SlideShare a Scribd company logo
1 of 33
Download to read offline
© 2013 Halogen Software. All rights reserved
PLAN TO SUCCEED:
Building a Strategic
Talent Management Plan
© 2013 Halogen Software. All rights reserved
Presenters
Tim Mulligan
• HR Leader at Zoological Society overseeing a
team
of nearly 20 HR professionals for the 3,000
employee society
Sean Conrad
• has worked with numerous technology
organizations with a focus on enabling end-user
organizations to successfully implement software
solutions for over 15 years
© 2013 Halogen Software. All rights reserved
Elevate HR to a Position of Primacy
“Without a doubt, the head of HR should be the second most
important person in any organization. From the point of view
of the CEO, the director of HR should be at least equal to the
CFO.”
Jack Welch, Winning
© 2013 Halogen Software. All rights reserved
Overview
• __ ______
• _____ _________ _____
• ___ ___ _ ____
• __________ _____ ___ __________
• _______ __________ ___ _____
• ______ ___ ____ ____ _____
• _____ _________ ____
• ________ _______
• ________
• Our Company
• Talent Management: Before
• Need for a plan
• Identifying goals and priorities
• Defining HR priorities and goals
• Putting the plan into place
• Talent Management: After
• Measuring results
• Questions
© 2013 Halogen Software. All rights reserved
Company Overview
• __ _________ ______ __ __ ____ __ _
________ ____________
• ___ ______ ____ _____
• __ ___ ______
• The Zoological Society of San Diego is a 3200-
employee organization
• Been around over 90 years
• Not-for-profit
© 2013 Halogen Software. All rights reserved
Reason for Change
• ________ ____ ______ ___ __ ______
• ___________ __ ___ ___ ___________
______ ____ __ ____ __ _____
• ___ ___ ________ ______________
• _______ ___________ _________
• Strategic plan rolled out in January 2005
• Introduction to pay-for-performance
system that is tied to goals
• Need for employee accountability
• Employee recruitment/retention
© 2013 Halogen Software. All rights reserved
Our Talent Management Program
BEFORE
© 2013 Halogen Software. All rights reserved
% of Organizations Currently Doing
Strategic
Talent Management Planning
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
© 2013 Halogen Software. All rights reserved
Why is it Important?
CEOs wonder:
• Are we all pulling in the same
direction?
• Are we falling behind?
• Are we improving productivity?
• Will we hit our numbers?
• Can we keep our best employees?
• Prove it!
Source: Why Employee Performance Management Matters to CEOs
Author: Creelman Research
© 2013 Halogen Software. All rights reserved
Why is it important?
Companies who integrate their talent management processes
see significantly greater performance gains, and can measure
a correlation between their talent management efforts and
business operational results.
Aberdeen Group
© 2013 Halogen Software. All rights reserved
The Strategic Planning Process
© 2013 Halogen Software. All rights reserved
The Need for a Strategic Talent
Management Plan
• What were our goals and priorities over the
next 3 – 5 years?
• How were these tied to the Society’s
goals?
• Strategic plan?
© 2013 Halogen Software. All rights reserved
Step 1: Identifying Organizational Goals/Priorities
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
© 2013 Halogen Software. All rights reserved
Importance of Identifying Goals
© 2013 Halogen Software. All rights reserved
Identifying Organizational Goals
and Priorities
___ _____ _ ___ ________ ___1. Create a new Strategic Plan
© 2013 Halogen Software. All rights reserved
Step 2 – Identify Organizational Drivers
and Challenges
© 2013 Halogen Software. All rights reserved
Example
Drivers & Challenges Current customer satisfaction rating is only
75%. High CSAT ratings increase references
and improve viral marketing efforts, as well
as support ability to meet revenue targets,
etc.
Identify Organizational Drivers
and Challenges
© 2013 Halogen Software. All rights reserved
Step 3 – Gap Analysis
© 2013 Halogen Software. All rights reserved
Step 3 – Gap Analysis
Goal Gap Risk
Example Need to increase
customer satisfaction
by 7% points
• Drop in market share of 13%
• Drop in market position from #2 to
#3
© 2013 Halogen Software. All rights reserved
Gap Analysis
• Where was our organization at, compared
with where it wanted to be?
• Example: Succession Planning – we had
no program.
© 2013 Halogen Software. All rights reserved
Step 4 – Define Your HR Priorities
and Goals
© 2013 Halogen Software. All rights reserved
Step 4 – Define Your HR Priorities and Goals
Title Coordinate training in customer service competencies for Support
organization.
Description Source training courses in customer focus, communication and analytical
thinking for the support organization to help improve individual and overall
ratings for these competencies.
Due Date •Courses/activities must be identified by end of Q2.
•All courses/activities must be offered/conducted before end of Q4.
Measures of
Success
•Relevant training courses are sourced by end of Q2.
•Courses are scheduled and held before end of Q4.
•90% of support staff complete the training by end of Q4.
Priority High
Dependencies Budget for training courses needs to be approved before end of Q1.
Resources None other than regular HR staff.
Costs Goal is to not exceed $1000/ employee for training.
Corporate Goal
Supported
Rank #1 in the industry for customer satisfaction
© 2013 Halogen Software. All rights reserved
Defining HR priorities and goals
• Highlighted many HR areas
needing strategic planning (and
improvement!):
© 2013 Halogen Software. All rights reserved
Step 5: Talent Management Process Inventory
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
© 2013 Halogen Software. All rights reserved
Step 6 – Measure the Results and
Communicate Successes/Contributions
© 2013 Halogen Software. All rights reserved
Step 6 – Measure the Results and Communicate
Successes/Contributions
HR Goal Results Audience Method Frequency
1. Relevant course
identification
All Managers in
Customer
Support, VP of
Operations
Email Monthly update
Schedule and
conduct courses
before the end of
Q4
Monthly
communication
re: course
schedule/
availability
Customer Support
Staff completion of
required courses
on service
competencies
Quarterly update
of course
completion rates
by staff
© 2013 Halogen Software. All rights reserved
Putting the Strategic Talent
Management Plan into Place
• Articulate/evaluate what existing talent
management tools were previously in
place. What needs to be
revised/improved/or thrown out!
© 2013 Halogen Software. All rights reserved
Barriers to Implementing Your Strategy
Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
© 2013 Halogen Software. All rights reserved
Our Talent Management Program
AFTER!
© 2013 Halogen Software. All rights reserved
Other Benefits
• Recruit and retain employees
• Consistent and formal appraisal process &
competencies across the organization
• Reporting
• Year-round performance journals
• Review Scores can be used for bonus
programs
© 2013 Halogen Software. All rights reserved
Other Benefits –
Transforming our Culture
Linking Appraisal Results to
Compensation:
• Overall Score: 50% Objectives,
50% Leadership Competencies
• Pay-for-performance
© 2013 Halogen Software. All rights reserved
Measuring the Results of the Talent
Management Plan
© 2013 Halogen Software. All rights reserved
Thank you
Tim Mulligan, J.D.
Chief Human Resources Officer,
Zoological Society of San Diego
TMulligan@sandiegozoo.org
Sean Conrad
Senior Product Analyst, Halogen Software
sconrad@halogensoftware.com
Read the San Diego Zoo Case Study:
www.halogensoftware.com

More Related Content

What's hot

Latest Trends in Performance Management
Latest Trends in Performance Management Latest Trends in Performance Management
Latest Trends in Performance Management Manali Vyas
 
Human Resources KPIs
Human Resources KPIsHuman Resources KPIs
Human Resources KPIsTURKI , PMP
 
HR Strategy: It's Easier Than You Think
HR Strategy: It's Easier Than You ThinkHR Strategy: It's Easier Than You Think
HR Strategy: It's Easier Than You ThinkBen Eubanks
 
Luboslava Fabryova - HR strategia 2015
Luboslava Fabryova - HR strategia 2015Luboslava Fabryova - HR strategia 2015
Luboslava Fabryova - HR strategia 2015HRLeaders
 
REQUIREMENTS ARE NOT ONLY REQUIREMENTS
REQUIREMENTS ARE NOT ONLY REQUIREMENTSREQUIREMENTS ARE NOT ONLY REQUIREMENTS
REQUIREMENTS ARE NOT ONLY REQUIREMENTSMC Saravanan ☼
 
Integrated talent management solution for PM system implementation_v1.0
Integrated talent management solution for PM system implementation_v1.0Integrated talent management solution for PM system implementation_v1.0
Integrated talent management solution for PM system implementation_v1.0Kwan Segal , SPHR, EMBA
 
7 Key Elements for Every Top Learning Strategy - Webinar 02.19.14
7 Key Elements for Every Top Learning Strategy - Webinar 02.19.147 Key Elements for Every Top Learning Strategy - Webinar 02.19.14
7 Key Elements for Every Top Learning Strategy - Webinar 02.19.14BizLibrary
 
5 Learning Strategy Essentials for 2014
5 Learning Strategy Essentials for 20145 Learning Strategy Essentials for 2014
5 Learning Strategy Essentials for 2014Human Capital Media
 
Human Resource Planning And Management Powerpoint Presentation Slides
Human Resource Planning And Management Powerpoint Presentation SlidesHuman Resource Planning And Management Powerpoint Presentation Slides
Human Resource Planning And Management Powerpoint Presentation SlidesSlideTeam
 
Six Sigma/Lean/TOC HR Strategy
Six Sigma/Lean/TOC HR StrategySix Sigma/Lean/TOC HR Strategy
Six Sigma/Lean/TOC HR Strategyjlchavez65
 
Next Generation Learning Strategy - Webinar 08.12.14
Next Generation Learning Strategy - Webinar 08.12.14Next Generation Learning Strategy - Webinar 08.12.14
Next Generation Learning Strategy - Webinar 08.12.14BizLibrary
 
Balanced Scorecard Strategies For Hr Ss Workshop May 10 2010a Chicago, Il
Balanced Scorecard Strategies For Hr Ss   Workshop May 10 2010a   Chicago, IlBalanced Scorecard Strategies For Hr Ss   Workshop May 10 2010a   Chicago, Il
Balanced Scorecard Strategies For Hr Ss Workshop May 10 2010a Chicago, IlFrederick 'Rick' Buchman
 
Six Sigma in Recruitment Presentation
Six Sigma in Recruitment PresentationSix Sigma in Recruitment Presentation
Six Sigma in Recruitment Presentationmike4656
 
Organizational Planning Powerpoint Presentation Slides
Organizational Planning Powerpoint Presentation SlidesOrganizational Planning Powerpoint Presentation Slides
Organizational Planning Powerpoint Presentation SlidesSlideTeam
 
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Aurelien Domont, MBA
 

What's hot (20)

Latest Trends in Performance Management
Latest Trends in Performance Management Latest Trends in Performance Management
Latest Trends in Performance Management
 
Human Resources KPIs
Human Resources KPIsHuman Resources KPIs
Human Resources KPIs
 
HR Strategy: It's Easier Than You Think
HR Strategy: It's Easier Than You ThinkHR Strategy: It's Easier Than You Think
HR Strategy: It's Easier Than You Think
 
Luboslava Fabryova - HR strategia 2015
Luboslava Fabryova - HR strategia 2015Luboslava Fabryova - HR strategia 2015
Luboslava Fabryova - HR strategia 2015
 
REQUIREMENTS ARE NOT ONLY REQUIREMENTS
REQUIREMENTS ARE NOT ONLY REQUIREMENTSREQUIREMENTS ARE NOT ONLY REQUIREMENTS
REQUIREMENTS ARE NOT ONLY REQUIREMENTS
 
T & d at godrej.....
T & d at godrej.....T & d at godrej.....
T & d at godrej.....
 
Company Profile
Company ProfileCompany Profile
Company Profile
 
Integrated talent management solution for PM system implementation_v1.0
Integrated talent management solution for PM system implementation_v1.0Integrated talent management solution for PM system implementation_v1.0
Integrated talent management solution for PM system implementation_v1.0
 
7 Key Elements for Every Top Learning Strategy - Webinar 02.19.14
7 Key Elements for Every Top Learning Strategy - Webinar 02.19.147 Key Elements for Every Top Learning Strategy - Webinar 02.19.14
7 Key Elements for Every Top Learning Strategy - Webinar 02.19.14
 
5 Learning Strategy Essentials for 2014
5 Learning Strategy Essentials for 20145 Learning Strategy Essentials for 2014
5 Learning Strategy Essentials for 2014
 
Human Resource Planning And Management Powerpoint Presentation Slides
Human Resource Planning And Management Powerpoint Presentation SlidesHuman Resource Planning And Management Powerpoint Presentation Slides
Human Resource Planning And Management Powerpoint Presentation Slides
 
Six Sigma/Lean/TOC HR Strategy
Six Sigma/Lean/TOC HR StrategySix Sigma/Lean/TOC HR Strategy
Six Sigma/Lean/TOC HR Strategy
 
HR360_Presentation
HR360_PresentationHR360_Presentation
HR360_Presentation
 
Gap analysis
Gap analysisGap analysis
Gap analysis
 
Next Generation Learning Strategy - Webinar 08.12.14
Next Generation Learning Strategy - Webinar 08.12.14Next Generation Learning Strategy - Webinar 08.12.14
Next Generation Learning Strategy - Webinar 08.12.14
 
Balanced Scorecard Strategies For Hr Ss Workshop May 10 2010a Chicago, Il
Balanced Scorecard Strategies For Hr Ss   Workshop May 10 2010a   Chicago, IlBalanced Scorecard Strategies For Hr Ss   Workshop May 10 2010a   Chicago, Il
Balanced Scorecard Strategies For Hr Ss Workshop May 10 2010a Chicago, Il
 
Six Sigma in Recruitment Presentation
Six Sigma in Recruitment PresentationSix Sigma in Recruitment Presentation
Six Sigma in Recruitment Presentation
 
Organizational Planning Powerpoint Presentation Slides
Organizational Planning Powerpoint Presentation SlidesOrganizational Planning Powerpoint Presentation Slides
Organizational Planning Powerpoint Presentation Slides
 
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit
 
Tranning & development
Tranning & developmentTranning & development
Tranning & development
 

Viewers also liked

Intro To Talent Discovery And Strenghts Development
Intro To Talent Discovery And Strenghts DevelopmentIntro To Talent Discovery And Strenghts Development
Intro To Talent Discovery And Strenghts Developmentpatrickking
 
2e_Cultivating Top Talent - Brian Mannal
2e_Cultivating Top Talent - Brian Mannal2e_Cultivating Top Talent - Brian Mannal
2e_Cultivating Top Talent - Brian MannalBrian Mannal
 
Exploring the Expanded Talent Development Ecosystem
Exploring the Expanded Talent Development EcosystemExploring the Expanded Talent Development Ecosystem
Exploring the Expanded Talent Development EcosystemDavid Kelly
 
An Intro to Talent Development and Talent Analytics
An Intro to Talent Development and Talent AnalyticsAn Intro to Talent Development and Talent Analytics
An Intro to Talent Development and Talent AnalyticsCoachSource LLC
 
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineeringStrategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineeringDan Medlin
 
Presentation on Talent Development
Presentation on Talent DevelopmentPresentation on Talent Development
Presentation on Talent DevelopmentTim Weyland
 
The New Model for Talent Management: Agenda for 2015
The New Model for Talent Management:  Agenda for 2015The New Model for Talent Management:  Agenda for 2015
The New Model for Talent Management: Agenda for 2015Josh Bersin
 
Global Talent Development Presentation Tel Aviv
Global Talent Development Presentation Tel AvivGlobal Talent Development Presentation Tel Aviv
Global Talent Development Presentation Tel AvivMiritElchayani
 
Strategic talent management slides
Strategic talent management slidesStrategic talent management slides
Strategic talent management slidesMark Wilcox
 
Strategic Talent Management
Strategic Talent ManagementStrategic Talent Management
Strategic Talent ManagementDoug Young
 
Human resources planning
Human resources planningHuman resources planning
Human resources planningiv4nnavi
 
Strategic Talent Management system
Strategic Talent Management systemStrategic Talent Management system
Strategic Talent Management systemQuantum Learning
 
ATD International Conference Talent Strategy Mapping
ATD International Conference Talent Strategy MappingATD International Conference Talent Strategy Mapping
ATD International Conference Talent Strategy MappingJon Ingham
 
Strategic training for talent development
Strategic training for talent developmentStrategic training for talent development
Strategic training for talent developmentAtuhairwe Richard
 
The New HR - presentation at #SHRM13 annual conference in Chicago - Jon Ingham
The New HR - presentation at #SHRM13 annual conference in Chicago - Jon InghamThe New HR - presentation at #SHRM13 annual conference in Chicago - Jon Ingham
The New HR - presentation at #SHRM13 annual conference in Chicago - Jon InghamJon Ingham
 
Company talent development presentation (public)
Company talent development presentation (public)Company talent development presentation (public)
Company talent development presentation (public)Ramil Mastiyev
 

Viewers also liked (20)

Intro To Talent Discovery And Strenghts Development
Intro To Talent Discovery And Strenghts DevelopmentIntro To Talent Discovery And Strenghts Development
Intro To Talent Discovery And Strenghts Development
 
2e_Cultivating Top Talent - Brian Mannal
2e_Cultivating Top Talent - Brian Mannal2e_Cultivating Top Talent - Brian Mannal
2e_Cultivating Top Talent - Brian Mannal
 
TD Area Plan
TD Area PlanTD Area Plan
TD Area Plan
 
Exploring the Expanded Talent Development Ecosystem
Exploring the Expanded Talent Development EcosystemExploring the Expanded Talent Development Ecosystem
Exploring the Expanded Talent Development Ecosystem
 
An Intro to Talent Development and Talent Analytics
An Intro to Talent Development and Talent AnalyticsAn Intro to Talent Development and Talent Analytics
An Intro to Talent Development and Talent Analytics
 
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineeringStrategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
 
Talent Acquisition Guidebook
Talent Acquisition GuidebookTalent Acquisition Guidebook
Talent Acquisition Guidebook
 
Presentation on Talent Development
Presentation on Talent DevelopmentPresentation on Talent Development
Presentation on Talent Development
 
The New Model for Talent Management: Agenda for 2015
The New Model for Talent Management:  Agenda for 2015The New Model for Talent Management:  Agenda for 2015
The New Model for Talent Management: Agenda for 2015
 
Global Talent Development Presentation Tel Aviv
Global Talent Development Presentation Tel AvivGlobal Talent Development Presentation Tel Aviv
Global Talent Development Presentation Tel Aviv
 
Strategic talent management slides
Strategic talent management slidesStrategic talent management slides
Strategic talent management slides
 
Talent management
Talent managementTalent management
Talent management
 
Strategic Talent Management
Strategic Talent ManagementStrategic Talent Management
Strategic Talent Management
 
Human resources planning
Human resources planningHuman resources planning
Human resources planning
 
Executive Intro to R
Executive Intro to RExecutive Intro to R
Executive Intro to R
 
Strategic Talent Management system
Strategic Talent Management systemStrategic Talent Management system
Strategic Talent Management system
 
ATD International Conference Talent Strategy Mapping
ATD International Conference Talent Strategy MappingATD International Conference Talent Strategy Mapping
ATD International Conference Talent Strategy Mapping
 
Strategic training for talent development
Strategic training for talent developmentStrategic training for talent development
Strategic training for talent development
 
The New HR - presentation at #SHRM13 annual conference in Chicago - Jon Ingham
The New HR - presentation at #SHRM13 annual conference in Chicago - Jon InghamThe New HR - presentation at #SHRM13 annual conference in Chicago - Jon Ingham
The New HR - presentation at #SHRM13 annual conference in Chicago - Jon Ingham
 
Company talent development presentation (public)
Company talent development presentation (public)Company talent development presentation (public)
Company talent development presentation (public)
 

Similar to Plan to Succeed: Building a strategic talent management plan

Inspire and Retain Employees Through Career Management
Inspire and Retain Employees Through Career ManagementInspire and Retain Employees Through Career Management
Inspire and Retain Employees Through Career ManagementHuman Capital Media
 
Talent Management American Baking Association Presentation
Talent Management American Baking Association PresentationTalent Management American Baking Association Presentation
Talent Management American Baking Association PresentationDave Brookmire
 
360 degree-feedback
360 degree-feedback360 degree-feedback
360 degree-feedbackGia Tri Tien
 
Successful Succession Planning
Successful Succession PlanningSuccessful Succession Planning
Successful Succession PlanningDave Brookmire
 
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap?
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap?
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
 
Improving Adoption Like A Service With Office 365
Improving Adoption Like A Service With Office 365Improving Adoption Like A Service With Office 365
Improving Adoption Like A Service With Office 365Richard Harbridge
 
Manager toolkit March 2013
Manager toolkit March 2013Manager toolkit March 2013
Manager toolkit March 2013Craig Samuelson
 
Talent Optimization: Where Learning and Talent Meet
Talent Optimization: Where Learning and Talent MeetTalent Optimization: Where Learning and Talent Meet
Talent Optimization: Where Learning and Talent MeetInfor CERTPOINT
 
Win The War For Talent Through Best-In-Class Succession Planning, David Edwards
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsWin The War For Talent Through Best-In-Class Succession Planning, David Edwards
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
 
Change Management - How to manage change in your organization successfully. A...
Change Management - How to manage change in your organization successfully. A...Change Management - How to manage change in your organization successfully. A...
Change Management - How to manage change in your organization successfully. A...HRM Toolshop
 
Bust the myths of talent management — key points for deploying a unified tale...
Bust the myths of talent management — key points for deploying a unified tale...Bust the myths of talent management — key points for deploying a unified tale...
Bust the myths of talent management — key points for deploying a unified tale...Human Capital Media
 
SHRM/Globoforce Employee Recognition Programs—2015
SHRM/Globoforce Employee Recognition Programs—2015SHRM/Globoforce Employee Recognition Programs—2015
SHRM/Globoforce Employee Recognition Programs—2015shrm
 
360 degree appraisal system
360 degree appraisal system360 degree appraisal system
360 degree appraisal systemAkshay_Mugloo
 
Why_choose_halogen
Why_choose_halogenWhy_choose_halogen
Why_choose_halogengifferd
 

Similar to Plan to Succeed: Building a strategic talent management plan (20)

Inspire and Retain Employees Through Career Management
Inspire and Retain Employees Through Career ManagementInspire and Retain Employees Through Career Management
Inspire and Retain Employees Through Career Management
 
How to Make Your Metrics Matter
How to Make Your Metrics MatterHow to Make Your Metrics Matter
How to Make Your Metrics Matter
 
Talent Management American Baking Association Presentation
Talent Management American Baking Association PresentationTalent Management American Baking Association Presentation
Talent Management American Baking Association Presentation
 
SHRM
SHRMSHRM
SHRM
 
360 degree-feedback
360 degree-feedback360 degree-feedback
360 degree-feedback
 
Is your Employee Referral Program as good as you think?
Is your Employee Referral Program as good as you think?Is your Employee Referral Program as good as you think?
Is your Employee Referral Program as good as you think?
 
Successful Succession Planning
Successful Succession PlanningSuccessful Succession Planning
Successful Succession Planning
 
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap?
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap?
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap?
 
Improving Adoption Like A Service With Office 365
Improving Adoption Like A Service With Office 365Improving Adoption Like A Service With Office 365
Improving Adoption Like A Service With Office 365
 
Workday Change Management
Workday Change ManagementWorkday Change Management
Workday Change Management
 
Strategy planning for small digital companies
Strategy planning for small digital companiesStrategy planning for small digital companies
Strategy planning for small digital companies
 
Manager toolkit March 2013
Manager toolkit March 2013Manager toolkit March 2013
Manager toolkit March 2013
 
Talent Optimization: Where Learning and Talent Meet
Talent Optimization: Where Learning and Talent MeetTalent Optimization: Where Learning and Talent Meet
Talent Optimization: Where Learning and Talent Meet
 
Win The War For Talent Through Best-In-Class Succession Planning, David Edwards
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsWin The War For Talent Through Best-In-Class Succession Planning, David Edwards
Win The War For Talent Through Best-In-Class Succession Planning, David Edwards
 
Change Management - How to manage change in your organization successfully. A...
Change Management - How to manage change in your organization successfully. A...Change Management - How to manage change in your organization successfully. A...
Change Management - How to manage change in your organization successfully. A...
 
Presentasi JOB Medco rev 1 - A
Presentasi JOB Medco rev 1 - APresentasi JOB Medco rev 1 - A
Presentasi JOB Medco rev 1 - A
 
Bust the myths of talent management — key points for deploying a unified tale...
Bust the myths of talent management — key points for deploying a unified tale...Bust the myths of talent management — key points for deploying a unified tale...
Bust the myths of talent management — key points for deploying a unified tale...
 
SHRM/Globoforce Employee Recognition Programs—2015
SHRM/Globoforce Employee Recognition Programs—2015SHRM/Globoforce Employee Recognition Programs—2015
SHRM/Globoforce Employee Recognition Programs—2015
 
360 degree appraisal system
360 degree appraisal system360 degree appraisal system
360 degree appraisal system
 
Why_choose_halogen
Why_choose_halogenWhy_choose_halogen
Why_choose_halogen
 

More from Halogen Software

State of Succession Planning Report: Are you doing enough to identify and dev...
State of Succession Planning Report: Are you doing enough to identify and dev...State of Succession Planning Report: Are you doing enough to identify and dev...
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
 
18 warning signs you need to be a better manager... plus tips to improve!
18 warning signs you need to be a better manager... plus tips to improve!18 warning signs you need to be a better manager... plus tips to improve!
18 warning signs you need to be a better manager... plus tips to improve!Halogen Software
 
eBook: 360-degree feedback
eBook: 360-degree feedbackeBook: 360-degree feedback
eBook: 360-degree feedbackHalogen Software
 
How Job Descriptions can be a strategic tool for your TM processes
How Job Descriptions can be a strategic tool for your TM processesHow Job Descriptions can be a strategic tool for your TM processes
How Job Descriptions can be a strategic tool for your TM processesHalogen Software
 
Talent Management Manifesto
Talent Management Manifesto Talent Management Manifesto
Talent Management Manifesto Halogen Software
 
20 Great Ideas for Work Mentoring Activities
20 Great Ideas for Work Mentoring Activities20 Great Ideas for Work Mentoring Activities
20 Great Ideas for Work Mentoring ActivitiesHalogen Software
 
Investing in Talent Management Can Improve Your Bottom Line.
Investing in Talent Management Can Improve Your Bottom Line. Investing in Talent Management Can Improve Your Bottom Line.
Investing in Talent Management Can Improve Your Bottom Line. Halogen Software
 
The dollars & sense of employee engagement
The dollars & sense of employee engagementThe dollars & sense of employee engagement
The dollars & sense of employee engagementHalogen Software
 
How zombies and disengaged employees are the same
How zombies and disengaged employees are the sameHow zombies and disengaged employees are the same
How zombies and disengaged employees are the sameHalogen Software
 
White Paper: 10 Key Steps to Effective Succession Planning
White Paper: 10 Key Steps to Effective Succession Planning  White Paper: 10 Key Steps to Effective Succession Planning
White Paper: 10 Key Steps to Effective Succession Planning Halogen Software
 
The dollars and sense of employee engagement
The dollars and sense of employee engagementThe dollars and sense of employee engagement
The dollars and sense of employee engagementHalogen Software
 

More from Halogen Software (11)

State of Succession Planning Report: Are you doing enough to identify and dev...
State of Succession Planning Report: Are you doing enough to identify and dev...State of Succession Planning Report: Are you doing enough to identify and dev...
State of Succession Planning Report: Are you doing enough to identify and dev...
 
18 warning signs you need to be a better manager... plus tips to improve!
18 warning signs you need to be a better manager... plus tips to improve!18 warning signs you need to be a better manager... plus tips to improve!
18 warning signs you need to be a better manager... plus tips to improve!
 
eBook: 360-degree feedback
eBook: 360-degree feedbackeBook: 360-degree feedback
eBook: 360-degree feedback
 
How Job Descriptions can be a strategic tool for your TM processes
How Job Descriptions can be a strategic tool for your TM processesHow Job Descriptions can be a strategic tool for your TM processes
How Job Descriptions can be a strategic tool for your TM processes
 
Talent Management Manifesto
Talent Management Manifesto Talent Management Manifesto
Talent Management Manifesto
 
20 Great Ideas for Work Mentoring Activities
20 Great Ideas for Work Mentoring Activities20 Great Ideas for Work Mentoring Activities
20 Great Ideas for Work Mentoring Activities
 
Investing in Talent Management Can Improve Your Bottom Line.
Investing in Talent Management Can Improve Your Bottom Line. Investing in Talent Management Can Improve Your Bottom Line.
Investing in Talent Management Can Improve Your Bottom Line.
 
The dollars & sense of employee engagement
The dollars & sense of employee engagementThe dollars & sense of employee engagement
The dollars & sense of employee engagement
 
How zombies and disengaged employees are the same
How zombies and disengaged employees are the sameHow zombies and disengaged employees are the same
How zombies and disengaged employees are the same
 
White Paper: 10 Key Steps to Effective Succession Planning
White Paper: 10 Key Steps to Effective Succession Planning  White Paper: 10 Key Steps to Effective Succession Planning
White Paper: 10 Key Steps to Effective Succession Planning
 
The dollars and sense of employee engagement
The dollars and sense of employee engagementThe dollars and sense of employee engagement
The dollars and sense of employee engagement
 

Recently uploaded

Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...BilalAhmed717
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersFlyyx Tech
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsWristbands Ireland
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdfBloomerang
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfLouis Malaybalay
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loansujat8807
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxPaulBryant58
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesLPI ONG
 
10 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 202410 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 2024Nate Evans
 
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfBenihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfjavenxxx01
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model InnovationMichal Hron
 
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabiaopstechsanjanasingh
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateAdnet Communications
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelBhaviniSharma12
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdfEni
 
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)CXO 2.0 Conference
 
Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..ranjithapriya2
 
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptxAirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptxAirOxi Tube
 

Recently uploaded (20)

Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K Subscribers
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly Products
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loan
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de Operaciones
 
10 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 202410 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 2024
 
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfBenihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdf
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model Innovation
 
WAM Corporate Presentation Mar 12 2024.pdf
WAM Corporate Presentation Mar 12 2024.pdfWAM Corporate Presentation Mar 12 2024.pdf
WAM Corporate Presentation Mar 12 2024.pdf
 
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabia
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 Update
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business Model
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf
 
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
 
Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..Shravan Kumaran and sanjay kumaran.pdf..
Shravan Kumaran and sanjay kumaran.pdf..
 
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptxAirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
 

Plan to Succeed: Building a strategic talent management plan

  • 1. © 2013 Halogen Software. All rights reserved PLAN TO SUCCEED: Building a Strategic Talent Management Plan
  • 2. © 2013 Halogen Software. All rights reserved Presenters Tim Mulligan • HR Leader at Zoological Society overseeing a team of nearly 20 HR professionals for the 3,000 employee society Sean Conrad • has worked with numerous technology organizations with a focus on enabling end-user organizations to successfully implement software solutions for over 15 years
  • 3. © 2013 Halogen Software. All rights reserved Elevate HR to a Position of Primacy “Without a doubt, the head of HR should be the second most important person in any organization. From the point of view of the CEO, the director of HR should be at least equal to the CFO.” Jack Welch, Winning
  • 4. © 2013 Halogen Software. All rights reserved Overview • __ ______ • _____ _________ _____ • ___ ___ _ ____ • __________ _____ ___ __________ • _______ __________ ___ _____ • ______ ___ ____ ____ _____ • _____ _________ ____ • ________ _______ • ________ • Our Company • Talent Management: Before • Need for a plan • Identifying goals and priorities • Defining HR priorities and goals • Putting the plan into place • Talent Management: After • Measuring results • Questions
  • 5. © 2013 Halogen Software. All rights reserved Company Overview • __ _________ ______ __ __ ____ __ _ ________ ____________ • ___ ______ ____ _____ • __ ___ ______ • The Zoological Society of San Diego is a 3200- employee organization • Been around over 90 years • Not-for-profit
  • 6. © 2013 Halogen Software. All rights reserved Reason for Change • ________ ____ ______ ___ __ ______ • ___________ __ ___ ___ ___________ ______ ____ __ ____ __ _____ • ___ ___ ________ ______________ • _______ ___________ _________ • Strategic plan rolled out in January 2005 • Introduction to pay-for-performance system that is tied to goals • Need for employee accountability • Employee recruitment/retention
  • 7. © 2013 Halogen Software. All rights reserved Our Talent Management Program BEFORE
  • 8. © 2013 Halogen Software. All rights reserved % of Organizations Currently Doing Strategic Talent Management Planning Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
  • 9. © 2013 Halogen Software. All rights reserved Why is it Important? CEOs wonder: • Are we all pulling in the same direction? • Are we falling behind? • Are we improving productivity? • Will we hit our numbers? • Can we keep our best employees? • Prove it! Source: Why Employee Performance Management Matters to CEOs Author: Creelman Research
  • 10. © 2013 Halogen Software. All rights reserved Why is it important? Companies who integrate their talent management processes see significantly greater performance gains, and can measure a correlation between their talent management efforts and business operational results. Aberdeen Group
  • 11. © 2013 Halogen Software. All rights reserved The Strategic Planning Process
  • 12. © 2013 Halogen Software. All rights reserved The Need for a Strategic Talent Management Plan • What were our goals and priorities over the next 3 – 5 years? • How were these tied to the Society’s goals? • Strategic plan?
  • 13. © 2013 Halogen Software. All rights reserved Step 1: Identifying Organizational Goals/Priorities Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
  • 14. © 2013 Halogen Software. All rights reserved Importance of Identifying Goals
  • 15. © 2013 Halogen Software. All rights reserved Identifying Organizational Goals and Priorities ___ _____ _ ___ ________ ___1. Create a new Strategic Plan
  • 16. © 2013 Halogen Software. All rights reserved Step 2 – Identify Organizational Drivers and Challenges
  • 17. © 2013 Halogen Software. All rights reserved Example Drivers & Challenges Current customer satisfaction rating is only 75%. High CSAT ratings increase references and improve viral marketing efforts, as well as support ability to meet revenue targets, etc. Identify Organizational Drivers and Challenges
  • 18. © 2013 Halogen Software. All rights reserved Step 3 – Gap Analysis
  • 19. © 2013 Halogen Software. All rights reserved Step 3 – Gap Analysis Goal Gap Risk Example Need to increase customer satisfaction by 7% points • Drop in market share of 13% • Drop in market position from #2 to #3
  • 20. © 2013 Halogen Software. All rights reserved Gap Analysis • Where was our organization at, compared with where it wanted to be? • Example: Succession Planning – we had no program.
  • 21. © 2013 Halogen Software. All rights reserved Step 4 – Define Your HR Priorities and Goals
  • 22. © 2013 Halogen Software. All rights reserved Step 4 – Define Your HR Priorities and Goals Title Coordinate training in customer service competencies for Support organization. Description Source training courses in customer focus, communication and analytical thinking for the support organization to help improve individual and overall ratings for these competencies. Due Date •Courses/activities must be identified by end of Q2. •All courses/activities must be offered/conducted before end of Q4. Measures of Success •Relevant training courses are sourced by end of Q2. •Courses are scheduled and held before end of Q4. •90% of support staff complete the training by end of Q4. Priority High Dependencies Budget for training courses needs to be approved before end of Q1. Resources None other than regular HR staff. Costs Goal is to not exceed $1000/ employee for training. Corporate Goal Supported Rank #1 in the industry for customer satisfaction
  • 23. © 2013 Halogen Software. All rights reserved Defining HR priorities and goals • Highlighted many HR areas needing strategic planning (and improvement!):
  • 24. © 2013 Halogen Software. All rights reserved Step 5: Talent Management Process Inventory Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
  • 25. © 2013 Halogen Software. All rights reserved Step 6 – Measure the Results and Communicate Successes/Contributions
  • 26. © 2013 Halogen Software. All rights reserved Step 6 – Measure the Results and Communicate Successes/Contributions HR Goal Results Audience Method Frequency 1. Relevant course identification All Managers in Customer Support, VP of Operations Email Monthly update Schedule and conduct courses before the end of Q4 Monthly communication re: course schedule/ availability Customer Support Staff completion of required courses on service competencies Quarterly update of course completion rates by staff
  • 27. © 2013 Halogen Software. All rights reserved Putting the Strategic Talent Management Plan into Place • Articulate/evaluate what existing talent management tools were previously in place. What needs to be revised/improved/or thrown out!
  • 28. © 2013 Halogen Software. All rights reserved Barriers to Implementing Your Strategy Source: Halogen Software Strategic Talent Management Planning Survey, April 2010
  • 29. © 2013 Halogen Software. All rights reserved Our Talent Management Program AFTER!
  • 30. © 2013 Halogen Software. All rights reserved Other Benefits • Recruit and retain employees • Consistent and formal appraisal process & competencies across the organization • Reporting • Year-round performance journals • Review Scores can be used for bonus programs
  • 31. © 2013 Halogen Software. All rights reserved Other Benefits – Transforming our Culture Linking Appraisal Results to Compensation: • Overall Score: 50% Objectives, 50% Leadership Competencies • Pay-for-performance
  • 32. © 2013 Halogen Software. All rights reserved Measuring the Results of the Talent Management Plan
  • 33. © 2013 Halogen Software. All rights reserved Thank you Tim Mulligan, J.D. Chief Human Resources Officer, Zoological Society of San Diego TMulligan@sandiegozoo.org Sean Conrad Senior Product Analyst, Halogen Software sconrad@halogensoftware.com Read the San Diego Zoo Case Study: www.halogensoftware.com

Editor's Notes

  1. Tim R. Mulligan, J.D., CHRO, Zoological Society of San DiegoSean Conrad, Sr. Product Analyst, Halogen Software
  2. Renowned former head of GE is well known for his high regard of Human Resources as a strategic position within the organization. Jack also advises that when it comes to talent management “ Use a rigorous, non-bureaucratic evaluation system, monitored for integrity with the same intensity as Sarbanes-Oxley Act compliance.”Why is the HR Leader so important? 2 reasons 1. HR enables execution of strategy and 2. people are the only sustainable competitive advantage.
  3. Our Company Talent Management: BeforeOur need for a strategic talent management planIdentifying organizational goals and prioritiesDefining HR priorities and goalsPutting the strategic talent management plan into placeTalent Management: AfterMeasuring results of talent managementQuestions
  4. The Zoological Society of San Diego is a 3200-employee organization that operates The San Diego ZooSan Diego Zoo’s Wild Animal ParkSan Diego Zoo’s Institute for Conservation Research Organization has been around over 90 yearsNot-for-profit
  5. Tim MulliganStrategic plan rolled out in January 2005Introduction to pay-for-performance system that is tied to goalsNeed for employee accountabilityEmployee recruitment/retention
  6. Annual review process was not followed and employees were skeptical of its worthThe entire process was an administrative nightmare and produced little usable informationNo method to measure or report on completed employee appraisalsEmployees were not measured against goals or objectivesNo employee accountabilityNo organizational goals/objectivesNo manager goals/objectivesNo individual development plansNO BIG PICTURE PLAN FOR THE FUTURE!
  7. The San Diego Zoo was not unique in terms of not having a plan…In April 2010 Halogen Software conducted a survey of HR professionals via newsletters and social media groups on LinkedIn and Twitter. Of over 250 organizations responding, the results showed that 55% of them did not have a format Strategic Talent Management Plan.
  8. Companies with more mature talent management capabilities have on average 18% higher earnings, 54% greater net profit margins, and greater return on equity and assets than their counterparts without mature capabilities. Hackett Group
  9. There’s also an abundance of recent research that is showing that organizations who invest resources in their talent management processes are outperforming their peers.
  10. This framework for a strategic talent management plan boils it down to 6 Basic steps in the planning process.
  11. It was crystal-clear that HR needed its own strategic plan, including a detailed Talent Management PlanWhat were our goals and priorities over the next 3 – 5 years?How were these tied to the Society’s goals? Strategic plan?
  12. We were pleased to see that in the same survey we conducted noted previously, 100 percent of the respondents indicated that their organizations set high level goals.
  13. Identifying goals, from the BOTTOM UP is critical to alignment and ensuring that everyone is rowing in the same direction.Although most organizations have top level goals – the key is getting employees engaged in accomplishing them.Culture and goal settingStrong culture creates a common mindsetGoal setting ensures that the specifics are laid outClear set of competencies ensures that you have the skill set to reach your goals
  14. Vision: To become a world class leader in connecting people to wildlife and conservation.Detailed a new, aggressive list of our company’s strategic high-level goals and priorities.Also highlighted many changes and/or new initiatives to our current business model.
  15. Step 2 – Identify Organizational Drivers and Challenges
  16. In order to make sure that you’re successful at achieving your goals, you’ll need to consider Identify and consider the key drivers and challenges that could impact your organization's ability to achieve its goals. Consider both internal and external challenges. These could include things like a highly competitive job market, new or changed legislation/regulations, results from an employee satisfaction survey, new technology, etc.How did this work at the San Diego Zoo?To achieve these new lofty goals, we had to ask ourselves what challenges would we face in reaching these goals?Both internal and externalExamples:Competition in our industryLabor marketEmployee engagement/satisfaction issuesLegal considerationTechnology/Budgetary constraints
  17. Step 3 – Gap Analysis
  18. Compare where your organization is today with where it wants to be, and identify any gaps that it needs to address in order to achieve its goals. In identifying each gap, consider also the risk of not addressing the gap. For example, if your organization has a goal to rank #1 in the industry for customer satisfaction, you need to identify your current customer satisfaction rating and the rating required to rank #1 in your industry, then identify the gap between these two. The risk of not improving customer satisfaction ratings by this degree could include a drop in market share or in sales.
  19. Where was our organization at, compared with where it wanted to be? What gaps needed to be addressed/rectified to get there?What risk is there in not addressing this gap?Example: Succession Planning – we had no program.Gap: World leading programs had one…we did not.Risk: we could continue status quo…but really being behind the curve…lose people…not be prepared to promote from within whenever someone leaves
  20. Step 4 – Define Your HR Priorities and Goals
  21. Based on the goals, challenges and gaps you identified in steps 1-3, identify your HR goals for the coming year. Don’t forget to make them SMART (Specific, Measurable, Achievable, Realistic/Relevant, Time-Bound) and link them to any applicable corporate goals.When defining your measures of success, make sure you include ways to measure both the implementation and effectiveness. That is, was the initiative executed as planned, as well as did the initiative have the desired effect.
  22. Our gap analysis highlighted many HR areas needing strategic planning (and improvement!):AccountabilityPay for PerformanceCommunication of Society goals and objectivesSMART Goal Creation for managersSuccession PlanningLeadership Development
  23. It can be helpful to do an inventory of your current HR talent management processes to determine if you need to make any changes to these to support your goals. Identify which processes you currently have in place and the method you use to conduct/manage them.This chart shows which functions the organizations responding to the Halogen survey in April are currently performing. It’s clear from the results that while most companies are currently doing performance appraisals, compensation management and learning mangement, a significant number of companies aren’t currently implementing development planning, competency assessments, 360 degree feedback and Succession Planning in particular, although they would like to.
  24. Step 6 – Measure the Results and Communicate Successes/Contributions
  25. Sean ConradWith your HR goals priorities in place, it’s important to assess and measure their effectiveness and communicate the results to the organization. As you work on achieving each goal, make sure you track relevant metrics so you can report on progress and success, or take corrective action as needed. This is important to help you determine if the goal or associated initiative was effective and is worth retaining.
  26. Recruiting ToolsJob DescriptionsOn-BoardingEmployee ProfilesGoal ManagementDevelopment PlanningCompetency AssessmentPerformance AppraisalsCompensation ManagementLeadership Development
  27. Our survey results among a broad range of HR practitioners, (not Halogen customers) showed there were some big barriers to implementing the talent management strategy among many.It’s important to keep in mind that if these challenges are impacting your organization, we have planning tools to assist. We can provide you with Business Case and ROI Tools to address Executive buy in and budget issues, several resources about our implementation program, case studies on rapid streamlined deployments.For those concerned about not having enough resources – automation becomes even more important to successful execution.Tim – tell us about how this worked at the San Diego Zoo.
  28. Our Talent Management Program AFTER!• Selected Halogen eAppraisal• All supervisors/managers now participating in a formal pay for performance program• Previous to implementing, only 50% of appraisals were completed – now 100%!!!• Aligned corporate goals with employee goals• Pay-for-performance culture• Accountability for managers
  29. Other BenefitsRecruit and retain our employeesConsistent and formal appraisal process & competencies across the organizationReportingYear-round performance journalsReview Scores can be used for bonus programs
  30. Overall Score: 50% Objectives, 50% Leadership CompetenciesPay-for-performanceScore Plugged Into Performance MatrixPosition salary range and appraisal resultsHigh Performers have capability to achieve 200 % more increase then previous years prior to pay for performance system
  31. Positive feedback from managers and employeesManagers like being able to select objectives that their employees will be measured againstEmployees like that they now know what is expected of themSpecific questions added to employee satisfaction/ employee engagement surveysEffectively communicate the results