2. Say Hello!
Share with us your background and objectives
Name
Role and how it relates to HR
Two things you would like to achieve from this
course
3. Course Objectives
Understanding HRM and key activities
♦ Workforce planning ♦ Recruitment & Selection ♦
Learning & Development ♦ Performance Management ♦
Employee Relations ♦ Labour-Management Relations ♦
HR Management Systems
Strategic role and interrelationship of HR functions
Examine how to apply various human resource methods
in different companies and business environments
Explore increasing role of technology in the design and
implementation of human resource strategies.
4. Learning Outcomes
√ Deeper understanding and appreciation of HRM
√ Gain insight into the evolution of HRM
√ Understand and apply effectively on the primary areas of
human resource management, including staffing, training
and human resource management systems.
√ Ability to understand the dynamics of human resource
management environment to manage the employment
relationship between multiple stakeholders.
√ Appreciation of how technology impacts the human
resource management functions and organizations.
6. Definitions - HR Management
• The utilization of individuals to achieve organizational objectives.
• Human Resource Management is the management of human
resources. It is to maximize employee performance in service of an
employer's strategic objectives. HR is primarily concerned with the
management of people within organizations, focusing on policies
and on systems.
• The process of planning, organizing, directing (motivating), and
controlling the procurement, development, compensation,
integration, maintenance, and separation of organizational human
resources to the end that organizational, individual, and societal
needs are satisfied.
7. According to the British Institute of Personnel
Management :
“Personnel Management can be defined as “that part of
management which is concerned with people at work and
with their relationship within an organization.”
What is Human Resource
Management?
8. According to American Management Association:
Human Resource Management is that field of management
which has to do with planning, organizing and controlling
various operative functions of procuring, developing,
maintaining and utilizing a work force in order that
the objectives for which the company is established are attained
as efficiently and economically as possible;
the objectives of all levels of personnel are served to the highest
degree; and
the objectives of the community are duly considered and
served.”
What is Human Resource
Management?
10. • It is concerned with the optimum utilization of
the human resources within and organization.
• It is concerned with the creation of conditions
in which each employee is encouraged to
make his best possible contribution to the
effective working of the undertaking.
• It is also concerned with the development of
the sense of mutual respect and trust between
management and workers through sound
relations.
• It endeavors to increase the productive
efficiency to the workers through training,
guidance and counseling and
• It tries to raise the morale of the employee.
PERSONAL
Objectives of HRM
11. • To recognize the role of HRM in
bringing about organizational
effectiveness.
• HRM is not an end itself. It is
only a means to assist the
organization with its primary
objectives.
• Simply stated, the department
exist to serve the rest of the
organization.
ORGANIZATIONAL
Objectives of HRM
12. • To be ethically and socially responsible
to the needs and challenges of the
society while minimizing the negative
impact of such demands upon the
organization.
• The failure of organizations to use their
resources for the society’s benefit in
ethical way may lead to restrictions.
• For example, the society may limit HR
decisions through laws that enforce
reservation in hiring and laws that
address discrimination, safety or other
such areas of social concern.
SOCIETAL
Objectives of HRM
15. Human Resource Management includes all activities used to attract
& retain employees and to ensure they perform at a high level in
meeting organizational goals.
Recruitment &
Selection
HR
Management
Systems
Recruitment
& Selection
Human Resource Management
16. “If you want to build a business, build the people.”
Quote by Brownie Wise
People
Strategy
December 14, 2016
17. The quality and effectiveness of the organization
is determined by the quality of the people that are
employed.
Success for most organizations depends on
finding the employees with the skills to
successfully perform the tasks required to attain
the company’s strategic goals.
18. • Service is delivered by people.
• Low quality HR leads to low quality customer
service.
• Knowledge comes from the people.
• In the 21st century effective knowledge
management translates into competitive
advantage and profits.
Why is HRM Important?
23. • Line Managers
• Human Resource Managers
• Shared Service Centers
• Outsourcing Firms
• Technology interfaces
Who completes HR Tasks?
24. Line Manager Vs HR Manager
Line Manager HR Manager
Place the right person
into the right job
Hire the people
Employee Orientation Orientation on Company
Execute HR policies and procedures Devise HR policies and procedures
Coach and develop employees Coordinate on training
Evaluate performance and
recommend rewards
Calibrate and reward
25. • The responsibility for human resource
management activities rest with each
MANAGER.
• If a MANAGER does not accept this
responsibility then HR activities will only
partially get done.
• HR department provides strategies, systems,
tools and support to Managers to ensure
effective staff management!
HRM Responsibilities
26. A lively intelligence
The personal function demands a marked degree of analytical
ability and great resourcefulness. Good judgment, intellectual
honesty, alertness and keen perception are also ranked high
among the desirable mental traits.
A high degree of freedom from bias
To be truly effective, personnel management requires of its
practitioners an impartial, objective attitude toward
management, toward the workers & toward the society. The
personnel managers’ plans, his decisions, his counsel – all
must be dictated by the total requirements of the situations. This
implies sincerity, fearlessness, and above all honesty.
Key Qualities of HR
27. A compelling Manner
The ability to inspire confidence, to encourage
friendliness and to elicit cooperation and enthusiasm
is invaluable to the pioneering effort that will be
required for him.
Understanding the People
Such understanding includes appreciation of human
wants and aspirations, of individual differences in
aptitudes and abilities. It manifests itself in an
increasing effort to provide others with the opportunities,
the encouragement and the motivation of their
development.
Key Qualities of HR
28. A good Executive
He must be organization minded and know how to delegate
assignments. Since HR departments themselves are
often complex and need a strong executive at the
top, his management ability must compare favorably with
that of the other top executives in the company.
A good salesman
Not the over aggressive type, but the kind who can sell
sound management ideas to employees and interpret
labor’s ideas to the employer. Has a good sense of values.
Key Qualities of HR
29. A good Negotiator
He should be able to conduct meetings between
management and labor without letting the arguments
come to a boil, able to maintain his own equilibrium
and get a good night's sleep even after spending an
entire day at the conference table with the most
arrogant union leaders.
A good Technician
Able to analyze details concerning labor laws,
interpretations and executive orders. Incidentally, he
must also have the faculty of adapting himself
gracefully to changed conditions.
Key Qualities of HR
30. He must have the quality which President Roosevelt once
described as a “Passion for anonymity”. This means that he
will not look for opportunities to claim credit, that he will enjoy
engineering a deal for which someone else gets a praise, and
that he will consider the line supervisors the real personnel
managers of the company and constantly try to build them up
as such.
He must be fully conversant with existing labor laws and
regulations. He must also know the language of the people.
Key Qualities of HR
32. Admin vs Strategic HR Role
Administrative HR: Processes that fulfill the basic
employee/employer relationship
– Paid appropriately and on time based on terms of the
employment contract; provided with a safe work environment free
from physical and mental abuse
– Emphasizes efficiency and compliance
Strategic HR/Talent Management:
– Hiring employees with capabilities to support the company’s
goals, developing them on these goals to meet future business
needs
– Differentiating between people based on performance and
potential, moving people into new roles, and changing employee
behaviors to increase their productivity
– Emphasizes effectiveness and alignment
36. External Environment Factors
Labor Force
A pool of individuals external to the organizations for the purpose
of hiring
The landscape and diversity of the workforce, consider the
supply and demand
Legal Considerations
Legislations affecting the HRM
Where in bigger countries, federal, state and local legislations
come into play eg equal opportunity for employment
Locally in Singapore, MOM plays a vital role
37. External Environment Factors
Society
Attitudes and beliefs of general public affect the behaviour and
profitability of the organization
Social responsibility is the implied, enforced or felt obligation
of managers, acting in their official capacities, to serve or
protect the interests of groups other than themselves.
Unions
A group of employees who have joined together for the purpose
of dealing collectively with their employer.
Wage levels, benefits and working conditions reflect decisions
made jointly by unions and management.
Enter into collective bargaining (negotiations) and agreement
38. External Environment Factors
Shareholders
Owners or stockholders who have invested money
Often challenge the expenditure and programs considered by
Management to be beneficial
Competition
Can be in product or service and/or labor markets
Salary bidding war happen frequently for critical positions
Customers
Play a big role as the external customers uses the goods and
services
Customers demand high quality products and after-purchase
service.
Employees hired should be capable of providing such.
39. External Environment Factors
Technology
IT savvy and computer-literacy skilled workers are sought after
Rate of technological change is accelerating = not many
organizations operate the same way they do a decade ago
Economy
Downturn, more applicants are typically available.
Economy booming, challenging in recruiting qualified workers
40. Internal Environment Factors
Mission
The organization’s continuing purpose or reason for being
Policies
A predetermined guide established to provide direction in decision
making
Corporate Culture
Basically the social and psychological climate
Management Style
Closely linked to corporate culture, the way and how leadership
team behaves.
42. It applies the disciplines of Economics (wages,
markets, resources), Psychology (motivation,
satisfaction), Sociology (organization structure,
culture) and Law (Maternity Benefit Act, Min. Wage
Act, Factories Act, IRO, etc.).
HR is embedded within the work of all managers, and
most individual contributors due to the need of
managing people (subordinates, peers and superiors)
as well as teams to get things done.
Multi-disciplinary Facets
43. Human Resource Planning
Human Resource Policies
Salary and Benefit Administration
Human Rights and Labour Laws
Recruitment, Selection and Orientation
Performance Management
Learning and Development
Communications and Counselling
Grievance Handling
Employees’ Welfare
HR Key Activities
44. Recruitment: develop a pool of qualified applicants.
Selection: determine relative qualifications & potential for a
job.
Training & Development: ongoing process to develop
worker’s abilities and skills.
Performance appraisal & feedback: provides information
about how to train, motivate, and reward workers.
Managers can evaluate and then give feedback to enhance
worker performance.
HR Key Activities
45. Pay and Benefits: high performing employees should be
rewarded with raises, bonuses.
Increased pay provides additional incentive.
Benefits, such as health insurance, reward membership
Labor relations: managers need an effective relationship with
labor unions that represent workers.
Unions help establish pay, and working conditions.
47. Definition of HR Planning (HRP) is the process of systematically
reviewing human resource requirements to ensure that the required
number of employees with the required skills are available when and
where they are needed.
Planning includes all activities that managers do to forecast current
and future HR needs.
Must be done prior to recruitment and selection
Specific quantitative and qualitative requirements
Two components in HRP: 1) Requirements and 2) Availability
Demand forecasts made by managers estimate the number &
qualifications the businesses need.
Supply forecasts estimate the availability and qualifications of
current workers and those in the labor market.
HR Planning
48. Enables managers to anticipate and prepare for changing conditions.
Affects production plans and productivity
Determination of surplus or shortage of manpower
Surplus – redeployment of manpower, restricted hiring, reduced hours etc
Shortage – redeployment of manpower, intensive hiring, outsourcing etc
Allows flexibility in HRM and time to turnaround efficiently
Why is HR Planning Important?
49. Forecasting Techniques
Zero-Base Forecasting
Uses the current level of employment as the starting point for
determining future staffing needs.
Vacancy not automatically filled when an employee leaves.
An thorough analysis is made on the need of headcount and
associated budget must be justified.
Work is distributed among remaining employees if position is not
filled.
Bottom-Up Approach
Begin with the lowest organizational units and progressing upward
to forecasts its requirements
Provides an aggregate forecast of employees needed
Comparing current and anticipated levels
50. Forecasting Techniques
Use of Mathematical Models
Predict future requirements through sales volume
Forecasting approximate number of employees required at different
demand levels.
Simulation
Technique for experimenting with a real-world situation through a
mathematical model.
Simulation model to represent the interrelationships among
employment levels and other variables
Using “what if” questions. Examples: What would happen if the
plant utilized two shifts? Three shifts? What would happen if 10% of
current workforce go on overtime?
Basically to permit managers to gain considerable insight into a
particular understanding before making an actual decision
51. Forecasting Results and Impact
Surplus of Employees Forecasted
Restricted Hiring
Reduced Hours
Early Retirement
Layoffs
Shortage of Workers Forecasted
Creative recruiting
Compensation Incentives
Different Selection Standards
Training Programs
52. Pros
Outsourcing is more flexible.
Continuous supply of workers
Outsourcing often provides human capital at a lower cost.
Cons:
Managers lose control over output.
Outsource contractors are not committed to the firm.
Unions typically are against outsourcing that has potential to
eliminate member’s jobs.
HR Planning: Outsourcing
53. Job Analysis and HR Planning
Job analysis is the systematic process of determining the skills, duties
and knowledge required for performing jobs in an organization.
Know what you need before you recruit!
Purpose of job analysis to is find out the following answers:
What physical and mental tasks does the worker need to accomplish?
When is the job required to be completed?
How does the worker do the job?
Why is the job done?
What qualifications are needed to perform the job?
HR Planning > Job Analysis > Job Description > Job Specification
Job Description – Document that provides information regarding the
tasks, duties and responsibilities of the job.
54. Why conduct Job Analysis?
Staffing
Lacking up to date job descriptions and specifications can lead to
recruitment inefficiency and disasters.
Training and Development
Identifying training and development needs
Close the gap if the individual does not possess the qualifications
Compensation and Benefits
Relative value of a particular job considered before a dollar value can be
placed
Safety and Health
Identify if the job is hazardous and consider the safety measures
55. Data Collection Methods in Job Analysis
Questionnaires
Administer structured questionnaire to the tasks employees perform
Observation
Job analyst watches the employee to perform job tasks and records the
observations
Primarily used to gather information on jobs emphasizing manual skills
eg machine operator
Usually insufficient of just using observation method alone
Interviews
Job analyst interviews the employee first, helping the employee to
describe the duties performed.
Contacts the supervisor for additional information and seek clarifications
56. Data Collection Methods in Job Analysis
Employee Recording
Having employees to describe their daily work activities in a
timesheet or log.
Hybrids of Methods Used
Engagement of Consultants
60. Recruitment Methods
Internal Recruitment Methods
Job posting – a procedure to inform employees on job openings
Employees Referral Program (ERP)
External Recruitment Methods
Advertising (traditional, internal)
Executive search firms
Public employment agencies (e2i, NTUC)
Recruiters
Internships
Open house
Job fair
Unsolicited walk-in applicants
Partnership with colleges or universities
61. External Recruitment Methods
Advertising
Traditional print
a) Newspaper (blind advertisement)
b) Publication of professional associations
c) Professional magazines
Internet
a) Job portals (jobstreet.com, jobsdb.com, monster.com, indeed.com
etc)
b) Social media platforms (Linkedin, Xing, Facebook etc)
c) Corporate website (resume management systems)
62. External Recruitment Methods
Executive Search Firms
RFI > PSL > TOB
Contingency Search
Typically around 20% of 30% of annual compensation
Casting a wider net using multiple firms
More candidates presented within a shorter time span
Retained Search
Pay an upfront fees, can be up to 50% of annual compensation
Usually exclusive and take a longer time to recruit
63. External recruiting: managers look outside the organization
Injection of new blood and offer fresh perspectives
External recruitment can be difficult due to the niche of specific
skill needs.
A multi-prong approach to external recruiting works best.
Internal Recruiting: positions filled within the organization
Internal recruiting has several benefits:
Workers know the firm’s culture, may not have new ideas.
Managers likely already know the candidates.
Internal advancement can motivate employees.
Difference
64. Significance of Selection
Selection is the process of choosing from a group of applicants
and of those individuals best suited for a particular role and
organization.
Selection decision has a great impact on the quality of the
candidates recruited ultimately to recruitment success.
Most powerful way to improve productivity is to make the right
hiring decisions.
Competent employees must be available to ensure organizational
goals are attained.
Marginally qualified employees will lead to intensify training.
Job mismatch due to improper selection will lead to attrition.
68. Selection Process
Psychomotor abilities tests
Measure strength, coordination
and dexterity
Job-knowledge tests
Measure the depth of knowledge
of the duties of the job
Personality Tests
Self reported measures of traits,
temperaments or dispositions
69. Selection tools must be reliable and valid.
Reliability: the degree to which the tool measures the same thing
each time it is used.
Apply consistency eg same duration of time, context etc
Validity: Does the test measure what it is supposed to measure?
Example: does a physical ability test really predict the job
performance of a firefighter?
Managers have an ethical and legal duty to develop good selection
tools.
Selection Tests and Tools
70. Selection Process
Unstructured Interview
Comprehensive and time
consuming
Interviewer asks probing, open-
ended questions
Structured Interview
Series of job-related questions
consistently asked of every applicant
Increase reliability and accuracy
Questions on situational, job
knowledge, job-sample simulation,
worker requirements
Behavioral Interview
Structured questions designed to
probe the candidate’s past behavior
in specific situations
Types of Interviews
75. Premature Judgements
Often make judgements about candidates in the first few minutes
Interviewer Domination
Must be two-way and interviewer must learn to be a good listener
Inconsistent and Inappropriate Questions
Central Tendency
Cant differentiate between strong and weak candidates
Halo Error
Permit only or a few selected personal characteristics to influence decision
Contrast Effects
Meet with several poorly qualified and conclude a mediocre candidate to be the
one
Interviewer Bias
Has own preferences and certain prejudices
Pitfalls of Interviewers
Notas do Editor
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.
Time Check: 1:30
We’ve already covered the first two sections of our agenda.
Going to spend about 45 minutes looking at the business case for talent management technology. Goal here is to give you some “ammunition” for investing in talent management technology in your company. This data is based primarily on SuccessFactors research into the ROI of our technology. At the end will do a short exercise to help you build a business case using your own company’s date.
From 2:15 to 2:45 we are going to discuss two different reasons for implementing talent management technology that are sometimes mutually supportive, but at other times can conflict: automation vs transformation. Going to do an exercise where you plot your own company’s needs relative to these two objectives.
2:45 to 3:00 – break.
From about 3:00 on we are going to examine different talent management applications, focusing on how talent management technology can be used to support different elements of talent management. We have intentionally avoided using “standard HR” words here because we want to encourage transformational thinking about the use of technology. In other words, talent management technology is not limited to simply automating existing paper and pencil performance management or succession planning processes (although it can do this). It is frequently about fundamentally changing how companies go about leveraging the full potential of their employees.
Will focus on wrapping up the session with some final thoughts starting around 4:45. Will be done by 5.