Aberdeen's latest look at the trends and issues at the forefront of human capital management for 2014 found that organizational ability to source and develop talent — at both the front line and leadership levels — will be the critical differentiator between companies that deliver high performance and those that barely survive. The organizations that are successful in these endeavors share some critical characteristics, including their ability to integrate and align human capital strategies with their business strategies, and develop leadership skills among business leaders that include the ability to identify talent both inside and outside the organization, and the capability and tools to help manage the performance and development of key employees. Join Mollie Lombardi, VP and principal analyst of Aberdeen's Human Capital Management practice as she shares key strategies to foster business alignment and performance including: Find out how technology can support business leaders in making talent decisions — including guidance for interviewing and selection, performance feedback and engagement strategies. Learn the evolving role of the HR leader, and the skills required to drive business alignment. Learn strategies for developing a critical eye for talent among business leaders, and supporting their role in attracting and retaining critical talent.

1. HCM
Trends
2014:
Aligning
for
Business
Results
Speaker:
Moderator:
Mollie Lombardi
Vice President, Principal Analyst
Aberdeen Group
Max Mihelich
Associate Editor
Workforce magazine
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6. HCM
Trends
2014:
Aligning
for
Business
Results
Max Mihelich
Associate Editor
Workforce magazine
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7. HCM
Trends
2014:
Aligning
for
Business
Results
Mollie Lombardi
Vice President and Principal Analyst, HCM
Aberdeen Group
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8. Agenda
q A
Critical Eye for Talent
q Developing Next
Generation Leaders
q Future-Proof your HR
Leadership
8

9. Drawn from our World Class Research
Studying hundreds of
organizations and their
strategies
q Covering a wide variety
of industries and
geographies
q
9

10. 10

11. 11

12. A Critical Eye for
Talent
12

13. Strong Businesses Require Strong Talent
13

14. Finding and Growing Talent are Top Pressures
Source: Aberdeen Group, HCM Trends 2014, January 2014
14

15. Strategic Talent Acquisition
The process of identifying, attracting and
onboarding talent in order to drive
business performance
Employer
Branding
Sourcing
Screening &
Assessment
Hiring &
Onboarding
15

16. Top Pressures in Talent Acquisition
Source: Aberdeen Group, Talent Acquisition 2013, August 2013
16

17. It Takes a Village
17

18. Business Leaders Need a Critical Eye on Talent
Source: Aberdeen Group, HCM Trends 2014, January 2014
18

19. Manage Risk by Building Talent Pools
19

20. Capabilities Supporting HCM Efforts
Source: Aberdeen Group, HCM Trends 2014, January 2014
20

21. Line of Business Accountability Yields Talent
Results
Source: Aberdeen Group, HCM Trends 2014, January 2014
21

22. In organizations where alignment is a priority,
technology adoption is much greater
22

23. Supporting performance and development
planning drives employee engagement
23

24. 24

25. Developing Next
Generation
Leaders
25

26. The Leadership Shortage
Companies say, on average, they
are only capable of delivering
2/3
of the leaders the business will
require in the next 3-5 years
26

27. Levels with the Biggest Leadership Gaps
Source: Aberdeen Group, Accelerating Leadership Development, March2013
27

28. The College Hire Skills Gap
40% of organizations say college hires will
require some additional coaching and training
29% say they will have to spend significant
time developing their college hires
Only 10% indicate that college hires are
ready to contribute now
Source: Aberdeen Group, Learning 2013, September 2013
28

29. On average, organizations
indicate it takes 29 months
to develop a high potential
mid-level manager into a
"ready now" senior leader
Source: Aberdeen Group, Accelerating Leadership Development, March2013
29

30. Most valuable for identifying high potentials
(1 = not at all valuable and 5 = Most valuable)
Best-in-Class
All Others
Critical thinking / cognitive ability
assessments
4.14
3.69
Customer or client feedback
Multi-rater / 360-degree assessments
Hiring manager or supervisor feedback
Skill-based assessments
Scenario-based assessments
3.84
3.82
3.71
3.69
3.54
3.70
3.71
3.63
3.36
3.30
Behavioral / personality type
assessments
3.52
3.40
Source: Aberdeen Group, Accelerating Leadership Development, March2013
30

31. 31

32. Best-in-Class organizations
are more than twice as
likely to have a process in
place to identify high
potential talent
Source: Aberdeen Group, Accelerating Leadership Development, March2013
32

33. Groups with Dedicated Leadership Development
Programs
Source: Aberdeen Group, Accelerating Leadership Development, March2013
33

34. Ownership of Front-line Leadership Development
Source: Aberdeen Group, Accelerating Leadership Development, March2013
34

35. Development Must Be a Business Imperative
46% of organizations with
above average readiness
measure existing leaders on
their contribution to the
development of other leaders,
as compared to just 33% of organizations with below
average readiness
35

36. Most Valuable to Accelerating Leadership Development:
Mixing Formal and Informal
(1 = not at all valuable and 5 = Most valuable)
Stretch
assignments
beyond
typical
du4es
Formal
leadership
development
programs
Crea4on
of
individualized
development
plans
Assessments
to
uncover
strengths
and
weaknesses
to
guide
development
Specific
leadership
development
project
assignments
(ac4on
learning)
On
the
job
or
informal
coaching
Coaching
or
mentoring
from
internal
sources
Par4cipa4on
in
special
projects
Formal
high
poten4al
development
programs
Coaching
or
mentoring
from
external
sources
Rota4onal
assignments
in
other
divisions
or
job
roles
Social
learning
through
internal
or
external
online
communi4es
Above
Average
Below
Average
Readiness
Readiness
3.76
3.72
3.70
3.53
3.56
3.64
3.63
3.59
3.61
3.69
3.59
3.59
3.43
3.39
3.38
3.17
3.30
3.34
3.42
3.47
3.40
3.42
2.93
2.89
Source: Aberdeen Group, Accelerating Leadership Development, March2013
36

37. Future-Proof your
HR Leadership
37

38. The HR Leader of the Future: Connecting the
Business
38

39. The HR Business Partner Continuum
Title
In Name
Only
Trusted
Advisor
Order
Taker
Influencer
No Title
No Capability
Strong Capability
39

40. HR Leaders Must be Business Leaders
Source: Aberdeen Group, HCM Trends 2014, January 2014
40

41. Barriers to Being More Strategic
Source: Aberdeen Group, HCM Trends 2012, January 2012
41

42. Alignment and Agility
42

43. Can Talent Impact on Business Metrics be
Measured?
Source: Aberdeen Group, HCM Trends 2012, January 2012
43

44. Integrating Data to Fine Tune the Decision Engine
44

45. Best-in-Class Organizations are
q
142% more likely to integrate workforce and talent data
q
79% more likely to include employee productivity and
performance data in the scheduling process
q
45% more likely to integrate workforce
management systems with core HR and payroll
§
36% more likely to integrate workforce
management data with business performance
data
Source: Aberdeen Group, Human Capital Management Trends 2012, January 2012
45

46. Q&A
Mollie Lombardi
Vice President and Principal Analyst, HCM
Aberdeen Group
mollie.lombardi@aberdeen.com
617-854-5216
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