Talent Management Trends in 2013 Survey Report CORNERSTONE INSIGHTS

Talent Management Trends in 2013 Survey Report CORNERSTONE INSIGHTS

Talent Management Survey Between April and July 2013, Inbox Insight conducted and collated the results of a Talent Management Survey on behalf of talent management, learning, and performance management software provider, Cornerstone OnDemand. This report gives a detailed breakdown of the responses by individual question, as well as outlining some key takeaways and statistics from the research itself. 293 key HR professionals and decision makers in the UK completed the Talent Management Survey 9 questions were asked, seeking answers to the biggest talent challenges, how visible skills gaps are and how talent management features in today s overall HR strategy and annual budgets 2

QUESTION 1 Q1) What would be your main reason for changing your current (or investing in a new) learning, performance, recruitment and talent management suite? Drive productivity 36 Identify skill gaps across the organisation 54 Increase retention of key performers 45 Spend training budgets more efficiently 18 Link performance appraisals to development actions 46 Develop a healthy leadership pipeline 53 Include social technologies to drive employee engagement 10 Reduce administrative costs 16 19% of HR professionals would change their talent management suite, if it allowed them to identify skills gaps across the organisation. Reduce risk of non-compliance Switching to SaaS Other 0 7 8 3

QUESTION 2 Q2) Which of the following would you describe as your biggest talent challenge? 45 (15%) 4 (2%) 56 (19%) Identifying which employees are best positioned for leadership roles 2(1%) (10%) Making performance measurement more meaningful Building a real 'pay-for-performance' culture Using talent pooling and succession plans to be more responsive to change Giving employees an active input into career development 67 (23%) Extending training and certification programs to customers and partners 59 (20%) (10%) Seeing talent management drive better bottom-line results Other 4

QUESTION 3 Q3) On a scale of 1 to 5; what visibility do you feel you have over talent needs; gaps and data; for critical roles? 160 150 140 1 120 110 100 48% of respondents identified that they have only slight visibilty over talent needs, gaps and data for critical roles 90 80 70 60 50 40 20 10 0 1 - Total visibility 2 3 - Slight visibility 4 5 - No visibility Responses 7 94 149 36 7 5

QUESTION 4 160 150 140 1 120 110 Q4) Are you facing any of the following problems as a result of lacking the ability to analyse talent across your organisation? (Tick all that apply) 146 50% of respondents feel that, because they lack the ability to analyse talent across the organisation, they are experiencing weakened talent pipelines for the future 100 90 88 86 80 70 72 60 57 54 50 40 40 47 20 10 10 10 0 Unexecuted business goals Underused talent management tools Weakened talent pipelines Reduced productivity Poor morale Stifled innovation Attrition of key talent Dissatisfied clients Poor product quality Other 6

QUESTION 5 Q5) Which of the following relates to your top strategic HR business goal for 2013? 40 (14%) 78 (26%) Talent pipelines - building strong pipelines to fill critical roles Career pathing - showing employees what their future could be 40 (14%) Learning - helping people gain skills and competencies to drive performance 18 (6%) 40 (14%) Social collaboration - connecting employees to improve knowledge sharing and engagement Recruiting - attracting talent and sourcing new hires to build talent pipelines 77 (26%) Performance - compliance and certification; visibility into your company's regulatory activities; minimising associated risk 7

QUESTION 6 150 Q6) How does talent management feature in your organisation's overall HR strategy? 140 1 120 110 100 71% of HR professionals identified talent management as either a core or key element of their overall HR strategy 90 80 70 60 50 40 20 10 0 Occasionally Core element Key element Peripheral element Never considered Other featured Responses 68 141 35 40 5 4 8

QUESTION 7 100 Q7) How many employees are there within your overall organisation? 90 80 70 60 50 40 20 10 0 1-50 51-500 501-1000 1001-5000 5001-10000 10001-20000 20000+ Responses 8 92 45 76 25 12 35 9

QUESTION 8 Q8) What industry is your company in? Business Services 51 Energy & Utilities 7 Financial & Insurance 14 Healthcare 18 Hospitality 7 Manufacturing 58 Life Sciences 2 Retail & Travel Technology & Media 19 Public Sector 26 Higher Education 7 Non-Profits 11 Other 42 10

QUESTION 9 Q9) What is your organisation's annual learning/development/talent management budget? (10%) 59 (20%) (10%) 56 (19%) 0 to 100,000 101,000 to 250,000 251,000 to 500,000 501,000 to 1,000,000 1,000,000+ 67 (23%) 11

IT S TIME TO REIMAGINE WORK Business is global, there are as many as four generations in the workplace, consumer technologies are flooding the enterprise, and your employees have new demands and expectations about the very nature of work itself. The future of work may be here, but the enterprise has some catching up to do. What are you going to do to meet these challenges headlong and make sure your business stays competitive? It s time to reimagine work. Empowering the Connected Workforce The rise of social, mobile and the cloud now means that, for many employees, their physical/ mobile/virtual/web workspaces have become inexorably intertwined. Many of us now work with colleagues around the globe, some of whom we only rarely see face-to-face. The tools of the modern knowledge worker provide: Real-time communication Telepresence File sharing Project and task management Team building Digital workspaces And so much more all from anywhere in the world, at any time of the day or night. 12

Enabling a Dynamic Workplace As long as people have gathered together in groups, it s been challenging to make sure everyone has the right information at the right time. Today, organisations are employing social collaboration tools to capture and repurpose the collective knowledge of hundreds or thousands of employees, often scattered around the planet. It s been reported that knowledge workers waste a third of their time looking for information and identifying the right people with whom to talk. The ability to locate expertise when it s needed most drives employee productivity and ensures that pockets of critical information don t lie hidden around the organisation. The benefits of this kind of information-sharing extend beyond the four walls of the business and out to customers and partners. Creating a Skills Marketplace A key benefit of having better technology and data about employees is the ability to develop a skills marketplace that can be used to pull together people with very specific skills for taskand project-based teams. Organisations that can quickly pull together effective teams to tackle specific business problems are inherently more nimble and competitive. Being able to develop such an internal skills marketplace requires good data about your people. And the social and recruiting tools of the 21st century allow for just that enabling an employee to paint a more accurate picture of his or her potential contribution and value to the organisation than has ever been possible through the traditional resume. 41% of Millennials prefer to communicate electronically at work rather than face to face or over the telephone 10 13

REIMAGINE TALENT MANAGEMENT The right approach to talent management is as critical as ever to making sure that your organisation is ready to support the new world of work. This means being ready to drive bottomline business results by creating a work environment where employees are given the resources to grow, develop, collaborate and be engaged in their jobs in order to perform at their very best. Today s integrated talent management solutions are moving well beyond HR automation and simple transactions such as tracking training, checking off performance reviews and managing succession grids. Reimagine Learning Learning in the modern workplace is less about the theoretical learning of universities and degrees and instead is increasingly centered on learning by doing and learning from mentors and colleagues (social learning). Reimagine learning as being part of the very fabric of work. It happens all the time, it s context-sensitive and, importantly, it helps employees be better at their jobs. Reimagine Performance Current sentiment seems to support the notion that the old-fashioned, end-of-year performance review (much dreaded, seldom effective) is not the best way to evaluate and reward real employee contribution to your business. Reimagine performance as an ongoing, collaborative process that provides real-time feedback, context for what work means, connections to meaningful development activities and more transparency. 14

Reimagine Recruiting Today s market for talent is a fluid one, with workers being asked to update their skills more often than ever. And recruiting is no longer a static or periodic event 74% of workers are either actively searching for a new job or open to new opportunities. 1 Reimagine the way your organisation sources and recruits new talent. This starts with understanding the value of social networks, referrals and internal sourcing. The goal should be using modern tools to forge deeper relationships with the right candidates and building lasting value for employee and employer alike. Reimagine Collaboration It s time to break down the silos and connect employees to the right knowledge, ideas and resources they need to work smarter. Research shows that companies that already derive value from social business have cultures that tend to be more open to new ideas and are more collaborative than other companies. 2 Reimagine what productivity really is by giving employees a single, unified user profile that becomes the hub of all of their activity in the talent system. Enable collaboration, networking, and sharing of materials and information across job functions, teams and time zones. And fuse communication and collaboration into one streamlined flow of work in a way that more intrinsically aligns content and context better than stand-alone tools. 15

Cornerstone OnDemand: Talent Management Software Reimagined Cornerstone OnDemand is elevating the concept of what talent management software can do for your business. We put employees at the center of the strategy, providing them with a one-stop, collaborative destination where meaningful work gets done and where they have easy, convenient access to the resources and information they need, across multiple devices. And our cloud is the catalyst that brings it all to life. Find out how we can help your organisation empower the connected workplace, enable any time/anywhere work, create a skills marketplace and facilitate the ways that work really gets done today. Visit us at www.csod.com/reimagine-work SOURCES: 1 Career Builder, 2012 Candidate Behavior Study 2 Deloitte/MIT Sloan Management Review, Social Business: What are companies really doing? 2012 16 2013 Cornerstone OnDemand, Inc. All Rights Reserved.