The New Drivers of Recruiting and How Technology Should Enable Them
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The New Drivers of Recruiting and How Technology Should Enable Them
- 1. You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.866.469.3239 and enter access code: xxx xxx xx . You will be on music hold until the seminar begins. The New Drivers of Recruiting and How Technology Should Enable Them #TMwebinar
- 2. Speaker: Steve Goldberg Principal Analyst -- HRMS and TMS Bersin & Associates Moderator: Daniel Margolis , Managing Editor Talent Management magazine The New Drivers of Recruiting and How Technology Should Enable Them #TMwebinar
- 8. The New Drivers of Recruiting and How Technology Should Enable Them Steve Goldberg Principal Analyst and Industry Advisor Bersin & Associates March 1, 2011
- 10. Bersin’s Talent Management Framework
- 11. TM Strategy Maturity Opportunity Steady year-over-year growth in understanding the business impact of integrated strategies enabled by technology How “Mature” is your Talent Management Strategy? © Bersin & Associates, Talent Management Factbook 2010 More than half of all companies still have an immature or no strategy at all.
- 12. Impact of TM Maturity Levels
- 13. Integration Becoming a Top Priority 1/3 of HR Technology Users Are Willing to Sacrifice Some Features for Integration – twice the number from last year Are you willing to sacrifice functionality to standardize on one vendor? Figure 42 Source: Talent Management Systems 2010 , Bersin & Associates, 2009.
- 14. Barriers to Value (IBM Study - 2008)
- 15. FROM : ERP-enabled HR cost savings, efficiency gains, process optimization TO : Technology-enabled “ERP” 1990’s 2010/ 2011
- 17. Impact of Employee Engagement on Financial Performance Towers Perrin 2009 Study -- 50 Global Companies
- 18. Top HR Metrics on HR Scorecards Bersin & Associates Survey 2010 Survey – Over 1,200 HR Practitioners Bersin & Associates HIHR Research Nov 2010 – 700+ co’s
- 19. Evolution of HR Systems 2000 2003 2009 2006 Integrated TM Solutions e-Learning Compensation Performance Talent 2010+ People Mgmt Systems Market Growth - Adoption HRIS Benefits Administration Compensation Hiring Recruiting Applicant Tracking Recruiting Sourcing Learning Management LCMS Performance Management Competency Mgt Succession Management Integrated Talent Management Compensation Next Gen Recruiting Workforce Planning HRMS/core HR data + TM
- 20. HR System Areas Driving HR Dept Impact Bersin & Associates Survey 2010 Survey – Over 1,200 HR Practitioners Bersin & Associates HIHR Research Nov 2010 – 700+ co’s
- 21. HR Technology Advances are Plentiful 9-box on steroids! Social collab - infused TM Actionable reports, deep links HRMS / TMS – 1 platform Validated video interviews Job eVites / using Linked-In Open dev platform PaaS Integrated succession mgt Improved core platform attributes Semantic search - CV’s Mobile learning snippets Kudo’s & raves (recognition) Coaching mgt optimization 3D Job simulations Mobile candidate mgt
- 22. Your TA System has Reduced the Cost and Time to Hire 45% 30% 21% 4% Bersin & Associates TMS Research July 2010 - 220 co’s
- 23. Your TA System has Helped Screen for the Best Hires 47% 38% 9% 4% 2% Bersin & Associates TMS Research July 2010 - 220 co’s
- 25. Satisfaction By Talent Mgt Module Bersin & Associates C-Sat Research Sept 2010 – 700+ co’s
- 26. SaaS in Now the Preferred Model
- 32. 4 C’s of Social Collaboration
- 33. Changes in the Use of Hiring Tools During the Recession (2009) Source: Monster, 2009
- 39. Improving Usability – Common Features
- 40. Team Visualization >> Take Action
Editor's Notes
- 03/01/11 (c) Bersin and Associates The value prop for B&A: We provide members with the ability to access the most up to date thinking, insights, best practices, lessons learned, frameworks, models, case studies associated with all the elements of TM, EL, LD, TA. Helps you to very quickly, develop effective strategies and avoid a lot of the challenging issues dealing with changes, And allows them to avoid the issues with org structure, tech selection and implementation, makes you a business partner to your organization. By having us with WW research members, allows them to leverage insights and best practices to develop, manage and evolve their org.
- This is not a process map or empl life cycle Meant to be a view of all the major elements involve in TM and how they fit together from an integrated perspective Your TM function may look very different – and aligned witrh yur org structure Start with talent strategy and business alignment at top ---this is a bus strategy not an hr strategy –how is your bus strategy moving forward All the elements in burgandy that go into a well developed --- elements needed to be addressed when you are developing a holistic talent mgt strategy WP in an integral part --- it is a critical part --- understanding segments – scope of your efforts --- who are key talent (leadership, pivotal roles, everyone)--- steady state or transitional state --- you have to know how you are segmenting out and what the targeted strategy We read from to to bottom --- it’ a flow of how you think about it!!! What is talent / shat are the segments / critical roles >> Wkfce Planning for those segments>> C&C Mgt – the common language of comunication across the processes, tools and systems – understand how it ties – that is C&C mgt ---- skills/behavios/backgrounds/profiles ---- should these be core comp’s … conduct a gap analysis and the outcomes are the middle layer – to fulfill on the gaps in C&C and Wkfce Planning and Talent Strategy The middle is what most folks view as Talent Mgt --- these are the things that will effect --- TA and TR (for a long time, many people thought these bookends were not part of talent mgt --- but this is changing … selecting based on gaps in skills and competencies, other bokeends rewards – need to tie to the strategy and the competencies you value --- ensure that employees meet the perf expectations alignment of perf and total rewards Bookends --- processes have inputs and outputs --- all boxes in the middle are inter-linked!! These key elements in the middle are the processes and elements that comprise your talent programs and solutions Leaning and capability development at the bottom --- just as in WP we assess capabilities and identify gaps --- L&CD – my goal is to increase capabilities --- foundational supporting structure fo all the other talent mgt processes – that is what you incest in as the lifeblood of talent mgt Learning capab’s are not process driven so that’s another why it is more of a foundational piece 03/01/11 (c) Bersin and Associates
- 03/01/11 (c) Bersin and Associates
- 33% are willing to sacrifice to features and only 21% are not.
- Assume revenue per employee = $150k HR service delivery costs = $2k per employee 50 HR Dept staff for 5,000 employee company (100 to 1) Fully loaded turnover cost per employee = 1 x Salary/Bens Turnover in this example went from 12% to 9.6%, or 20% reduction 03/01/11 (c) Bersin and Associates
- 03/01/11 (c) Bersin and Associates
- 03/01/11 (c) Bersin and Associates
- 03/01/11 (c) Bersin and Associates
- Only three years ago, many considered on-demand to be a delivery model for the midmarket – incapable of scaling and providing the level of security appropriate for large organizations. That is no longer the case, as organizations of all sizes are implementing on-demand solutions and have provided strong testimonials on their satisfaction with their delivery choices. In response to the increased acceptance, the HR solution providers that only offered their solutions in an on-premise delivery model have either already launched an on-demand option as their midmarket solution or are in the process of migrating customers to a new version of their products in an on-demand delivery model. No matter the organization size, the business case for on-demand is compelling. The following list provides the most commonly cited benefits: 03/01/11
- Selection, deployment, integration, optimization, standardization (where appropriate) Best performing companies in the world fully leverage the creativity, productivity and commitment of their workforce … and typically ranks in the Top 10% in retention, revenue per employee/productivity and employee satisfaction (correlates with customer satisfaction) Not only about compressing time to hire ---since what’s so great about hiring the wrong person faster?