows companies to hold onto their highly trained people.



Open Position

Create Requisition

Source (mostly

external)

Current State of Talent Sourcing

Most organizations use external sourcing

because they do not have the tools and

business intelligence to effectively source and

rotate talent internally.


External Hires Aren’t Always the Best Choice

Significantly lower performance in the first 2 years on the job

20% higher turnover rates

Up to 30% more expensive

Source: Matthew Bidwell, Wharton, 2012


What are the Decision Points?

What percentage of your future leaders do you want to source internally vs. externally?

Where are you most at risk?


Is There a Better Way?

Decision

Open Position

External

Internal

Decision

Open Position

External (25%)

Internal (75%)

Talent Pools

Create Req

Integrated Talent Strategy • Succession Planning • Employee Development • Learning Management • Performance Management


Game Planning Approach to Talent Mobility

Goal: Align people (hi-pos) at risk to positions at risk • Certain indicators flag risk, which opens the door to more thorough analysis

and discussions

Game planning answers these key questions: • What do we have from a current talent “inventory” perspective? • Which hi-pos are a flight risk and why? • Which critical positions are at risk or will be at risk in the near future

(weak bench)? • What positions will become open in 6-9 months and how do we plan to

fill them? • How can I provide more meaningful work and/or career paths to ensure

my hi-pos are engaged and getting what they need to be successful? • Can we take at risk hi-pos and put them in open positions today (or

develop them to be ready in the future)?


Talent-Based System of

Record

Succession Planning

Performance Management

Learning & Development

Hiring & Recruiting

Compensation

Strategy Planning, potential assessments, flight risk, 9-box calibration & talent pool management

Performance reviews, ratings calibration, goal alignment & high performer identification

Centralized employee records (HRMS), talent profiles, competencies & job profiles

Organization hierarchy structures as reflected by pay & impact analysis of

movement

Individual development planning and execution, pool-based

development (skills, competencies and behaviors, progress / results

tracking

Talent sourcing (internal/ external) & extending

talent pools to external candidates

Talent Mobility

The Talent Mobility Ecosystem


Solution • Obtained stakeholder input and support upfront • Implemented a single end-to-end platform, but in a

multi-phased rollout • Communicated and promoted the application

Results • Employee driven development process • Greater global talent mobility • HR elevated to strategic function to impact

business outcomes

Challenges • Global consistency in

managing employees • Employee commitment &

loyalty • Talent mobility across

multiple divisions • High performer retention

& employee satisfaction



Solution • Created a global talent record, to unify HR

information across 17 countries • Established Howden Academy • Created Howden’s Engineering Career Ladder

program

Results • Reduced turnover rates among new and existing

engineering staff • Improved time-to-productivity for new engineers • Increased process efficiencies for all HR related

activities • Provided managers better and more timely HR

information

Challenges • Increase retention rate

for the engineering talent across the globe

• Implement a succession plan to replace key retiring engineers

• Improve new engineer time-to-productivity

• Give executives better visibility into HR data and key talent

• Metrics



Commonalities across Cases

Organizations need a single source of information

Integration allows common reporting and better alignment

Leadership championing the effort across the entire organization


Improved Talent Mobility

Identification of High Performers

Growth of High Performers

Movement of hi-pos across the organization into future leadership positions


A majority of today’s HR leaders do not think that their workforce is prepared for future business needs

Talent mobility directly affect workforce preparedness

Institutionalizing talent strategy, accountability, and integration has a profound effect on improving talent mobility and reducing high performer flight

Integrated technology solutions can directly improve talent mobility

Summary


For additional resources visit: www.sumtotalsystems.com

Context-Aware HR Technology (www.sumtotalsystems.com/context-aware) Datasheets Whitepaper Analyst POV

Solving Talent Scarcity: The Strategy for Winning the New War for Talent

The CEO’s Guide to Succession Planning: Managing Risk & Ensuring Business Continuity Improving Employee Engagement to Drive Business Performance

http://www.sumtotalsystems.com/context-aware




LEARNING TALENT WORKFORCE PAYROLL & EXPENSE

3,500 Customers | $200M+ Revenue | Nearly 30 Years in HR 45M Users | 17M Cloud Users | 96% Customer Retention


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