11/06/2012
Driving Business Execution
through Integrated Talent
Management
Steven Hunt, Ph.D.
Principal Director, Business Execution Practices
E-mail: shunt@successfactors.com
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SuccessFactors Proprietary and Confidential © 2011 SuccessFactors, Inc. All rights reserved.
What’s changed in 20 years of Human Resources?
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11/06/2012
Human resources and the weight loss
industry share a lot in common
Which are diet books?
Which are books about HR?
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Its not about knowing what to do, its
about doing what we already know
Maximizing workforce performance requires:
1. Building commitment among leadership toward the
importance of effective talent management
2. Providing guidance on what the organization should
do differently from what it is doing today
3. Giving people tools that make it easy to follow our
recommendations
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11/06/2012
Unlocking the mysteries of integrated talent
management & business execution
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What makes a business
successful?
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11/06/2012
1.
2.
3.
Strategy: Figuring out
what needs to be done
Assets: Securing
resources needed to
make it possible
Execution: Getting
people to do it
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Do you have
the capability
to execute?
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11/06/2012
On scale of 1 to 5 (5 is high), are you
confident your company could:
 Significantly change its strategic direction in 9 months or less?
 Agree on who the top 20% performing employees are, and then
explain this to the other 80% in a way that doesn’t make them
feel that they should be pursuing opportunities elsewhere?
 Determine the ROI you receive from investing in employees’
salary, bonus, and development?
 Effectively sustain the company’s current level of performance
over the next 3 years?
 Increase the size of its workforce to meet projected business
growth demands over the next 3 years?
 Ensure no one is doing things that create inappropriate levels
of legal or financial risk for the organization?
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BizX Drivers
1. Alignment
2. Productivity
Are people focusing on the
things that matter for
delivering our strategy?
Are people doing what we
asked them to do?
3. Efficiency
Are we optimizing our
investment in people?
5. Scalability
Do we have processes to
ensure a steady supply of
the talent needed to
execute our strategies?
4. Sustainability
Are we at risk of losing key
performers? Can we
maintain current
performance levels?
6. Governance
(Security & Compliance)
Is anyone doing things that
are creating significant
liabilities for our
business?
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11/06/2012
How do you
increase
Business
Execution
Capability?
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How do great leaders execute their business
strategies? They simply “will it to happen”
Famous Business Strategy Guru
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11/06/2012
What is “integrated talent management”?
Right People
Right Way
Staffing , Promotions &
Workforce Planning
Performance Management,
360 & Compensation
Who you are
How you act
Skills
Aptitudes
Interests
Competencies,
Values, Behaviors
Right Development
Succession, Career
Development, 360, Learning,
& Collaboration
Right Things
Goal Management,
Collaboration &
Compensation
What you achieve
Goals
Create learning through experience
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How talent management processes
impact business execution drivers
Right
People
Right Way
Right
Things
Right
Development
Alignment
Productivity
Efficiency
Sustainability
Scalability
Security/
Compliance
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11/06/2012
Business Execution Drivers provide the “missing link”
between HR and business strategies
Business Execution Drivers
Business
Strategies
Talent
Management
Processes
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Driving business execution through
better talent management
Understand
Strategy
Link to BizX
Drivers
Leverage Talent
Processes
• What does the company need to achieve?
• “Expand into APAC”
• What demands does this place on the workforce? What do people
need to do in the future that they are not doing now?
• “Build APAC team aligned on Asian growth targets” – Align and Scale
• How will we create these changes in the workforce?
• “Staff the right people into the right jobs and focus them on the right
things (i.e., recruiting, succession management, goal management)”
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11/06/2012
Talent management process maturity
Maintaining
Talent Pipelines
Influential
Operational
Maintaining
Talent Pipelines
Forecasting Future
Talent Needs
Calibrated
Coordinated Effort
Career Growth
Building Talent Pools
Impactful
Meaningful Goals
Business Driven
Development
Selecting HighPerformers
Well Defined
Aligned Goals
Targeted Development
Filling Open
Positions
Consistent
TangibleGoals
Individual
development planning
Right People
Right Way
Right Things
Right
Development
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Talent management process maturity
Target
State Maintaining
Influential
Operational
Maintaining
Talent Pipelines
Calibrated
Coordinated Effort
Career Growth
Building Talent Pools
Impactful
Meaningful Goals
Business Driven
Development
Selecting HighPerformers
Well Defined
Aligned Goals
Targeted Development
Filling Open
Positions
Consistent
TangibleGoals
Individual
development planning
Right People
Right Way
Right Things
Right
Development
Talent Pipelines
Current
Forecasting Future
StateTalent Needs
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11/06/2012
Where is the “integration” in integrated
talent management?
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Achieving process maturity requires
process integration
Integrated
Talent
Pipelines
Career
Paths
Business Driven
Development
Targeted Development/
Replacement Planning
Individual
Development Plans
Silo’d
Talent
Forecasts
Building
Talent Pools
Selecting
High Performers
Filling
Open Positions
Silo’d
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11/06/2012
We have the tools & knowledge to drive Business
Execution. But we need to use them correctly.
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The workforce
increasingly looks
like this
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Everyday, they use
apps like this
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But HR systems give
them apps that look
like this
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11/06/2012
Does this look engaging?
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How about this?
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11/06/2012
We need HR technology that does
not look or act like “HR technology”
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Readily available through tools
people use every day
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11/06/2012
Data that changes how leaders
make business decisions
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Technology, expertise, and workforce
demands are changing the shape of HR
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11/06/2012
An opportunity to create something so amazing
people will think it was built by aliens.
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Thank You. I hope we can continue
the conversation.
For more information and a
talent process maturity
assessment please request a
copy of the white paper “Driving
Business Execution through
integrated talent management”
www.successfactors.com
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11/06/2012
What business
execution looks
like: some real
world examples
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Following examples are from customers like these,
but are not necessarily these customers!
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11/06/2012
Alignment: focusing people on the
right things
Situation: Fortune 500 global manufacturer on the brink of
bankruptcy due to economic downturn
Challenge: How to focus employees on what matters most
for company survival and renewed growth
Solution: Deployed goal management to over 30,000
employees in multiple countries in less than 4 months
– Every employee required to set clear, verifiable goals tied to the
company’s turn-around strategy
– Visibility across the company on what people are responsible for
achieving
– Clear direction and accountability across all levels and departments
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Productivity: maximizing
performance of people
Situation: Technology hardware manufacturing company
challenged to get products to market faster at less cost
Challenge: Time to market is dependent on performance of
highly specialized and expensive engineers
Solution: Implemented performance review process
requiring leaders to identify, develop, and retain high
performers while addressing expensive talent that was not
fully contributing
– Consistent methods used across the company for evaluating
contributions of employees against clear standards
– Monthly reports reviewed at executive level to track performance
and retention of critical talent
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11/06/2012
Efficiency: maximizing the return on
investment made on people
Situation: Global communications company that grew by
acquisition has too much capital tied up in human
resources
Challenge: Different divisions have multiple, redundant and
often conflicting processes for hiring, pay, and promotions
Solution: Deploy a single, integrated talent management
system so all departments follow the same processes
– Eliminated dozens of independent technology solutions
– Reduce errors and re-work by going from multiple datasets to a
single source of employee information
– Reduced headcount costs through automation of manual talent
processes
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Sustainability: Maintaining consistent
levels of performance over time
Situation: National electrical company was facing loss of
critical skilled talent due to aging and retirement
Challenge: Replacement talent could only be developed
through extensive on the job experience
Solution: Implemented workforce planning & analytics
along with succession and development processes to
rapidly build talent for key roles
– Forecasted the specific nature of talent shortages 3, 5 and 10 years
into the future (what jobs, how many vacancies)
– Mapped out job experiences required to backfill these positions
– Implemented highly focused, development and job rotation
programs to maximize new employee development
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11/06/2012
Scalability: acquiring and developing
people to support growing business
demands
Situation: Manufacturing company with a strong customer
service culture experiencing massive growth across countries
Challenge: Struggling to expand into new markets without losing
the unique customer focused culture that made them
successful
Solution: Deployed integrated performance management and
development process to enforce and build customer service
standards in emerging divisions
– Communicate what “customer service” means using well-defined,
behaviorally descriptive language and rating scales
– Measure all employees based on what they achieve and how they
achieve it
– Reward, recognize and hold people accountable for displaying
customer service behaviors that align with company’s core culture
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Governance/Risk Management
Situation: Retailer with regional operations in hundreds of
locations around the globe
Challenge: Ensuring that pay and promotion decisions
reflect the company’s core values of fairness
Solution: Deploy global performance management and
succession process to support talent decisions
– Highly transparent and consistent methods for determining pay and
promotion decisions
– Ability to track whether manager decisions about pay and promotion
align with company values and expectations
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