HR/HCM (Talent Management) in Higher Ed

HR/HCM (Talent Management) in Higher Ed Jake Werner HCM Application Sales June 8, 2007

<Insert Picture Here> Talent Management: A set of business practices that manage the planning, acquisition, development, retention and advancement of talent in order to achieve business goals and optimize performance. “Nothing is as important as identifying, training, and holding onto talented people” – Jack Welch “We don’t hire commanding officers, we grow commanding officers.” – Captain Thomas Broderick, U.S. Navy

Six Main Trends Driving Human Capital Management • Increased linkage to business objectives • Growing focus on skills, competencies and knowledge • Tighter link between performance and pay • Multifaceted organizational development • Succession and leadership development • Certifications / Compliance • Knowledge workers are in demand not just in services industries, but almost everywhere else that is driven by the velocity of change and information. That makes the task of hiring, retaining, and improving the skills of these employees more important than ever. • IDC, Albert Pang, Nov. 2005

Demographic Shifts and Workforce Globalization Have Created a War for Talent Aging Workforce + Less Skilled Workforce = Talent Crisis Numbers of jobs and workers, in millions (adjusted for multiple job-holding) Projected Gap In Skilled Workers by 2020 15 Million 190 Skilled Jobs 180 Unskilled Jobs 170 Work Force 160 150 140 2020 1990 2000 2010

Each Generation in the Workplace Has Its Own Set of Experiences and Expectations – Conflict Can Occur Required to keep me Too much and I’ll leave Continuous & expected The hard way Classroom Independent Collaborative & networked Facilitated Guarded Top down Collaborative Hub & spoke Independent Hierarchical Horizontal Collaborative Team included Team decided Seeks approval Team informed Partner Command & control Get out of the way Coach On demand Once per year Weekly/daily No news is good news Uncomfortable Unsure Unable to work without it Unfathomable if not provided Unwise Sets me back Part of my daily routine Necessary Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.

Implications – Next 10 Years • Tightening labor markets in developed countries • Consumption demand likely to remain high • Expectations are for continuing economic growth • Labor supply may constrain economic performance • Given current labor supply and requirement to maintain GDP growth, there are limited options • Increase labor supply: • More working women • Raise retirement age • Allow more immigration • Off-shoring • Increase productivity (new processes & technologies) • All of these options impact HR!

What is Talent Management? A set of business practices that manage the planning, acquisition, development, retention and advancement of talent in order to achieve business goals and optimize performance.

Talent Life Cycle and Products Talent Planning Measure and Report Recruiting Succession Planning Performance Management Learning & Development Compensation Career Planning

Goal Plan Evaluate Develop Advance Lead Analyze HCM Process Planning Recruiting Performance Mgmt Competency Mgmt Learning Coaching Career Development Compensation Succession Planning Business Intelligence Talent ManagementMajor Processes Solutions • Workforce Planning • TAM/Candidate Gateway • ePerformance • eDevelopment & Core • Learning Management • Career Planning • eComp, eComp Manager • Succession Planning • Workforce Scorecard • HRMS Warehouse

Practical Talent Management Scenarios • Drive a truly integrated talent process: • Assess recruiting candidates against plans and goals • Job objectives become performance goals after hire • Compare performance ratings and outcomes to job requirements • Trigger learning to close gaps between job requirements and performance • Workflow enables dispersal of pay and rewards upon performance evaluation completion • Data marts provide out of the box best practice analysis in single disciplines within the talent management suite

Talent Planning:Workforce Planning • Conduct in-depth analysis of mid- and long-term workforce requirements to determine which key jobs, competencies, and profiles are essential to fulfilling your organizational strategy. • Link needs directly to individual employees to compare current workforce with what is required to make your organization successful. • Align workforce development plans with business objectives, reducing hiring time and expense, lowering training costs, and increasing productivity across the organization.

Talent Recruiting:Candidate Gateway • Enable applicants and employees to collaborate in real time and use intuitive, role-based home pages. • Speedy workflow and candidacy processing means that your organization can be the first to make a competitive offer to a top candidate.

Talent Recruiting:Talent Acquisition Manager • Transform the way you recruit employees, streamline the complex task of recruiting for recruiters as well as hiring managers. • One stop shopping: • From a single location, managers and recruiters can create and post requisitions, search the talent pool, screen applicants, perform background checks, and hire and onboard best-fit candidates. • Integrate with key third party recruiting vendors

Talent Evaluation:ePerformance • Streamline the entire employee performance management process, from goal planning and coaching to performance assessments and rewards. • Drive business results by directly linking employee performance targets and goals with enterprise objectives. • Base rewards upon performance outcomes and supporting goals with development. • Support the needs of different regions, departments, and groups with is a configurable, global product.

Talent Development:Learning Management Drive business performance by adapting your workforce, customers, partners, and suppliers to support an ever-changing business environment: • Embed learning into business processes across the extended enterprise. • Proactively manage change and transfer mission-critical knowledge. • Link learning to organizational goals, and enable targeted, on-demand knowledge transfer. • Achieve and maintain compliance.

Talent Advancement:eCompensation • Intuitive Self-Service • Enable employees to review or verify their compensation history online. • Include their entire history of cash and noncash compensation, such as base salary, bonuses, and details about stock options granted through a variable compensation plan. • Managing Work and Life Events • Use the Activity Guide tool to walk the user through each of the steps necessary to complete the process. • Specify whether each step within an event is optional or required or structure them in priority order. • Automatically launch workflow and approval routing, both within and beyond the enterprise's boundaries. .

Talent Advancement:eCompensation Manager Desktop Easy Self Service: • View total compensation-related information for direct reports from a central location, including salary, cash and non-cash components. • Request or grant base salary increases for employees, automatically route them for approval, either during review periods or on an ad-hoc basis. • Request or grant a base salary increase for a group of employees, which you can optionally track against an approved salary-increase budget. • Easily set up workflow to automate approval routing.

Talent Leadership: Succession Planning • Identify candidates for key positions • Anticipate organizational bottlenecks • Develop multiple career paths for who are ready for promotion • Integration to Talent Acquisition Manager increases the ability to ensure coverage of s key positions

Integration drives extended value • Compensation Management • Provide a direct link from approved review and rating into the salary & compensation page for update/review in a single step (including ‘groups’) • Integration with Variable Compensation • Performance Management & Training • Configure selected performance ratings to automatically trigger course enrollment or training emails with links • Have ePerformance look up and assign EE's Learning Objectives, Certifications/Courses, etc. in LM • Ultimately have Performance Reviews with access/display of learning activities, effective dates, and completion targets

Integration drives extended value • Career & Succession Planning • From 360 & other reviews populate the ‘leaders’ into Succession Planning • Virtual succession reviews • Recruitment • Ability to use interviews as step 1 in the performance cycle (assessment & development focus) • Utilizing the matching engine to link interview results to pre-defined training or coaching requirements

Executives Are Demanding Answers to Key Questions CEOs (Chancellors) are asking: • What workforce segments create most value? • How will business (institutions) be impacted by impending retirement and are we prepared? • Where is talent demand outpacing supply? • What skills will we need in next 5 years that we don’t have today? • Turnover? How much is it costing in lost enrollment? In productivity? In innovation? In quality? • Do we have a workforce plan to communicate financial consequences of talent decisions on our business? Source: Deloitte Study – “It’s 2008 Do You Know Where Your Talent Is?”

Concluding Remarks • IMPLEMENTATION: • Higher Education is lagging other industry sectors • Extend your core HRMS with self service to achieve service delivery excellence, and beyond with strategic applications to achieve performance excellence. Business process innovation and change management leads workforce technologies adopters to success and achieving value • COST SAVINGS: • Moving to a service center approach shows the strongest streamlining and cost savings • Evaluate the potential for hosted services • FUTURE: • Specifically focus on talent management • Educate yourselves on analytics • Focus on improving the user experience

HR/HCM (Talent Management) in Higher Ed