Transcript Perspectives 2004

Learning: Re-Imagined
Talent Management
a Tool to Boost Productivity
and Maximize the Business Value
of your Employees
Gary Hartman, SkillSoft
Steven Hunt, SuccessFactors
Wed, May 6, 2009
1:30-2:20pm
Agenda
• Integrated Talent Management Overview
Gary Hartman, SkillSoft Partner Alliances Mgr.
• Synchronizing training, career development,
performance management, and goal management
Steve Hunt, SuccessFactors Director of Business Transformation Services
• Learning Accessed from within a Development Plan
SuccessFactors
• Q and A
Do you know what I love about this job?
Being in the right place, at the right time
“I skate to where the puck is going,
not where it has been.”
Wayne Gretzky
The Evolution of the LMS Market
Talent = Competitive Advantage
“The only unique asset that a business has for gaining a
sustained competitive advantage over rivals is its
workforce—the skills and dedication of its employees.
There is no other sustainable advantage in the modern,
high-tech, global economy.”
Robert Reich
“Today’s marketplace is incredibly competitive in
every industry around the globe. The difference
between success and failure is talent, period.”
Indra Nooyi,
CEO Pepsico
HCS Certificate Course 11.01.08 V.1.1
Human Capital is the Competitive Advantage
“We have moved from
the industrial age,
through the information age,
to the age of talent.”
--Thomas Friedman
Is this important?
2009 HR Executive’s Agenda
417 executives surveyed in Dec08 and Jan09
80%
Say top pressure
facing HR is
economic
instability and
uncertainty
60%
Say
importance of
human capital
management
will increase
in 2009.
Source: Aberdeen Group
It’s important, but is it done?
The Aligned Organization
HCS Certificate Course 11.01.08 V.1.1
The Foundations of Talent Management
Recruitment
Learn & Develop
Performance
Compensation
Integrating Skills Training
& Performance Management:
Critical Issues & Concepts
Steven T. Hunt, Ph.D., SPHR
Director Business Transformation Service
Relationships Between
Talent Management Processes
Training & Career
Development
Performance
Management
Goal
Management
Who you are
What you do
What you achieve
Skills
Aptitudes
Interests
Competencies
Goals
Environmental Characteristics
Where you work
Relationships, Resources, Rewards
15
What drives performance
Competencies
“How you use it”
Skills & Experience
“What you know”
Contrasting Competencies vs. Skills
Competencies
Skills
Behavioral categories that influence job
performance such as “building relationships”,
“managing stress”, or “planning & organizing”
Knowledge & experience required for jobs such as
“C++ programming”, “employment law”, or “postmerger integration”
People are “effective or ineffective” at
competencies
People “know or don’t know” skills
Less than 100 competencies can describe the jobs
in most large companies
Over 1000 skills are needed to describe the jobs
in most large companies
Competencies tend to stay the same over time;
they do not change much
Skills change significantly as new ones are created
and others become outdated
Competencies are primarily developed as a result
of on-the-job learning
Skills are developed through a mix of formal
training, education & experience
Most people struggle to assess their own
effectiveness with regard to competencies
People can assess their own skills if given clear
definitions for proficiency levels
-17-
Developing Skill & Experience Taxonomies
Skills & Knowledge (what you know)
Administration
Asset Protection; Asset Management; Budgeting,
Facilities Management, etc.
Engineering
Geological Engineering; Industrial Engineering
Mechanical Engineering; Surveying, etc.
Finance, Accounting & Insurance
Accounting; Auditing; Corporate Banking, etc.
Human Resources
Payroll Admin; Recruitment; Workforce Planning,
Training & Development, etc.
Information Technology
Applications & Websites; Database Management;
Data Center Operations, etc.
Marketing & Sales
Advertising; Brand Management; Business
Development; Public Relations, etc.
Manufacturing & Supply Change
Six Sigma; Supply Chain; Transportation; etc.
…and thousands more
Experience (where you have used it)
Business acquisition
Business turnaround
Process re-engineering
Major contract negotiations
Cost reduction/downsizing
New business creation/startup
Product development/management
International assignments
Cross functional roles/projects
Operations/line positions
Support/service positions
Corporate/strategy positions
P&L responsibility
Organizational Restructuring
Managed multiple sites/locations
Dealt with government regulators/audits
Partner Management
...and hundreds more
SuccessFactors Demo
Questions?
…and please visit us at the Solutions Fair
Gary Hartman
Partner Alliances Manager
[email protected]
Steven T. Hunt, Ph.D., SPHR
Director Business Transformation Services
[email protected]