Bersin by Deloitte: Get Smart on Selection

Get Smart on Selection:
5 Top Criteria for a Talent
Management System
Katherine Jones, VP HCM Technologies
Bersin by Deloitte.
Deloitte Consulting LLC
November 18, 2014

Introduction
Katherine Jones, Ph.D.
Vice President, HCM Technology Research
Bersin by Deloitte
• Research areas: Talent Management, HR
Technologies and Implementation; Workforce 2020
• Background: Academia, High Tech, Market Analyst
• Over 300 articles in print
Copyright © 2014 Deloitte Development 1 Get Smart on Selection: 5 Top Criteria for a Talent Management System LLC. All rights reserved.

Question:
Are you Planning an
Integrated Talent
Management
Software Acquisition?
Click the green to say Yes
©2014 Saba Software, Inc. 2

About Us
Who we are
Global provider of leading practices, trends, and benchmarking research in talent
management, learning, and strategic HR.
6 research practices
• Human Resources
• Leadership Development
• Learning & Development
• Talent Acquisition
• Talent Management
• Tools & Technology
Offerings
• WhatWorks® Membership: Research, Tools, Education, Consulting
• IMPACT: The industry’s premiere conference on the Business of Talent
• Advisory Services & Consulting
Human
Resources
Leadership
Development
Learning &
Development
Talent
Acquisition
Talent
Management
Tools &
Technology

Agenda: Our Journey Today
• How does your HCM strategy influence your technology
decisions for today and tomorrow?
• What applications do you need to manage your talent?
• How do you want your end users to interact with the new
application?
• How will you get the analytics your executives have been
hounding you for?

People Management is Changing
Systems of
Record
Engagement
Measuring
Coaching
Performance
Characteristics of a
Successful Implementation
Employees =
Customers
Standardized
People Practices
JIT Learning
Social
Collaboration
Mobile Workforce

Another Change: The Move toward an Employee-
Centric Organization
Company Actions: Perks and
benefits
Employee Philosophy: “Happy
employees provide better customer
service.”
Employee Goals: Contentment
Measures: Formal or informal
measures of morale
Employee Satisfaction
Employee Engagement
Company Actions: Discrete
engagement initiatives
Employee Philosophy: “People
are our greatest asset.”
Employee Goals: Discretionary
effort
Measures: Formal tracking of
company engagement levels
Employee-Centricity
Company Actions: Integration of
systems and processes
Employee Philosophy: “Our
people are customers of our
management.”
Employee Goals: Passion and
loyalty
Measures: Business results

Technology Strategies are Changing
Addressing Strategy Shifts through Technology
41% Desire to move to new cloud-based
technology/SaaS
Move from disparate local HR
systems to one global system 35%
Desire to consolidate around one
vendor's platform 29%
Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring 2014.

Strategy Changes Drive Talent Software Changes
16%
14%
12%
10%
8%
6%
4%
2%
0%
Move to shared
services
Move from original
“home-made”
system to
purchased
products
Desire to
consolidate
around one
vendor’s platform
Workforce management, time,
& attendance
Payroll replacement
Applicant Tracking System
(ATS)
Learning Management
System (LMS)
Performance management
system
Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring 2014.

Change is Afoot!
But why now?

Talent
applications
are aging
Recruiting
Performance Management
Compensation
Learning
Time & Attendance
Succession
40%
17%
19%
26%
17%
12%
7+ Years Old
Investments in Human Capital Management Systems 2014, Katherine Jones. Bersin by Deloitte. Spring 2014.

Top 4 Drivers for Replacing TM Software
60% -- Can’t efficiently integrate with other systems
53% -- Improve user experience
53% -- Inability to get analytics
47% -- “New, better, faster technology solutions in the market
today”
Source: Investments in Human Capital Management Systems 2014. Katherine
Jones. Bersin by Deloitte. 2014.

The Following 5 Reasons….
Business goals cannot be addressed
with existing technology
Dissatisfaction with the vendor
Need for more mobile or social
applications
Uncompetitive user interface with our
existing technology
Home grown – or heavily customized
software in house today 33%
Source: Investments in Human Capital Management Systems 2014. Katherine
Jones. Bersin by Deloitte. 2014.
40%

CRITERIA
Technology
Consolidation
Application
Integration
“Cloud”
GOAL
User
Experience
Analytics
Tech
and
Vendor
Mgmt.

What applications do you need to manage
your talent?

The Technology
Environment
Talent
Acquisition
Onboarding
Learning &
Development
Career
Planning
Compensation
and Rewards
Succession
Planning
Performance
Optimization

Selection Criteria for New
Software
Selection Criteria
for New Software:
2014
Improved analytics
Better User experience
Integration
Cloud
Source: Deploying HCM Technologies: Making Change Work. Katherine Jones.
Bersin by Deloitte. 2014.
HRIS Talent Mgnt Suite
70% 67%
67% 80%
52% 80%
52% 60%

How Do You Want Your Users to Interact with
the Applications?

Social Collaboration
Huge Increase
in use of social
media at work;
perceived by some
as a major
distractor
Workforce
Engagement
is Key
Proliferation of
Technology
makes social
communication
easier
Younger
Workers Use
Peers for
Validation
Global,
Virtualized
Enterprises

Creating an Employee-Centric Technology
Approach
2 Enable
Provide a work
experience via
technology that is
seamless, positive,
and intuitive
Technology
1 Reframe
Treat employees
like your
organization treats
customers
3 Free
Eliminate
unnecessary
impediments to
productivity

Mobile: A System of Engagement
Time and
expense
reporting
Employee
directory
Knowledge
sharing
Learning
solutions
Recruiting
and
applying
Source: Global Human Capital Trends

Why is Mobile Important?
Immediacy of
Transactions
Mobile
45%
of job candidates
now apply for
jobs on mobile
devices
Younger
Workforce
Source: Global Human Capital Trends; Mobile Learning Cookbook
Continuous
Learning
Proliferation of
Technology

Stovepipes: Good for Chimneys,
Not for Business Applications

What is an Integrated Talent
Management Suite?
 Multiple applications; one
integrated platform
 Leverages the same data
model, workflow management,
security model, role-based
access rules, reporting and
analytics tools, and user
portals and navigation
 Enables new high-impact
processes, such as workforce
planning, career management,
global succession planning
and total rewards management.
Talent
Acquisition
Onboarding
Performance
Management
Compensation
Succession and
Leadership
Development
Career
Development
Learning and
Development

Integrated Suites
The most rapidly
growing area of HCM
software
Integrated Talent Management Systems: 2014. Katherine Jones. Bersin by Deloitte. 2014.

The Business Value of Integrated Suites
There is an
economy in
integration.
Vendor
management is
simplified.
Analytics across
multiple products
with multiple data
models are
difficult and prone
to error.
Efficiency and
accuracy in
employee
information is
paramount.
Easier
Vendor
Management
(SLAs)
Both a
Financial
and
Operational
Win
True
Analytics
Possible
Better Data
More
Efficiently

Criteria for Selection
• Rapid Innovation
• Customer and Market Influenced
• Accessible Information and Tools
• Simplified Experience
• Intuitive Consumer Experience
• Centralized Experience
• Role Based Experience
• Embedded Collaboration
• Networking Capabilities
• Integration with Public Social Sites
• Communities of Interest
• Person and Professional Branding
Flexible
and
Dynamic
Quick
To
Adapt
Social
Information
Sharing
User
Focused
Access
Anywhere
• Decision Making and Support
• Global Access and Actionable
Insight
• Peer and Org Knowledge Sharing
• Talent Search and Discovery
• Employee Experience and
Influence
• Gameification and Recognition
• Rewards, Perks, and Wellness
• Career Development
• Reputation & Brand Management
• Mobile Technology
• Productivity From Any Location
• Increased Access & Capabilities
• Simple, Faster, Smarter

5 Top Criteria for Selecting a Talent
Management System
#1 – Articulate your Human Capital Management Strategy
#2 – Select the applications you need and the order you want
to deploy them
#3 – Determine how you want your users to interact with the
new software application
#4 – Plan deployment: Apps delivered on Smartphones?
Laptops? What’s in the Cloud?
#5 -- Ensure your analytics and integration needs can be met

Thank You!
Questions?
LinkedIn: DrKatherineJones
Twitter : Katherine_Jones
Blog at www.bersin.com: Technology for Talent
Email: Kathjones@deloitte.com

As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed
description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and
regulations of public accounting.
Copyright © 2014 Deloitte Development LLC. All rights reserved.
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Member of Deloitte Touche Tohmatsu Limited

This publication contains general information only and Deloitte is not, by means of
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such professional advice or services, nor should it be used as a basis for any
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Bersin by Deloitte: Get Smart on Selection

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