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143 pages

English

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Description

The term “integrated talent management” has been in vogue for several years, yet organizations are still trying to understand how to integrate talent management functions to achieve business results. Authors Toni Hodges DeTuncq and Lynn Schmidt use case studies from 17 different organizations to reveal best practices for demonstrating the value of integrated talent management. This book will show you how to:

Design and implement talent management initiatives that will benefit business.

Measure, evaluate, and demonstrate the impact of talent management initiatives at both a functional and organizational level.

Benefit from the insights of world-class organizations.

Sujets

Efficacité professionnelle

Efficacité

Business

Economics

Training

Employabilité, métiers et formations

Informations

Publié par	Association for Talent Development
Date de parution	05 septembre 2013
Nombre de lectures	0
EAN13	9781607287421
Langue	English
Poids de l'ouvrage	4 Mo

Informations légales : prix de location à la page 0,1948€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

© 2013 American Society for Training & Development (ASTD)
All rights reserved. Printed in the United States of America.
No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone 978.750.8400; fax: 978.646.8600).
ASTD Press is an internationally renowned source of insightful and practical information on workplace learning, performance, and professional development.
ASTD Press 1640 King Street Box 1443 Alexandria, VA 22313-1443 USA
Ordering information: Books published by ASTD Press can be purchased by visiting ASTD’s website at store.astd.org or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2012946150
ISBN-10: 1-56286-865-9 ISBN-13: 978-1-56286-865-9 e-ISBN: 978-1-60728-742-1
ASTD Press Editorial Staff: Director: Glenn Saltzman Manager, ASTD Press: Ashley McDonald Community of Practice Manager, Human Capital: Ann Pace Associate Editor: Stephanie Castellano Editorial Assistant: Sarah Cough Cover Design: Marisa Kelly Text Design: Ana Foreman and Marisa Kelly
CONTENTS

Foreword
Introduction

SECTION I Integrated Talent Management
Chapter 1
Integrated Talent Management: A Business Imperative Lynn Schmidt, PhD
Chapter 2
Implementing Integrated Talent Management Scorecards Toni DeTuncq

SECTION II Talent Management Initiative Micro Scorecards
Chapter 3
Transforming Talent Acquisition: Developing the Consultant Recruiter Karen Fenstermacher
Chapter 4
Measuring the Impact of Using Job-Specific Competency Models to Determine Professional Development Needs J. Patrick Whalen, PhD
Chapter 5
Transforming the Customer Experience Through a New Conversation Scott A. Heitland and Dr. John R. Miller
Chapter 6
Proven Strategies for Enhancing Performance: A Novel Approach Dr. Deborah Bright
Chapter 7
Measuring the Effectiveness of Mentoring Programs Michele Beane Ricchiuto
Chapter 8
Career Development to Engage and Retain High-Potential Leaders Saundra Stroope
Chapter 9
Pre-Leadership Development: Feeding the Pipeline With Emerging Leaders Lisa Ann Edwards, Cari Williams, and Melanie Brittle
Chapter 10
Achieving Breakthrough Sales Performance Through Global Sales Leadership Practice Cynthia Dibble and Barbra Sher
Chapter 11
Measuring the Impact of Leaders Teaching Leaders Ellie Gates
Chapter 12
Accelerating Global Millennials Toward Future Leadership Glem Dias and Eileen Springer
Chapter 13
Evaluating Leadership Improvement: Using Executive Coaching to Drive Change Kristen P. Claudy, Anthony I. Lamera, and Brian O. Underhill, PhD
Chapter 14
Coaching for Impact Chris Pollino
Chapter 15
Assessing the Effectiveness of Talent Movement Within a Succession-Planning Process Allan H. Church
Chapter 16
The Real Dollar Value of Employee Engagement Cliff Stevenson
Chapter 17
Employee Engagement and Retention at the 2002 Olympic Winter Games Darren Hughes and Lisa Wardle
Chapter 18
Implementing an Organization-Wide Performance and Talent Management Suite Dr. Sujaya Banerjee, Nishant Dangle, and Anand Justin Cherian

SECTION III Talent Management Functional and Organizational Macro Scorecards
Chapter 19
Talent Management Functional Macro Scorecards Toni DeTuncq
Chapter 20
Integrated Talent Management That Drives Economic Value Add Karl-Heinz Oehler

Acknowledgments
About the Authors
FOREWORD
Kevin Oakes
When it comes to talent management, there’s a four-letter word on the lips of human capital professionals everywhere—data. Consider this research from the Institute for Corporate Productivity (i4cp): When some of the world’s top companies were asked what their biggest workforce planning challenges are, data-related challenges were the top two listed.

Workforce Planning Challenges for High-Performance Organizations 1. Technologies that do not share data effectively 46% 2. Unreliable data 35% 6. Lack of data 32%
Source: 2012 Strategic Workforce Planning Survey. Institute for Corporate Productivity (i4cp).

Yet reliable and comprehensive data is crucial to effective talent management. While talent management is widely considered to begin with workforce planning, the workforce planning professionals who participated in the study confirmed that data problems are multifaceted, creating issues across the board for talent professionals. Data questions that are frequently asked include: Can we access the workforce data we need? Is our workforce data accurate? Do we know how to interpret the data effectively?
Easily accessing the right data is perplexing to most organizations. And many blame technology for that. Today, companies often resort to manual data analysis because automated processes aren’t in place. Of the high-performing organizations (HPOs) studied, i4cp found that a full 37 percent lacked access to automated workforce data. Even among those with automated data, nearly half said it wasn’t integrated across the organization. And among those who are able to access it, data accuracy is thrown into question. A third of those surveyed admitted that their organizations’ workforce data wasn’t reliable. Another i4cp report, HR Analytics: Why We’re Not There Yet (2012), confirmed similar findings: About one in four respondents said they lacked confidence in their HR data, and nearly one in five said their organizations had no controls in place to ensure data accuracy.
Accuracy is more than “is-it-or-isn’t-it-correct”; it is also about consistent understanding of data. Are definitions the same from one organizational department or function to the next? Take “turnover” for example. The different ways turnover is calculated both across and within companies is mindboggling. Studies show that top organizations are twice as likely to have company-wide standards for interpreting data as low-performance companies. Getting buy-in for consistent definitions of data is a fundamental step for effective measurement, yet too often this simple step is ignored or forgotten.
However, let’s assume access to accurate data is easy. The next step—which can trip up even the most sophisticated companies—is finding individuals with the skills to organize, analyze, and interpret the data. In fact, well over half of low-performing companies cite lack of employees with the relevant skills and training as the biggest challenge they have in using data for decision-making. Finding HR professionals with the ability to tell the story behind the numbers and present data in ways that compel action—especially by senior leaders—has proven to be a rare skill. Yet it is this final storytelling piece that is so critical. The ability to connect the dots, which empowers leaders to use workforce data to positively affect business decision-making, is ultimately what it’s all about.
Take heart, however. If you are reading this and thinking that forecasting, analytical, and statistical abilities are lacking on your team, you’re not alone. Research shows that many companies face this obstacle, which is why borrowing best practices from others is so important today.
The scorecards and descriptions provided in this book should help close the gap on how to measure talent initiatives effectively. This is an important step for any company that either aspires to be, or wishes to remain, an HPO. The best companies are using data for strategic, long-term planning more than twice as much as low-performing organizations (LPOs) (96 percent compared to 47 percent); and are finding the talent and the processes in order to “tell the story.”
The best organizations use data analysts and measurement tools for a more calculated outlook. This is supported by the survey participants’ responses regarding the use of data for evaluating programs, or establishing the need for a future program, in which high performers again far outpaced low performers (91 percent and 59 percent, respectively). Top organizations are also far more focused on actively seeking information that improves the effectiveness of their planning and the performance of their programs and processes, while LPOs are more concerned about legal and compliance requirements.
The majority of companies are using workforce data as a way of keeping track of common measurements, such as performance ratings, headcount, turnover rate, and other housekeeping duties. These environmental scans are useful tools in any organization, provided they can be performed in ways that don’t divert employees from other tasks that are tied to developing a more effective workforce.
Performance data is the most commonly collected type of data, with 91 percent of high performers reporting that their companies collect this information in some form or another. But training completed turnover rates, headcount, and time-to-fill, train, and onboard all scored high with top organizations.
What matters most, however, is what we refer to as “quality metrics.” Top companies typically don’t stop at measuring overarching items. Instead, they dig deep and examine workforce measures by specific demographics and root causes. For example, data may show that turnover rates have increased, but they can also tell us that a company is losing high-potential employees who were not provided with tailored development programs.
This example underscores the importance of tying workforce metrics to bottom-line business impact. The large gap between HPOs and LPOs in using data to show how HR programs generate measurable results is the single most important difference between the two. The