The Story of INTELLIGENT TALENT MANAGEMENT

Transcription

1 The Story of INTELLIGENT TALENT MANAGEMENT

2 CHAPTER 1 What It Is and Why It Matters

3 It seems like just about everything is changing about the way we work. 1

4 New and disruptive technologies play a big part... 2

5 As does the new generation of workers 3

6 And a global business arena where market forces align, shift, and then realign 4

7 ... so quickly that we can t keep up, using the tools and processes of just a few years ago. 5

8 How does all this affect the workplace? Research paints a troubling picture: 6

9 More employees than ever are feeling disengaged. 7

10 Leaders are in short supply. 8

11 Workers are changing employers every few years. 9

12 Emerging specialties require brand-new skill sets. 10

13 And the incoming deluge of business data never stops. 11

14 Is it any wonder that employees feel OVERWHELMED?! 12

15 Line-of-business managers, for instance, are pulled in all directions.. 13

16 And every day, HR faces a dizzying array of challenges. 14

17 It s all too much to deal with. Even the most skilled multitasker can t stay on top of everything. No human being possibly can. 15

18 But new technologies absolutely can. In fact, that s why they were invented: to quickly digest enormous quantities of information, learn from it, and use these insights to improve people s experience. 16

19 We already take this for granted in our personal lives. Think how the consumer Web has transformed the way we search, shop, share, find entertainment, and get from place to place. 17

20 Intelligent technology makes all of this faster and easier. But that s not all 18

21 It also shows us new ideas and options. Valuable opportunities we didn t even know existed. Now that s revolutionary! 19

22 Couldn t smart technology do the same for HR professionals, to help them better meet the needs of a changing workplace? 20

23 Picture an HR system that does more than just collect and store information: 21

24 A very, very brainy system that analyzes and evaluates Big Data about people. Turning it into: 22

25 which it then serves up to you like an Amazon or Netflix without your having to even ask. 23

26 This what if HR system has a name: Intelligent Talent Management. And here s the best part: It s not just a theory. It s entirely real. 24

27 Right now, in companies all over the world, Intelligent Talent Management is delivering personalized, evidence-based recommendations to managers and employees alike... 25

28 Helping each and every one of them to work faster. Work smarter. Collaborate more smoothly. And make better decisions... in every facet of their job. 26

29 Want to see how? or 27

30 CHAPTER 2 Intelligent Talent Management at Work 3 tales with 2 endings

31 Saving Sarah A Story of Intelligent Rewards

32 eet Sarah, a hardworking marketing manager: well-liked, highly respected, but to her chagrin, sorely underpaid. Jason, her manager, sees Sarah s promise but doesn t know she feels under-compensated. With a full plate, 12 direct reports, and Sarah s annual review 8 months away, Jason doesn t have time, nor perceives a need, to give Sarah s situation special attention. But outside recruiters have. Sarah has been offered a more lucrative job somewhere else, and just gave notice. Now Jason and HR are scrambling to craft an enticing counter-offer. In their haste, they re going on hunches rather than reasoned analysis. The offer is too little and too late. Sarah is gone, and it will take months of recruiting to find her replacement. 1

33 Not exactly the best outcome. But with Intelligent Talent Management, the story could go quite differently: You ll remember from Chapter 1 that Intelligent Talent Management has a built-in brain which we call TIM for short. TIM does far more than just collect and store data. While Sarah was feeling blue and her boss going about cheerfully clueless, TIM was on the job, evaluating, comparing, and correlating all its data and interactions about Sarah. 2

34 TIM s assessment? Sarah is a high performer with leadership potential, well worth developing, but at risk to leave because she s underpaid. TIM alerts Jason and HR to all this long before Sarah is contacted by outside recruiters. TIM s alert includes a rundown of industry-standard packages for Sarah s position, dollar-amount incentive recommendations to retain her, and a comparison of the cost of retention vs. replacement. Now aware of the problem, and with decision-critical data in hand, Jason and HR take steps to pre-empt the departure of a valuable employee. How s that for a happy ending! 3

35 Millennial Joe A Story of Intelligent Development

36 oe is a financial analyst itching for a new challenge. He wants to work with people as well as numbers, and he has the skills. With no clear in-company program or resources for exploring a career change, Joe does what any self-respecting millennial would do: he takes his quest online talking with friends on Facebook. Reading relevant articles and blogs. Setting up informational e-chats with LinkedIn connections. And so on. Joe is on his way to uncovering new opportunities. And none of them will be with his present employer. 4

37 Were that employer using Saba s Intelligent Talent Management Suite, Joe could start and conclude his journey without looking elsewhere. First, he would take advantage of Saba s built-in personal career planning tool, using its gamification and modeling features to create what-if scenarios and options, and explore how they could be realized internally. This activity would be noted by TIM, the system s embedded intelligence, which would go on to correlate it with everything else it knows about Joe: his recent completion of courses in Leadership and Problem-Solving... the colleagues in HR he follows on Saba s social platform... and his profile notation of strong communications skills and a college internship in HR. 5

38 In true proactive form, TIM would take action, messaging Joe with the names of three company HR executives whose backgrounds show some analytics experience. TIM also alerts Joe to a new e-learning course, Getting the Most out of your HRIS. None of this would preclude Joe from simultaneously delving into other possibilities product marketing, for example. The career tool would guide Joe with alerts to marketing-related skills he needs to develop, together with suggestions for relevant courses, content, and in-company experts to follow. Meanwhile, TIM would surface Joe s career explorations to HR and Product Marketing, both of which would start monitoring his progress and keep him in mind for future positions. Joe is now on track to changing careers without having to change employers. Thanks to Intelligent Talent Management. 6

39 Digging Up Diamonds A Story of Intelligent Talent Mobility

40 A company business unit needs a marketing manager for a new product in the line. HR and the team s Director review obvious internal candidates: marketing managers for other products in the same group. Of course, none of them may be interested. If one of them does get chosen, their current position will need to be filled, most likely by recruiting from outside. 7

41 Here too, Intelligent Talent Management could make a decisive difference. When HR posts the job request, TIM would surface not just the obvious internal candidates, but others who are anything but obvious: Colin, a software engineer who has taken courses in product marketing on the Saba Learning platform, and exchanged ideas with marketing managers Eric and Melanie, with whom he worked on a cross-functional team. Both have cited Colin on the social platform for original ideas and initiative a notation TIM includes in his alert to HR. Through their own activity on the Saba system, Melanie in Production and Joe in Finance (from the previous story) have also shown interest and aptitude for a product marketing manager role. TIM surfaces them to the hiring team as well. 8

42 Ordinarily, the new position and these 3 employees career ambitions would play out on totally separate tracks, passing each other like ships in a fog. But Intelligent Talent Management brings them together. The decision makers are alerted to 3 promising internal candidates they wouldn t have otherwise known about nor could have been expected to. Odds are the position will be filled without the delay, effort, and expense of a protracted recruiting cycle. That s a win for everyone. 9

43 To put it all together. Intelligent Talent Management is a leap beyond what conventional talent systems can do. It is: Evaluates Alerts you Gives you So helpful new data to issues before tailored that employees continuously they become recommendations keep coming problems back for more

44 THE END EVEN v