Companies are now looking for integrated solutions versus best of breed.

1. Terri Joosten
Sales Executive - Americas
tjoosten@hrsmart.com
www.hrsmart.com

2. Integrated Talent Management
Where Technology Meets Strategy

3.  What is Talent Management
 What Drives Talent Management
 Integrated Talent Management
 Paradigm Shift
 Unified Talent Management
 Benefits
 Impact on C-Levels
 Hidden Costs
 Advantages

4. Talent Management
Attraction Development
Management
Retention Engagement
Systems and Strategies Utilized to
Find, Manage, Motivate and Empower Your Employees

5. Most common solutions associated
 Applicant Tracking System
 Performance Management
 Succession Planning
 Training (Learning Management System)
 Compensation Management

6. Traditional HR Talent Management
Reactive Proactive
Administrative Strategic
Confined to HR staff Everyone‟s Responsibility
Transactional Collaborative
Certain times All the time
Promises soft-dollar benefits Delivers hard-dollar benefits
Adds paperwork Adds value
Counts heads Heads count
Downplays its drag on bottom Adds to the bottom line
line
Mission critical/core
Should be outsourced competence

7. Local Focus Global Mindset
Automation Transformation
Stand Alone
Integrated Suite
Applications
Reports Decision Support

8.  Time-to-Intelligence
 Agility in Execution

9. The demand for strategy-based talent management has
never been greater.
.
Senior management, boards of directors, analysts, and
investors factor a company’s talent management maturity
and the quality of its workforce into the valuation equation.
A McKinsey study (Axelrod, et al., 2010)
concluded that organizations scoring in the top quintile of
talent management practices out perform their industry, as
measured by return on shareholder value, by a remarkable
22%.

10.  Attraction – want to attract top performers
◦ Salary is no longer number one reason to take a job
 Ability for career advancement
 Money spent on Training
 Culture
 Retention – want to keep top performers
◦ Improve employee satisfaction
◦ Keep employees engaged
 Performance – Improving the individual performance of
employees so that the organization meets is Business Goals
 Analytics – need to be able to prove what HR is doing is
having a positive effect
 Automation – improving ability to perform
functions, freeing time for more strategic initiatives
 Total Cost of Ownership (TCO) and ROI

11.  Too difficult to use
 Too many systems
 Too hard to remember how to access
 No time to train (especially on multiple solutions)
 No real data to validate ROI
 Incomplete processes (multiple systems)
 No Executive buy in
 No Manager buy in (WIIFM)
 To short sighted – no long term vision

12.  Need Applicant Tracking System - ATS
◦ Too many resumes
◦ No database
◦ Tracking
◦ Reporting
◦ Portal
◦ Research, RFI, RFP,
◦ Present and Future Needs
◦ Buy Best System

15. “We are reaching a point in this market
where „integration‟ is more important
than „functionality,‟” Bersin wrote. “The
days of having one island of software Josh Bersin
for learning management, another for The TM Software Slump.
performance management, and a third
JoshBersin.com
for recruiting, are slowly going away –
most mid-market and an increasing
number of large companies are now
heavily leaning toward „full suite‟
solutions.”

16.  What goes around comes around!
Late 90‟s ERP preaching Integrated
(Oracle, SAP, Peoplesoft, JDE, BAAN)
Major Players Piping Best of Breed Story
Recruitsoft/Taleo CEO says they will dominate market
because their unique value proposition is that they do Applicant
Tracking and nothing else!

17.  Integrated means that
software, systems, or applications
can be made to speak to each other.
(Pass defined data back and forth)
Cost of having two unique solutions
often purchased as stand a lone or best
of breed that you now require to
communicate with each other

18.  Unified or Organic “the new
Integrated” is when systems are built
as one solution, one interface, one
application, one database, no
multiple uploads of data, all data is
real time (not batched nightly), they
use the same naming
conventions, fields and columns so
both use and reporting is simple and
effective

19. The Human Capital Space has unparalleled
acquisition
More companies trying to have an integrated
strategy
Made easier by use of API (Application
Programming Interface)
New Wave?
SAP buys Successfactors large footprint now owns
Cloud Software.

20.  While ERP‟s are Integrated/Unified focus is not
HR specific
◦ can often lag behind on functionality
◦ based on licensing model – large IT Footprint (why SAP
bought Successfactors)
 Integrated Talent Management vendors through
acquisition
◦ – delays in true integration and multiple user interfaces
 Unified or Organic one interface more robust
analytics, better user experience

21. Usable Functionality
 According to Aberdeen Group, “Best-in-Class
companies report a variety of planned enhancements
to the functionality of their HR systems: it is important
that these enhancements actually provide value, and
aren’t just ‘whiz-bang’ additions. While robust
capabilities and enablers can add a great deal of
value, make sure that they are part of the mission of
the organization, not just a new offering.”

22.  Best of Breed perceived as leaders with unique
features
 Integrated providers will catch up
 Occasionally a niche vendor offers a valuable, specialized feature not available
within an integrated talent management framework. It is crucial to remember
that development is continuously progressing on the capabilities of the
framework. Therefore, it is likely that same feature will come available with
the framework in the near future—if the feature is part of a best practice.

23. A CedarCrestone study revealed a
strong correlation between
organizations with integrated or
mixed talent management solutions
and operating income growth as
measured over a two-year period.

24.  Even if a niche vendor extends its recruiting offering
into performance and compensation and calls it
integrated, the absence of native integration with the
core HR system depletes the business benefit.
CedarCrestone/Oracle

25. CEO:
 Realizes value of top talent
 Importance of development of talent for growth
 Maximize performance
 Advanced analytics
CIO:
 Single Vendor Accountability and Management
◦ No finger pointing
 Focus on solution not interfaces and integrations
CFO:
 reduce number of contracts
 Reduced integration points saves money
 Economies of scale – reduced TCO

26.  One vendor to manage
 One sign-on
 One interface (unified/organic)
 Less training
 Higher user adoption
 Improved analytics
 Less Integrations – down time and money
 Reduced Costs

27. Bersin & Associates finds that organizations that
take an integrated approach to talent
management
1. are more capable of retaining high
performers,
2. realize higher revenue per employee
3. are generally better at responding to
economic change.

28. Career Path
My Job/
Development
Employees
Plan
Job
Skills &
Competency
Dream
Job
Measure
Performance
Motivate, Engage and Develop your Future
Leaders

29. How many systems and integrations to find data
and critical analytics
 Employee
◦ Information – job, start date, contact info
◦ Career Path
◦ Development plans
◦ Skills/Competencies
◦ Performance
 Report on gaps
 Trends

32.  Long Term Vision
 Not always what’s best now
 Collaboration between HR
business units
◦ Recruitment, OD, Training

35. Terri Joosten
tjoosten@hrsmart.com
905-754-0200 x230