A great talent development program can set your organization apart and keep you competitive. While you don’t need convincing, your leadership team sure does. Because without executive buy-in, even the best intentions fly out the window. This begs the question: What do HR leaders need to do to get the C-Suite onboard? Led by a seasoned CFO, this webinar will show you how to develop an effective business case that delivers the most compelling facts and figures to back up both hard and soft benefits for investing in talent management systems and processes. Key learning takeaways: The surprising competencies and skills that strategic HR leaders and CFOs have in common How to align your proposed initiatives directly to the objectives of the business The language and metrics that will make your CFO and CEO sit up and take notice Important financial metrics and other key factors to consider and include in your case What to ask your vendors to get the support you need to ensure buy-in

1. #WFwebinar
The presentation will begin at the top of the hour.
A dial in number will not be provided.
Listen to today’s webinar using your computer’s
speakers or headphones.
Welcome to the webinar!

2. #WFwebinar
Tools You Can Use
Audio Control
– A dial in number will
not be provided.
– Adjust the volume on
your computer or
headphones

3. #WFwebinar
Questions and Handouts
You can submit questions by
clicking on this icon here.
You can download a PDF of the
slide deck by clicking here.

4. #WFwebinar
1. May I receive a copy of the slides?
YES! Click on the handouts list located on the right portion of
your screen.
2. May I review the webinar recording at a later date?
YES! You may log in again using today’s link to review the
presentation on-demand.
3. Is this webinar HRCI or SHRM certified?
YES! The HRCI and SHRM certification codes will be sent in
the same follow up email as the recording
Frequently
Asked
Ques0ons

5. Presented
by
Pete
Low,
CFO,
and
Connie
Costigan,
VP
Communications,
Saba
Software
BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
WEBINAR

6. PETE
LOW
CHIEF
FINANCIAL
OFFICER
SABA
CONNIE
COSTIGAN
VP,
COMMUNICATIONS
SABA
TODAY’S
PRESENTERS

7. WELCOME
–
WHAT
WE’LL
COVER
TODAY
• CFO
&
CHRO
–
More
in
common
than
you
think
• The
CFO’s
“mindset”
in
today’s
economy
• Why
even
prepare
a
Business
Case?
• Where
do
I
start?
• The
“building
blocks”
of
a
Business
Case
• Closing
thoughts
• Questions

8. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
CFO
COMPETENCIES
1
COMMON
GROUND
CHRO
COMPETENCIES
2
Organizational
Leadership
Strategic
Evangelists
Influence
and
Leadership
Business
Stewardship
Sometimes
considered
the
“Fun
Police”
Ethical
Practice
Business
Partnership
Performance
Management
Rock
Stars
Business
Acumen
and
Critical
Analysis
Integrator
&
Navigator
Big
Picture
Thinkers
Navigating
the
Organization
F&A
Expertise
True
Professionals
HR
Expertise
CFO
&
CHRO
–
COMMON
GROUND
1.
Adapted
from:
THE
ROLE
AND
EXPECTATIONS
OF
A
CFO,
International
Federation
of
Accountants,
2013
2.
Adapted
from:
THE
SHRM
BODY
OF
COMPETENCY
AND
KNOWLEDGE,
Society
for
Human
Resource
Management,
2018

9. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
POLL
How
many
people
know
their
CFO?

10. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
PRODUCTIVITY
EXECUTION
/
PERFORMANCE
COST
RISK
ACCOUNTABILITY
Our
job
is
to
align
with
the
major
business
drivers
of
the
organization.
CFO’s
MINDSET
TODAY

11. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
WHY
A
BUSINESS
CASE?
So
a
smart
and
informed
investment
decision
is
made!
A
TOOL
THAT
PROVIDES:
• Context
for
the
project
/
investment
• Scenarios
analyzed
• Risks
and
rewards
considered
• Acts
as
a
guide
/
measurement
tool

12. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
IT’S
NOT
JUST
ABOUT
ROI.
OTHER
IMPORTANT
FACTORS:
• Provide
the
right
information
so
decision
makers
can
act
with
confidence
• Is
“believable”
–
think
credibility
• Predicts
what
might
actually
happen
• Ideally
-­‐
on
budget,
on
time,
and
addresses
the
pains
DEFINING
SUCCESS
WITH
A
BUSINESS
CASE
It’s
about
HR
demonstrating
its
strategic
partnership
to
the
business.

13. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
• Doesn’t
solve
real
acute
business
pains
• No
clear
scope
/
objectives
to
the
project
• Doesn’t
align
with
corporate
objectives
• Lack
of
sensitivity
analysis
(i.e.
no
clear
indication
of
assumptions
and
considerations)
• Missing
costs
–
heavy
concentration
on
benefits
only
• No
mention
of
the
risks
and
/
or
mitigation
strategies
COMMON
MISTAKES

14. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
• Start
with
a
Mindshare
• Make
sure
you’ve
identified
the
acute
company
pains
• Re-­‐visit
what’s
worked
in
the
past
and
why
• Consider
cost
/
budget
/
impact
(high-­‐level)
• Rally
support
• Write
the
Business
Case
WHERE
DO
I
START?

15. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
POLL
Who
in
your
organization,
besides
the
CFO,
do
you
think
has
the
most
influence
on
a
business
case
being
approved
(or
not)?

16. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
ALIGNMENT
-­‐
STRATEGIC
GOALS
BUSINESS
CASE
BUILDING
BLOCKS
OPTIONS
CONSIDERED
PROJECT
TIMELINE
SUMMARY
/
PROJECT
BACKGROUND
EXPECTED
COSTS
VS
EXPECTED
SAVINGS
ROI
AND
OTHER
METRICS
RISKS
SUCCESS
METRICS
CONCLUDING
SUMMARY

17. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
IMPROVE
PRODUCTIVITY
IMPROVE
RETENTION
Current
voluntary
turnover
is
X
REDUCE
COSTS
An
investment
in
a
talent
management
solution
will
allow
us
to:
Inability
to
measure
alignment
to
corporate
objectives
Systems,
training
and
administrative
time
Summary
Background:
Overview

18. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
BUSINESS
OBJECTIVES/
CHALLENGES
• Sample
Business
Objectives:
• Improve
sales
performance
and
increase
market
share
• Reduce
product
development
cycles
• Improve
employee
retention
among
high
performers
/
high
potentials
TALENT
GAPS
• Sample
Talent
Objectives:
• Improve
onboarding
programs
and
training
for
field
team
• Improve
alignment,
tracking
and
measurement
of
individual
performance
against
product
/
operational
efficiency
objectives.
• Create
emerging
leader
career
development
program
/
learning
paths
Alignment
With
Strategic
Goals

19. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Quantifying
the
Strategic
Benefits
1.
Weobong,
Don.
“10
Statistics
About
Performance
Management
That
Will
Blow
Your
Mind.”
TalentManagement360.
September
22,
2015.
2.
Asplund,
Jim
and
Nikki
Blacksmith.
“The
Secret
of
Higher
Performance.”
Gallup.
May
3,
2011.
3.
Smith,
Gregory.
“Training
and
Development
Leads
to
Higher
Productivity
and
Retention.”
Business
Know-­‐How.
March
5,
2017.
4.
Rizkalla,
Emad.
“Not
Investing
in
Employee
Training
is
Risky
Business.”
Huffington
Post.
August
30,
2014.
5.
Smith,
Gregory.
“Training
and
Development
Leads
to
Higher
Productivity
and
Retention.”
Business
Know-­‐How.
March
5,
2017.
6.
Asplund,
Jim
and
Nikki
Blacksmith.
“The
Secret
of
Higher
Performance.”
Gallup.
May
3,
2011.
7,
Glassdoor.
“50
HR
and
Recruiting
Stats
That
Make
You
Think.”

20. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Options
Considered
Lose
top
performers,
inability
to
remain
competitive
or
close
talent
gaps
RECOMMENDED
OPTION
TO
SUPPORT
TALENT
OBJECTIVES
High
administrative
costs,
difficult
to
update
/
maintain
EG:
Lack
of
flexibility
or
feature
/
functionality
Example
1
STATUS
QUO
Example
2
IN-­‐HOUSE
Example
3
PRODUCT
A
Example
4
PRODUCT
B

21. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Define
business
requirements
April
1
System
configuration
and
validation
Final
testing
/
end
user
training
April
30
LAUNCH
DATE
June
30
Test
and
confirm
May
15
Training
June
1
June
15
High-­‐Level
Project
Timeline

22. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Financial
Analysis:
Expected
Costs
INVESTMENT
YEAR
1
YEAR
2
YEAR
3
RECURRING
COSTS
0
0
0
ONE
TIME
/
IMPLEMENTATION
COSTS
0
0
0
INTERNAL
COSTS
(LABOR,
TRAINING)
0
0
0
TOTAL
COST
0
0
0

23. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Financial
Analysis:
Expected
Savings
SAVINGS
YEAR
1
YEAR
2
YEAR
3
HR
SAVINGS
(HRS/$):
0
0
0
MANAGER
SAVINGS
(HRS/$):
0
0
0
EMPLOYEE
SAVINGS
(HRS/$):
0
0
0
SYSTEM
COST
SAVINGS
0
0
0
OTHER
SAVINGS
0
0
0
TOTAL
SAVINGS
0
0
0

24. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Financial
Analysis:
Expected
ROI
&
Payback
Period
Return
On
Investment
(ROI)
____%
Payback
Period
(Months)
__
Months

25. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Potential
Risks
DELAYED
IMPLEMENTATION
Strong
work
back
plan
with
vendor,
SLAs
DATA
INTEGRATION
Data
connectors
available
SENIOR-­‐LEVEL
COMMITMENT
Communication,
involvement
in
implementation,
training
USER
ADOPTION
Comprehensive
training,
super
users,
communication
RISK
OF
INACTIVITY
WHAT
DOES
THE
STATUS
QUO
COST
US?

26. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Success
Metrics
Sample
success
metrics
may
include:
X%
increase
in
employee
engagement
/
retention
X%
of
employees
have
received
feedback
on
performance
Increased
participation
in
personal
development
plans
to
X%
Leader
talent
pool
X%
of
employees
have
goals
that
are
aligned
with
organizational
goals

27. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
Concluding
Summary
VALUE
Reiterate
value
proposition
noted
in
introduction
• Solve
this:
Sample
business
issue
• Provide
this:
Sample
delivery/service
value
• Archive
this:
Sample
business
outcome
BENEFITS
Highlight
key
benefits
(financial
and
soft
benefits)
• Improved
time
savings
• Improved
operational
savings
• Strategic
revenue
enhancing
benefits
from
engagement,
productivity,
alignment
NEXT
STEPS
List
recommended
action
/
next
steps.
• Step
1
• Step
2

28. BUILDING
THE
BUSINESS
CASE
FOR
TALENT
MANAGEMENT
POLL
Are
you
considering
an
investment
in
a
talent
management?

29. BUILD
YOUR
CASE
If
you’re
considering
an
investment
in
a
talent
management
solution,
Saba
can
help.
We’ll
provide
you
with
an
overview
of
our
award-­‐winning
solutions,
and
work
with
you
to
develop
a
customized
business
case
and
detailed
ROI
report
for
your
organization.
CONTACT
US!
www.saba.com/contact

30. PETE
LOW
CHIEF
FINANCIAL
OFFICER
SABA
plow@saba.com
CONNIE
COSTIGAN
VP,
COMMUNICATIONS
SABA
ccostigan@saba.com
QUESTIONS
&
CONNECTIONS

31. #WFwebinar
Register
for
the
next
webinar!
Boost Employee Performance with Microlearning and
Manager Training
Wednesday, April 11, 2018
Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for all upcoming Workforce Webinars at workforce.com/webinars