Integrated talent management solution for PM system implementation_v1.0

BY NONKWAN HONGTHONG
THE TALENT DEVELOPMENT CONSULTING
May 4, 2015
Integrated Talent Management Solutions for PM System
Implementation
For Discussion
“Engaging your team for the ultimate business results”

© 2015 Talent Development by Nonkwan Hongthong. All rights reserved. 2
Contents
1.  The need of Integrated Talent Management
2.  Before making a decision in HR system investment
3.  Example of Talent management roadmap
4.  Example of ROI in investing in PM systems
5.  Summary
6.  Appendix

Workforce Market Key Impacts
Two key impacts to the workforce markets:
2) Borderless Workplace
•  Decisions are made quicker.
•  Information becomes more transparent.
•  Things don’t work the way we used to.
•  Span of control is broader and people are
collaborating easier e.g. Facebook, Line,
Linkedin, Mobile App, etc.
1) Talent Deficit
•  Companies are impacted by the deficit of
“the right people”, not deficit of the people.
•  Necessary Skills need to be developed.
•  Organization requires continuous
developments of knowledge, leaders, and
a clear model of talent management.

Introduction to Integrated Talent Management
Traditional Silos of HR don’t work anymore:
Do you have an independent group doing a
different part?
Siloed HR processes are when individual HR
processes or silos may have systems in place
but not connected. As a result, each function
possibly have to research their own HR
software solutions without collaborative effort
planned with HR colleagues to find software
tools that could be easily integrated to support
multiple HR functions.
1) Talent Strategy &
Planning
2) Sourcing &
Recruiting
3) Performance
Management
4) Learning &
Development
5) Succession
Planning
6) Leadership
Development
7) Compensation &
Benefits
8) Employee Relations
Integrated
Talent Management
In contrast to traditional silos of HR,
integrated Talent Management (TM) aligns all
aspects of HR processes with the
organizational strategy. The cycle of software
solutions is very fast. To buy the software and
plan the strategy later is a wrong way to start
and will not produce positive ROI.
Integrated TM heavily focuses on connecting
systems and processes. Every single person
and team is responsible for talent initiatives.
Strategy&Planning
Recruiting
PM
L&D
SuccessionPlanning
LeadershipDevelopment
Comp.&Ben.
EmployeeRelations

Contents
5.  Summary
6.  Appendix

•  Building a competency for your managers to coach people
and providing them with the developmental assistance to
support to them to help their employees achieve the goal are
the key success factors.
•  Without creating developmental relationship between
managers and employees, your talent management strategy
and plan will die.
•  Plan out a good Performance Management (PM), then
develop the skills of your managers.
•  Teach your managers to become good coach and provide
them with good PM systems.
Broken Process in Talent Management
Do you have a broken process?
The most frequently broken process in
a company:
1) Performance Management
2) Coaching
Do not throw away your investment by buying a software when
your broken process hasn’t been fixed.

Before investing in PM systems
When you think about what system you want to buy or which products
you want to work with, having the following practices in place will help
you drive values from the investment of the new systems:
1.  Did you have a well-established leadership development plan?
2.  Did you have formal coaching programs for your managers?
3.  Did you have an integrated data in the area that creates the right competency model for
workforce planning, recruiting, training, career path, and competency assessment?
Remember that - without an integrated platform it is nearly impossible to identify patterns
of high-performance, high-potential, and workforce gaps and risks.
4.  Is your team capable of forecasting future talent needs?
5.  Do you establish clear goals and stay dynamic to the situations?
6.  What’s your TM strategy? Remember that – you are buying the system that helps you
implement your strategy, not getting the system first and later plan how the system can
help you.

Contents
5.  Summary
6.  Appendix

Creating a Talent Management Roadmap
Building Competitive Advantage with Talent
Q3
2015
Q1
2016
Q2
2016
Example
= Milestones
Identify
talent
need &TM
strategy
Assess
TM
Maturity
Identify
business
strategy &
problems
PHASE 1:
Assessment &
Strategy Identification
PHASE 2:
Strategy Alignment -
Talent Activity Design
1) Talent
Strategy &
Planning
2) Sourcing &
Recruiting
3) PM
4) L&D
5) Succession
Planning
6) Leadership
Development
7)
Compensatio
n & Benefits
8) Employee
Relations
Integrated
Talent
Management
Align all aspects
of HR processes
with the
organizational
strategy
PHASE 3:
Competencies, Process, and System Design
Define
Compet
encies
Revamp
PM
Process
Select
PM
System
Create
competency-
based
learning
curriculum
Link PM to L&D,
Compensation, &
Succession Planning
Link Competencies &
L&D to onboarding &
career planning
Develop new career
portal
Integrate recruiting process into TM
Select LMS
Work plan
by department
Training
Implementation
System
re-evaluation
PM System
Implementation
= Key Activities

New Trend of HR Systems
The following new trends of HR systems have a significant impact on
how people use the systems:
•  Social Network e.g. Linkedin changes the practice of recruiting, learning, recognition, etc.
•  Mobile App / Tablets will take over. The format of system needs to be tested on various
devices.
•  Concept of Gamification – making software more fun and exciting to use (gaming-like
software), which will encourage people to use the systems.
•  Integrated profile – individual profile of an employee gets richer and can be utilized for
many strategic planning activities e.g. use for career management.
•  Growth in HTML 5 – not all device runs flash. HTML 5 makes everything an app. In the
future, everything will be an app.
•  A 7-year cycle for HR software – the pace of innovation is very rapid.
•  Big data-derived analytics drive predictive intelligence.
•  The merger between ERP and Talent Management has started (Oracle and SAP).
•  Cloud computing business application is a new solution to respond to rapid change.
•  A New World: Innovation and Integration.

Contents
5.  Summary
6.  Appendix

Company A wanted to move toward a “high performance culture”. They invested on a cloud based system that support
their managers and employees to have routine dialogue on performance objectives. Later, the company implemented
another key feature, where employees can (using a Facebook like interface) communicate with their managers on
activities that are only focused on key objectives any time. Managers utilize this feature to coach, mentor and develop
their direct reports.
The company achieved its goals. Employees can’t wait to post in their stream to their manager something they have done
during the day to lower cost, increase efficiency or improve a process. Employees routinely celebrate their contributions
through the notes they put into the system and gain recognition for them. This is a simple way to reinforce winning
behaviors.The key success factors are that the company developed Vision, Mission, Values, Leadership Traits and
Strategic Imperatives that were concise and supportive of each other. After cascading objectives throughout the
organization, every employee clearly knew the cultural objectives they were accountable for and understood how they
contributed to the strategic success of the company via individual performance objectives that are SMART (specific,
measurable, achievable, results oriented and time dependent).
Example of positive ROI in PM system investment
ROI in Cloud-Based Performance Management System
Costs include Benefits include
Hours and rates for all IT and HR staff on the project/
Costs of the new system/ Labor/ Project administration/
User acceptance testing/ Implementation related costs/
Operational costs/ Licensing/ Professional services
fees/ Maintenance over three years/ Hardware costs
Analysis of projected time savings based on hourly rates and
anticipated time savings/ Managers — number of hours saved
preparing and conducting performance appraisals/ HR — number of
hours saved on the administration of the performance management
process/ IT — number of hours saved on support, maintenance and
associated tasks
Over the last two years the company has seen these results:
Revenue + 159%
Gross profit + 185%
Gross profit per employee + 370%
ROI over two years +1,300%
Served industry growth < 5% over last two years
Freed up capacity > 20%

Example of negative ROI in PM system investment
ROI in Performance Appraisal System
Costs include Benefits include
1.  Hours and rates for all IT and HR staff on the
project
2.  Costs of the new system
3.  Labor
4.  Project administration
5.  User acceptance testing
6.  Implementation related costs
7.  Operational costs
8.  Licensing
9.  Professional services fees
10. Maintenance over three years/ Hardware costs
1.  Increased productivity, improved quality and service for
customers, as well as enhanced employee motivation,
commitment, and a sense of ownership
2.  Setting work objectives for the employee, aligning individual
and organizational goals, identifying training and
development needs, and discussing career progression
opportunities
3.  A fair, valid, and legally defensible basis for rewarding and
recognizing individual performance
4.  the corporation legal protection against employee lawsuits
for discrimination and wrongful termination
5.  Increase supervising manager control over the carrots and
sticks in what is essentially a carrot-and-stick management
system
Company B was looking for ways to improve performance, cut costs, or free up resources. The senior executives decided
to redesign the performance appraisal system to make it more supportive of the changes. Performance appraisal
systems provide questionable benefits at amazingly high costs. The costs were conservatively estimated at almost $100
million. The company came up with the following costs-benefits.
The system failed to provide the benefits claimed. Problems seemed firmly rooted in the nature of organizations and
the behavior of people (political, structural, and systemic issues). Apparently, the company did not fix its broken
process before implementing a new PM system.

Contents
5.  Summary
6.  Appendix

Summary
Important checklists when you plan on buying a new PM system:
ü Establish clear goals
ü Perform gap analysis
ü Fix your broken process in Talent Management
ü Create a Talent Management Roadmap, aligning strategy with all aspects of HR
processes
ü Source a new technology to help you achieve your strategic plan
ü Perform Cost-Benefit analysis for the investment
ü Do a periodic business case justifying the value added compared to the time and the cost
of the process

Contents
4.  Integrated PM system vendors
6.  Summary
7.  Appendix

Relevant Skills and Industry Experience
Industry
§  Financial services
§  Retail
§  Automotive
§  Energy
§  Technology
§  Entertainment
Functional
§  Change management
§  Employee engagement
§  Corporate culture management
§  Leadership development
§  Corporate training
§  Competency management
Contact:
Chicago, Illinois
(773) 574 4042
Email: nonkwan@thetalentdevelopment.com
Website: www.thetalentdevelopment.com
NONKWAN HONGTHONG, SPHR, EMBA
Education, Certification, and
Professional Membership:
•  Executive MBA, Sasin Graduate
Institute of Business Administration
of Chulalongkorn University (an
Accredited Business School with a
Partnership in the Kellogg School of
Management's Global Network)
•  Bachelor of Arts (Business English
& Advertising Management),
Assumption University of Thailand
•  Senior Professional in Human
Resources (SPHR®), HRCI
•  Member of Society for Human
Resources Management (SHRM)
Bangkok,Thailand
(669) 4882 1815
Consultant Profile
•  Kwan was a Management Consultant at Accenture, leading change communications
for a large-system implementation project - change readiness assessment, stakeholder
management, impact assessment, communications plan and execution. She achieved
successful transition of the enterprise change as a result of positive change
enablement.
•  While at BMW Financial Services, Kwan managed internal communications, leading
several employee engagement programs and promoting the organization brand as a
regional best practice and global communication hub. She was the coordinator of
company balanced scorecard and aligned learning & growth area with the organization
vision.
§  Before relocating to Chicago, Kwan was the Associate Director of human capital
consulting in a corporate training & HR consulting firm in Asia – Compass
Institute. She led business development for HR consulting projects e.g. organization
design, ROI for training, innovation management, to name a few.
§  Currently, Kwan is an Independent Consultant, providing the integrated HR strategic
solutions to clients in various sectors. She conducted a comprehensive job analysis to
equip the organization with effective performance management and talent development
tools. She designed an effective communications plan to engage both employees &
customers, brought the client’s business to top 5 of business popularity on various
social media channels. Kwan designed the “Branch Academy” to transform 16,000
branch employees’ competencies to support the culture-shift from an entitlement
culture to a performance-based culture organization.

Role Project/ Program Industry
1) Project manager/ Business
development manager
§  Competency management
(Competency design/
Competency assessment/
Learning roadmap/ Curriculum
plan)
§  Organization design
§  Innovation management
(Innovation process/ Learning
roadmap for a culture of
innovation)
§  High performance culture
assessment survey
§  ROI for training academy
§  Technology
§  State-enterprise
2) Communications lead §  Change readiness survey
§  Pulse survey
§  Change impact assessment
§  Stakeholder management
§  Communications plan/execution
3) Instructor §  Customer-centric organization
§  Innovation management
§  Coaching skills for supervisors
§  Effective presentation skills
§  Conflict management in multi
cultural organization
§  Oil & Gas
§  State-enterprise
§  Education
4) Process Owner §  Balanced scorecard §  Financial services
Summary of Credentials

•  The Silo Effect
http://hr.toolbox.com/blogs/talent-managment-technology/the-silo-effect-49194
•  Importance of Performance Management Process & Best Practices To Optimize
Monitoring Performance Work Reviews/Feedback and Goal Management
https://www.successfactors.com/en_us/lp/articles/optimize-performance-
management.html
•  Metrics for justifying the cost of automation
http://www.comparehris.com/HRIs-justification/
•  The Top 5 HRIS Mistakes and How to Avoid Them
http://www.hrlab.com/hris-mistakes.php
•  Three Reasons Performance Management will Change in 2013
http://www.forbes.com/sites/sylviavorhausersmith/2012/12/16/the-new-face-of-
performance-management-trading-annual-reviews-for-agile-management/
•  Nine ways to boost performance management ROI
http://www.hrdaily.com.au/nl06_news_selected.php?selkey=1259
Interesting HR blogs about Integrated Talent Management &
HR systems:

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