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Insights into human capital - The talent builders

by Kim Billeter

May 1, 2008

In today's global economy, the case for talent management has never been more compelling. While transactional work, such as fulfillment, accounting, help desks, etc., can be outsourced or minimized, more strategic product development, people management, complex sales activities and corporate planning require different types of employees. These employees already are at a premium in many industries and geographies.

That's why leading companies are making talent management – attraction, engagement and retention activities/programs – a strategic priority of HR service delivery. In fact, HR technology spending is rising, according to Towers Perrin's 2007 HR Service Delivery Survey. The findings, which explore the trends, prevalence and future plans surrounding organizations' approaches to HR service delivery, suggest an ongoing commitment to delivering talent management applications:

Nearly a third (30 percent) of respondents rate talent and performance management as key areas, up from 14 percent in 2006.

Across both PeopleSoft and SAP product lines, there is continued interest in applications that help organizations attract, retain and engage workers, from recruiting and onboarding to performance management.

More than 80 percent want to implement core HR manager self-service transactions to help managers initiate job requisitions, post jobs, view resumes and track applicant status by the end of 2008.

93 percent will offer employees a host of new employee self-service processes, such as the ability to view job postings online, and nearly that many will offer the opportunity to apply for those jobs, by the end of 2008.

Almost 20 percent will e-enable employees to review their training history and apply for training courses in 2008.

As companies recognize the importance of talent management, these findings suggest a heightened focus on HR systems to support this critical initiative. Organizations looking to implement talent management technology solutions must think broadly and understand all the key players, including applicants, employees, managers, internal HR and external providers (job board vendors, external training sources).

Employers also must consider:

Is the workforce highly mobile? What medium will best resonate?

Do employees have Internet/intranet access?

Is there a need for multi-lingual delivery?

Therefore, a complete technology solution must support recruiting, onboarding, performance management, succession planning and learning and development, for all positions. Successful end-user experiences will depend on your company's ability to integrate these technology solutions or implement an integrated talent management suite.

Before selecting technology, organizations must:

Begin with an integrated strategy or approach to talent management. A fragmented plan will dilute the impact and value.

Identify state pain points to help prioritize future needs, such as people, process, technology and business strategy alignment.

Understand the impact of self-service for process redesign (i.e., is this a new role for the employee?)

Define the talent management program, along with the organization's unique needs, history and culture.

Establish process measures.

Consider and proactively plan for the organizational impact and tolerance for change.

Rather than waiting to take action, forward-thinking companies are moving their talent management systems and processes online. Instead of wondering whether to invest, they're asking how much and how quickly.

Kim Billeter is a principal, personalized technology solutions, for Towers Perrin

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