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Integrated Talent
Management: A
Roadmap for Success
About the Author
Research
Bulletin
| 2012
Research
Bulletin
| 2012
For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
3
For more information, Incentives vs. Recognition: How Do You Get Your Workers
Engaged Again?, Forbes.com/Eric Mosley, November 19, 2009, http://www.forbes.
com/2009/11/19/incentives-recognition-engagement-leadership-ceonetwork-employees_
print.html.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
many more people with those skills are necessary, recruits for those
people (externally or internally), and develops a targeted plan for
retaining current employees who possess those skills. The globalization
of the workplace also increases the need for connectivity between
processes such as career management and learning and development. If
global career paths are tightly knitted with a learning and development
strategy, the organization can improve the success rate of expatriate
leading to tangible
organization.
Benefits
The goal of an integrated talent management strategy is to create a
highly responsive, high-performance, sustainable organization that
meets business targets, both today and tomorrow. Currently, only
7 percent of organizations have established a truly mature strategy
while many more, 44 percent, are developing a strategy with mature
processes.4 Our research shows that making the investment in improving
integrated talent management pays off, as the organizations with the
most mature processes achieve superior results:
This information is based on our current research on the topic of Learning and
Integrated Talent Management, the report for which is due to be published in Q42012.
Please see our ongoing research in this area by visiting www.bersin.com/library.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
competencies into
the performance
management
process a
necessary baseline
for understanding
our Bersin & Associates Talent Management Maturity Model (see Figure
being performed.
1). This model describes the levels through which most organizations
move on their path to integrated talent management.
For more information, Creating Agility Through Integrated People Management Process,
Bersin & Associates/Katherine Jones, Ph.D., July 2012. Available to research members at
www.bersin.com/library.
6
For more information, The Next High-Stakes Quest: Balancing Employer and Employee
Priorities, 20122013 Global Talent Management and Rewards Study, Towers Watson,
2012, http://www.towerswatson.com/assets/pdf/7990/TowersWatson-GlobalTMR-SurveyNA-2012(1).pdf. This survey reviewed 1,605 employers across four global regions.
7
Ibid.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
KEY POINT
Regardless of the
business entities
recognize the
benefits of an
integrated talent
management
strategy as their
operations increase
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For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
leaders understand
and support
integration efforts
the enterprise (with support from HR) implement and own many of
For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
those changes.11 The best place to start for any organization trying
to improve its talent management integration is fostering executive
sponsorship, engaging business leaders, and aligning the right
employees to make planning collaborative.12 Involving leadership early
in strategy development engages them in the process and improves buyin. Inviting both leaders and departmental employees to initial working
sessions and kickoff meetings is one way to encourage participation.
The business leaders driving the changes should also be responsible
for identifying resources across the business that can support the
integration of talent management.
Foundational
Integration
Development
Integration
1. Job/Competencies
Definition
1. Learning &
Development
2. Leadership &
Capability
Development
3. Career Development
2. Total Rewards
3. Performance
Management
Talent Pipeline
Integration
1. Succession
Management
2. Talent Acquisition
11
For more information, Creating Business Alignment: The Role of Talent Advisory
Councils, Bersin & Associates/Stacia Sherman Garr, September 2011. Available to research
members at www.bersin.com/library.
Research
Bulletin
| 2012
Research
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| 2012
Foundational Integration
KEY POINT
The first step in
integrated talent
management
includes three
foundational integration.
elements:
ensuring that
everyone
understands the
responsibilities
define the roles at each level within the organizational hierarchy and
and behaviors
how reporting structures align. Next, HR determines how jobs are going
required by the
to work together. This may lead to adding detail to job profiles and
organization,
identifying which jobs report to others. Job profiles typically include the
determining
be incentivized
take a while because other tasks may also be necessary, such as plotting
to stay in those
positions, and
to organizational success.
identifying how
those employees
will be assessed.
These elements all
fit under what we
call foundational
integration.
Talent
Infrastructure
Competency
Management
Research
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| 2012
KEY POINT
Nearly two-thirds
of organizations
find that
competencies
serve as a solid
foundation on
which to begin
competencies will later feed directly into other talent processes such as
integration, and
many organizations
13
For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
14
15
For more information, The Next High-Stakes Quest: Balancing Employer and Employee
Priorities, 20122013 Global Talent Management and Rewards Study, Towers Watson,
2012, http://www.towerswatson.com/assets/pdf/7990/TowersWatson-GlobalTMR-SurveyNA-2012(1).pdf. This survey reviewed 1,605 employers across four global regions.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
Performance
Management
Career
Management
Talent
Infrastructure
Succession
Management
Talent Acquisition
Competency
Management
Leadership
Development
Total Rewards
KEY POINT
Total rewards
and performance
management
connect naturally
because many
elements of total
rewards, such
as bonuses or
incentives, are
often &
aligned
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appraisal
process.
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Research
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| 2012
Research
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Research
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| 2012
five goals (down from as many as 20) and aligned pay with
performance. Martinez explained, The parallel process was
coupling pay decisions with performance. In the past, merit
increases occurred in July, and appraisals were held in March.
Research
Bulletin
| 2012
Research
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| 2012
KEY POINT
an organization
chooses to
address career
management,
learning, and
leadership
development may
Development Integration
Once competency models and jobs are established, along with
compensation and performance management processes, the
organization can focus on how employees will develop within the
organization. Specifically, HR should identify the desired career paths16
vary. However,
processes have
natural synergies
should be analyzed
them, they should be analyzed and planned for together. For example,
together.
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16
Career path refers to a planned, logical progression of jobs that may include lateral
and vertical movement within an organization.
Research
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| 2012
Research
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| 2012
Performance
Management
Career
Management
Talent
Infrastructure
Succession
Management
Talent Acquisition
Competency
Management
Leadership
Development
Total Rewards
17
For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
Performance
Management
Career
Management
Talent
Infrastructure
Succession
Management
Talent Acquisition
Competency
Management
Leadership
Development
Total Rewards
KEY POINT
A strong talent
pipeline must be
enabled internally
through succession
planning and
externally through
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that current employees can learn when a position they were considering
becomes available. A strong talent pipeline must be enabled
internally through succession planning and externally through talent
acquisition activities.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
clarity around
our employees.
We were trying
to understand
the common jobs
and feeder roles
necessary to get
system for
managing talent
globally to best
feeder roles necessary to get to the next level. Its our operating
support Equifaxs
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Research
Bulletin
| 2012
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Business Knowledge
Influence
Execution
Talent Development
Research
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Research
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| 2012
middle and be successful, there are trade-offs. For example, the most
critical, foundational component of the roadmap is the establishment
of job responsibilities and competencies. This is important because these
elements affect how people are compensated and incentivized (total
rewards), how they are managed and assessed (performance
Research
Bulletin
| 2012
Research
Bulletin
| 2012
18
For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
KEY POINT
Attempting to
automate old,
disparate processes
within a new
technology system
will not yield new
results.
processes within a new technology system does not yield new results.
Organizations must take the time to select the right technology
solutions, as well as determine the right combination of process
steps, that will allow the technology to enhance the overall talent
management strategy. Many organizations already understand this.
For example, a recent survey from Towers Watson showed that over
the past six years, technology was a primary focal point for HR services
and operations functions in their quest to improve overall delivery of
performance and talent management.19
One important decision factor for an organization is how to implement
technology. A phased approach is often best for two reasons. First, it
allows the organization to develop its capabilities so that they build
on each other, similar to how we outlined the process in the talent
management integration roadmap. Second, it allows the organization
to digest change at an acceptable rate. For example, the organization
will likely want to use pilots to test the feasibility of newly designed
concepts and processes, and then ensure that they have buy-in from key
players before completing the integration.
KEY POINT
A phased approach
to implementing
technology is
most feasible
because it enables
the organization
sufficient time to
both build on its
capabilities and
digest change.
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19
For more information, The Next High-Stakes Quest: Balancing Employer and Employee
Priorities, 20122013 Global Talent Management and Rewards Study, Towers Watson,
2012, http://www.towerswatson.com/assets/pdf/7990/TowersWatson-GlobalTMR-SurveyNA-2012(1).pdf. This survey reviewed 1,605 employers across four global regions.
20
For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
Research
Bulletin
| 2012
Research
Bulletin
| 2012
KEY POINT
Many of these
teams will also
bring in external
they will implement a partial suite.21 This means that if systems are
already in place, they will seek to integrate legacy systems with newer
systems, many of which will be based in the cloud. Or they may seek to
partner with a few vendors that have technology offerings capable of
integrating or sharing data with other solutions.
consultants to
provide additional
expertise and
insights around
designing processes
and policies,
things differently. First, they include varied stakeholders (HR, IT, and
the business) who are knowledgeable about their respective areas and
also dedicated to the task at hand. Many of these teams will also bring
in external consultants to provide additional expertise and insights
leveraging the
technology, and
managing change.
managing change.
One of the first items on the agenda for these teams is developing a
definitive strategy that will connect the different elements of talent
management at the right places. The team also needs to create clear
processes to support the new strategy and understand how those
changes can be translated into the online system. Finally, the team
must roll out an effective change management initiative to ensure
that everyone within the organization understands the new approach
and is prepared to implement it. If an organization can execute these
activities effectively and in a timely fashion, then it is much more
likely to succeed at integrating talent management and leveraging
technology appropriately.
21
For more information, Talent Management Factbook 2010: Best Practices and
Benchmarks in U.S. Talent Management, Bersin & Associates/Karen OLeonard and Stacey
Harris, September 2010. Available to research members at www.bersin.com/library or
www.bersin.com/tmfactbook.
22
Ibid.
Research
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Conclusion
The most successful organizations rely on a talent infrastructure that
encompasses the right competencies and job profiles as a basis for
integration. When this foundation is set, it is much easier to integrate
the different elements of total rewards, performance management,
learning, leadership development, career management, talent
acquisition, and succession planning. As an organization increases
the integration of its talent management processes, it increases its
level of talent management maturity. Talent management maturity
will not be achieved overnight and takes the involvement of business
leaders and multiple departments, as well as the appropriate use of an
integrated talent management suite. The roadmap to integrated talent
management may vary from organization to organization. As we have
presented here, one proven pathway is to progress from foundational
to development integration and, finally, to talent pipeline integration.
Technology is not the sole ingredient for achieving integrated talent
management success. When viewed as an enabler that works in concert
with strong teams and effective processes, technology will enhance the
ability of the organization to maximize the benefits of the overall talent
management strategy.
Research
Bulletin
| 2012
Research
Bulletin
| 2012