The Home Team Advantage: Achieving Results With Talent Mobility

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Speaker: Bobby Morris
Talent Solutions Strategist
SumTotal Systems
Moderator: Ladan Nikravan
Senior Editor
Talent Management magazine
The Home Team Advantage: Achieving
Results With Talent Mobility

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Ladan Nikravan
Senior Editor
Talent Management magazine

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Bobby Morris
SumTotal Systems

Copyright © 2013, SumTotal Systems, LLC. │ PROPRIETARY AND CONFIDENTIAL
Page 9
The Home Team Advantage
Achieving Results with Talent Mobility
Bobby Morris
Product Strategist, Talent
March 11, 2014

Page 10
Definitions & Challenges
Organizing for Success
Talent Mobility & Sourcing
Game Planning
The Talent Mobility Ecosystem
Talent Mobility in Action
About SumTotal
Q & A
Agenda

Page 11
Talent Mobility is a dynamic internal process for
moving talent from role to role at the leadership,
professional and operational levels.
The ability to move talent where it is needed,
when it is needed is essential for building an
adaptable and enduring organization.
Source: Bersin by Deloitte

Page 12
A systematic Talent Mobility strategy
enables organizations to more effectively
acquire, engage, develop, align & retain
high performing talent by implementing a
consistent, repeatable & global
process for talent rotation.
process for talent rotation.

Page 13
Key properties of Talent Mobility
 A business strategy that facilitates organizational agility
 A mechanism for acquiring and retaining high performing
talent
 A recruiting philosophy that favors internal sourcing
 A method for aligning organization and individual needs
 A proactive and ongoing approach to succession
planning

Page 14
Talent Mobility figures prominently in any
contemporary discussion on global economic
and social trends. Indeed, greater talent mobility
can help address talent shortages and close skill
gaps.
Source: Patricia A. Milligan and Haig R. Nalbantian, Talent Management Magazine, August 2012

Page 15
Top 5 CEO Concerns
Sources: Lloyd’s of London Risk Index
#2: Talent & Skills Shortage

Page 16
0 5 10 15 20 25 30 35 40 45 50
We cancelled or delayed a strategic initiative
We were unable to pursue a market
opportunity
We weren't able to innovate effectively
We couldn't achieve growth forecasts
overseas
We couldn't achieve growth forecasts where
we are based
Our quality standards fell
Our talent-related expenses rose more than
expected
All
US
Question: How have talent constraints impacted your company’s
growth and profitability over the past 12 months?
Source: PwC 2012 Global CEO Survey

Page 17
Aligning current and future talent
needs to rapidly changing
business needs
Developing deep talent
succession pools and bench
strength
Retaining high performers and
potentials / reducing flight
Reducing external recruiting costs
Improving overall HR
measurement and reporting
Key Challenges & Barriers
Challenges Barriers
No single, complete view of global
talent due to spaghetti mix of
processes, systems, and data
No succession planning process,
or one focused only on senior
execs
Inconsistent employee
assessment process and inability
to calibrate ratings
Sporadic, unpersonalized and
informal employee development
process
Source: SumTotal’s “State of Global Talent Strategy” survey

Page 18
of organizations cannot
easily identify high
performers47%
of HR Leaders do not
believe their workforce is
adequately prepared to
meet future needs
56%

Page 19
Talent Mobility is having the
strategy, processes and systems in
place to identify, grow and
systematically evolve your
workforce, especially your high
performers, to be ready for future
growth in your organization.

1. Develop your talent
strategy
Organizing for Success
2. Make a senior executive
responsible for the overall
vision and execution of
strategy and programs
3. Integrate your talent
functions at a technology
level
(process, systems & data)

Page 21
Better internal talent mobility
Decreased voluntary turnover
Improved workforce alignment to overall strategy
Workforce responds more quickly to changing
business needs
Increased workforce productivity
Where Leaders Outperform Laggards

Page 22
InstitutionalizingInstitutionalizing
talent strategy, accountability, and
integration
Institutionalizing
talent strategy, accountability,
and integration
has a profound effect on
Institutionalizing
and integration
improving talent mobility and
reducing high performer flight.
Institutionalizing
and integration
improving talent mobility and
reducing high performer flight.

Page 23
How HR Technology Can Help Reduce High
Performer Flight
HR Technology / Integrations
Currently in Use
Better Internal
Talent Mobility
Decreased
Voluntary
Turnover
Total Impact
(Rank)
Currently in Use
Better Internal
Talent Mobility
Decreased
Voluntary
Turnover
Total Impact
(Rank)
Integrated Employee Development &
Learning Management: Development
Plans executed via training
High Impact High Impact 1
Currently in Use
Better Internal
Talent Mobility
Decreased
Voluntary
Turnover
Total Impact
(Rank)
Integrated Performance Management
& Succession Planning: Top
performers designated as successors
Currently in Use
Better Internal
Talent Mobility
Decreased
Voluntary
Turnover
Total Impact
(Rank)
Leadership Development (Standalone) High Impact High Impact 3
Currently in Use
Better Internal
Talent Mobility
Decreased
Voluntary
Turnover
Total Impact
(Rank)
Employee Career & Development
Planning (Standalone)
High Impact Moderate
Impact
4
Currently in Use
Better Internal
Talent Mobility
Decreased
Voluntary
Turnover
Total Impact
(Rank)
Employee Career & Development
Planning (Standalone)
High Impact Moderate
Impact
4
& Compensation: Pay-for-Performance
Low Impact High Impact 5

Page 24
Source: Bersin By Deloitte
Bersin Talent Maturity Model
Siloed HR:
Automation and compliance driven reporting
28%
Standardized Talent Processes:
Optimizing a single process
45%
28%
Integrated Talent Management:
Starting to connect systems and processes
20%
45%
28%
Strategic Talent Management:
Fully integrated processes and systems focused on business
outcomes
7%
20%
45%
28%

Page 25
Higher Degree of Maturity = Better Results
Measure Impact
Employee Retention 38% higher
Employee Productivity
(Revenue-per-Employee)
> 2x higher
Promotion Rate 76% higher
Employee Engagement 38% higher
Planning for Future Talent Needs 61% higher
Building Career Paths 68% higher
Pipeline of Ready Successors 92% higher

Page 26
Organizations have a desperate need…
to create a more dynamic process for internal
movement. This is good for peoples’ careers,
good for employee engagement and saves
money on recruiting – to say nothing of the fact
that talent mobility allows companies to hold onto
their highly trained people.

Page 27
Open
Position
Create
Requisition
Source
(mostly
external)
Current State of Talent Sourcing
Most organizations use
external sourcing
because they do not
have the tools and
business intelligence to
effectively source and
rotate talent internally.

Page 28
External Hires Aren’t Always the Best Choice
Significantly lower performance in the first 2 years on
the job
20% higher turnover rates
Up to 30% more expensive
Source: Matthew Bidwell, Wharton, 2012

Page 29
What are the Decision Points?
 What percentage of your future leaders do you want to
source internally vs. externally?
 Where are you most at risk?

Page 30
Is There a Better Way?
Decision
Open
Position
ExternalInternal
Decision
Open
Position
External
(25%)
Internal
(75%)
Talent
Pools
Create
Req
Integrated Talent Strategy
• Succession Planning
• Employee Development
• Learning Management
• Performance Management

Page 31
Game Planning Approach to Talent Mobility
Goal: Align people (hi-pos) at risk to positions at risk
• Certain indicators flag risk, which opens the door to more thorough analysis
and discussions
Game planning answers these key questions:
• What do we have from a current talent “inventory” perspective?
• Which hi-pos are a flight risk and why?
• Which critical positions are at risk or will be at risk in the near future
(weak bench)?
• What positions will become open in 6-9 months and how do we plan to
fill them?
• How can I provide more meaningful work and/or career paths to ensure
my hi-pos are engaged and getting what they need to be successful?
• Can we take at risk hi-pos and put them in open positions today (or
develop them to be ready in the future)?

Page 32
Talent-Based
System of
Record
Succession
Planning
Performance
Management
Learning &
Development
Hiring &
Recruiting
Compensation
Strategy Planning,
potential
assessments, flight
risk, 9-box calibration
& talent pool
management
Performance reviews,
ratings calibration, goal
alignment & high
performer identification
Centralized employee records
(HRMS), talent profiles,
competencies & job profiles
Organization hierarchy
structures as reflected by
pay & impact analysis of
movement
Individual development planning
and execution, pool-based
development (skills, competencies
and behaviors, progress / results
tracking
Talent sourcing (internal/
external) & extending
talent pools to external
candidates
Talent
Mobility
The Talent Mobility Ecosystem

Page 33
Solution
• Obtained stakeholder input and support upfront
• Implemented a single end-to-end platform, but in a
multi-phased rollout
• Communicated and promoted the application
Results
• Employee driven development process
• Greater global talent mobility
• HR elevated to strategic function to impact
business outcomes
Challenges
• Global consistency in
managing employees
• Employee commitment &
loyalty
• Talent mobility across
multiple divisions
• High performer retention
& employee satisfaction

Page 34
Solution
• Created a global talent record, to unify HR
information across 17 countries
• Established Howden Academy
• Created Howden’s Engineering Career Ladder
program
Results
• Reduced turnover rates among new and existing
engineering staff
• Improved time-to-productivity for new engineers
• Increased process efficiencies for all HR related
activities
• Provided managers better and more timely HR
information
Challenges
• Increase retention rate
for the engineering talent
across the globe
• Implement a succession
plan to replace key
retiring engineers
• Improve new engineer
time-to-productivity
• Give executives better
visibility into HR data and
key talent
• Metrics

Page 35
Commonalities across Cases
 Organizations need a single source of information
 Integration allows common reporting and better
alignment
 Leadership championing the effort across the entire
organization

Page 36
Improved Talent Mobility
 Identification of High Performers
 Growth of High Performers
 Movement of hi-pos across the organization into future
leadership positions

Page 37
A majority of today’s HR leaders do not think that their
workforce is prepared for future business needs
Talent mobility directly affect workforce preparedness
Institutionalizing talent strategy, accountability, and
integration has a profound effect on improving talent mobility
and reducing high performer flight
Integrated technology solutions can directly improve talent
mobility
Summary

Page 38
For additional resources visit:
www.sumtotalsystems.com
Context-Aware HR Technology
(www.sumtotalsystems.com/context-aware)
 Datasheets
 Whitepaper
 Analyst POV
Solving Talent Scarcity: The Strategy for Winning the
New War for Talent
The CEO’s Guide to Succession Planning: Managing Risk
& Ensuring Business Continuity
Improving Employee Engagement to Drive Business
Performance

Page 39
LEARNING TALENT WORKFORCE
PAYROLL &
EXPENSE
3,500 Customers | $200M+ Revenue | Nearly 30 Years in HR
45M Users | 17M Cloud Users | 96% Customer Retention

Page 40

Page 41
Contact
bmorris@sumtotalsystems.com

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Bobby Morris
SumTotal Systems
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