Join Forrester analyst Claire Schooley and Chris Tratar, Saba senior director of product marketing, as they discuss the results of the latest Forrester Talent Management Wave for Q2 2011, which highlights the latest trends in talent management, the latest vendor landscape and the value of integrated performance and learning to organizations like yours. In this webcast you will learn about: • The latest trends in talent management. • What the current vendor landscape for talent management looks like. • How integrated performance and learning creates development-driven performance. • The value customers are receiving using integrated performance and learning to transform their business results.

1. A New Wave in Talent Management: Integrated
Performance & Learning
Speaker: Claire Schooley
Senior Analyst
Forrester
Chris Tratar
Senior Director of Product Marketing
Saba
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar

2. A New Wave in Talent Management: Integrated
Performance & Learning
Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar

3. A New Wave in Talent Management:
Integrated Performance & Learning
Claire Schooley
Senior Analyst
Forrester
Chris Tratar
Senior Director of Product Marketing
Saba
#TMwebinar

4. A New Wave In Talent Management:
Integrated Performance & Learning
August 18, 2011

5. Our Presenters
Claire Schooley
Senior Analyst, Forrester Group
Chris Tratar
Sr. Director, Product Marketing, Talent
Management, Saba Software
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6. Agenda
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
5
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7. Talent is at the Top of the CEO Agenda
“Growth opportunities, especially in emerging markets,
prompt changes to talent strategies.”
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8. Links between talent and learning are more
critical than ever
“With Development Driven Performance, organizations can attain 150% to 200%
better productivity and business results compared to using a standard performance
appraisals and pay for performance approach involving competitive assessment.”
For Individuals For Talent Pools
• Better Productivity • Visibility into Competencies
• Faster Development • Faster Development
• Better Goals Attainment • Faster Ability to Adapt to Change
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9. Two Models of Performance Management
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10. Agenda
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
9
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11. Talent and learning must be
tightly integrated for best
results
10
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12. HRM solutions footprint includes strategic and
core capabilities
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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13. Forecast: Global HRM Market Growth By
Product Category, 2009 To 2014
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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14. Forecast: Global HRM Market Growth By
Product Category, 2009 To 2014 (Cont.)
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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15. HRM segment analysis shows strong interest
September 2010 “HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology”
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16. Vendors offer integrated performance
and learning
Vendors come from different heritages
Learning Performance Recruiting ERP
 Cornerstone  Halogen  iCIMS  Oracle
OnDemand
 SuccessFactors  Silkroad  SAP
 Saba
 Taleo
 SumTotal
Systems
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17. Agenda
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
16
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18. Gen X and Gen Y (Millennials) make up
over half the workforce
Source: Bureau of Labor Statistics, 2010 (http://www.bls.gov/cps/cpsaat3.pdf)
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19. The latest trends in talent management
 The workforce continues to grow in diversity. Within three years
many companies will have 50% contingent workers and 50% full time
workers
 Companies demand automated and consistent processes.
Executives are looking for efficiencies and alignment across their
global business with one HR environment
 Executives want more analytics-driven HR. HR must make
decisions based on data and data modeling and operate in a more
data- and analytics-rich environment
 Strong emphasis placed on accountability across the
organization. HR is accountable for employees and their success
 SaaS will account for the majority of implementations. SaaS has
rapid adoption especially with the diminished impact around security
issues.
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20. The latest trends in talent management
(cont.)
 Mobility allows employees to work from anywhere.
Smartphones, laptops, and tablets enable anywhere communication,
learning, administrative work that is transforming the traditional 9 to
5 workday
 Informal learning and the “new” mentoring are hot items. This
new networking, partnering, and outreach has a social media focus
 Strong demand continues to grow for excellent service .
Customer support, service level performance, and vendor/customer
team operation are critical to success
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21. A contrast of generations impacts learning
Millennials (Gen Y) Older workers
Used to receiving information linearly,
Like to receive information quickly,
thinking about it, and digesting it
from multiple sources in real time
Like to parallel process and multitask Like to proceed step-by-step and do tasks in
order
Like to work in peer groups Like individual work
Are more learner-centered with teacher as a Are more teacher-centered with teacher as
guide. the “sage”
Have little tolerance for delays with IT Are happy when the technology works; show
systems more patience but also experience frustration
Prefer to “construct” their knowledge from Prefer to receive instruction in a logical
experiences sequence
Tend to be more visual learners Tend to be more text-based learners who are
careful observers
Are flexible, adaptable, and comfortable with Resist change but find coping strategies
uncertainty in a change-driven world
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22. Mobility and user-generated content
valued by Gen Y
 Flexibility in work locations and hours allows remote work as well as
an emphasis on performance results rather than hours in the office.
 Integrated technology makes mobility possible.
 Gen Y knows technology and user-generated content is not new to
them.
– Sales train sales at Stanley, Black & Decker
– Cheesecake Factory employees teach the best cheesecake
plating
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23. Collaboration and Web 2.0 create new
learning scenarios (Learning 2.0)
Learning
Collaboration Enterprise Web 2.0
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24. A learning program includes formal and
informal learning approaches
Source: July 14, 2011, “Informal Learning Garners Acceptance As A Legitimate Learning Approach” Forrester report
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25. Profiles facilitate informal discussions
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26. The future of learning will reflect a true blend
Short online learning Communities of
modules of practice
Expertise
Mentoring location
Multimedia and
informal learning On-the-job training
Collaborative Search
groups Classrooms
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27. Agenda
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
26
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28. Forrester’s Talent Management Wave
reflects the change in the marketplace
Performance
Performance Learning
&
Learning
27
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29. Evaluated vendors: product information and
selection criteria
May 2011 “The Forrester Wave™: Talent Management, Q2 2011
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30. Evaluated vendors: product information and
selection criteria (cont.)
May 2011 “The Forrester Wave™: Talent Management, Q2 2011
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31. The Forrester Wave™: Talent Management:
Performance, Q2 2011
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32. The Forrester Wave™: Talent Management:
Performance, Q2 2011
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33. The Forrester Wave™: Talent Management:
Performance, Q2 2011
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34. The Forrester Wave™: Talent Management:
Performance, Q2 2011
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35. Wave graphic shows many leaders in
performance
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36. The Forrester Wave™: Talent Management:
Learning, Q2 2011
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37. Vendors are more dispersed in Wave graphic
for learning
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38. The Forrester Wave™: Talent Management:
Performance And Learning, Q2 2011
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39. Wave graphic shows strong performers and
leaders
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40. Challenges in achieving desired business
results
 Watch out for application integration and data access
issues. The greatest challenges are:
– Application integration
– Employee data access
 Expect good vendor support
– Most vendors have good technical skills in implementation phase
– Most vendors understand organization’s overall business needs
 Expect solid business results, but not without a few
bumps along the way
– Ease of use of applications still a hurdle for vendors
– Intuitive interfaces with graphical interface that require little or no training
continues to be a challenge
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41. Challenges exist in implementing talent
management applications
July 2011 “Talent Management Customers Show Solid Business Results And A Preference For SaaS”
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42. Agenda
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
41
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43. Top 5 Things to Look for in a Technology Solution
1. Profile & Competency
Level Unification
Performance
Reviews
2. Single, Business Centric Enterprise
Social Goals
View Networking
3. Social Networking &
Feedback Capabilities Online People Compensation
Collaboration
Profile
4. Ability to Assign Formal
and Informal Learning
from Goals and Coaching
Learning Succession
5. Real-Time, Actionable Workforce
Planning
Development Plan
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44. Single Business Centric View
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45. Social Networking & Feedback Capabilities
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46. Ability to Assign Formal/Informal Development
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47. Linked with a real time Development Plan
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48. Agenda
The Value of Integrated Talent and Learning
Meaning of talent management and what data reveals
Today’s workers drive workforce trends
Vendors’ offerings reflect workforce trends
What to look for in a Integrated Performance & Learning Solution
Final thoughts and recommendations
47
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49. Final thoughts
The workforce is changing and the way we do business is changing.
Watch for these workforce changes:
 As the job market tries to recover, workforce stability will depend on
growth opportunities, development support, and compensation
offerings.
 Social networking will become a key resource for collaboration and
learning.
 Leaders will empower employees to innovate.
 Performance and learning will be more closely aligned with the
business, focusing on results rather than skills and competencies.
 HR must articulate the business value of managing talent effectively
within a social media environment.
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50. To Learn More About the Connection
Between Performance and Learning…
Register Today!
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51. Q&A
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52. Thank You