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Title: Integrating HR, Training & Development
Speaker: Jon Ingham @joningham
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Outline:
q Vertical, horizontal and style based integration q Integration needs for - Recruiting - Performance management - Reward
q Identifying organisational capabilities q Workshop capabilities and best fit processes
Integrated Talent Management:
1. Vertical alignment, in which talent management processes are aligned with the overall business strategy, its mission, vision and values
2. Horizontal alignment, ensuring all elements of the HR and management architecture are linked together and support each other
HR’s Value Chain
© Strategic Dynamics, 2015
Best fit vs best practice (organisation vs other organisations)
Input / investment • Existing workforce • Management time • Leader sponsorship • HR function capability • HR technology • Budgets
Activity • Development • Performance management • Reward • Organisation design
Outcome • Human capital • Organisation capital • Social capital
Business Impact • Operations • Customers • Financial • Mission
Benefits of Focusing on Outcomes:
q More strategic q Better alignment q Our deliverable! q Basis for creating value q Opportunity to take accountability q Focus on organisational capabilities
Strategic Importance of Organisational Capabilities:
Competitive Positioning
Core Competencies
Organisational Capabilities
Integration Around Capabilities:
Strategy Processes
People
Focus Outcomes
Potential employees
Competencies / Behaviours
Integration Around Value Propositions:
Strategy Processes
People
Focus Outcomes
Potential employees
EVP
Integrated Talent Management (continued):
3. Style of HR processes
q Agile, lean, customer centric… q Social, mobile, gamified… q Etc - Are all your other HR / talent management
processes as innovated as your training / talent development ones?
Recruiting
q Undergoing just as dramatic change as training & development
q Note development generally still has more impact!
q External hires need to be paid about +20% q They get significantly lower performance
evaluations for their first two years q They also have higher exit rates
Source: Matthew Bidwell, Why External Hires Get Paid More, and Perform Worse, than Internal Staff, Knowledge@Warton, March 2012
Performance Management
q Recently freed from ‘best practice’ thinking and currently subject to huge innovation, eg: - Team vs individual based - Owned by employees - No formal process, ratings or annual review - Light touch, fun digital apps
Performance Management
q Eg ‘managing the deal’ at EY:
Reward
q Little innovation yet
q New opportunities include: - Non-financial reward - Personalised reward - Social recognition - Increased pay transparency - Reduced differentials - Team based reward
Identifying Organisational Capabilities
q Reviewing trends for the future of work q Considering maverick organisations q Identifying organisational strengths q Creative thinking about future possibilities - Not evaluation and analytics!
Workshop Capabilities and Best Fit Processes
Organisational capabilities • Particular people / skills • Connections
between people • Organisational
culture etc
Recruiting
Performance management
Development
Reward
Organisation
Design
Current or Future State Development?
Business Strategy
Diagnosis
Process Design
Enhancement
Implementation
From / Current State
Forward
To-Be / Future State Back
Implementation
For More Information:
Attend q ‘Who are your Talent and What do they Need?’
tomorrow
For More Information: [email protected]
www.joningham.com / www.joningham.com/advice
strategic-hcm.blogspot.com
linkedin.com/in/joningham
twitter.com/joningham
+44 7904 185134
