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Integrated Talent Management

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Understanding integrated talent management. What can we do about the talent shortage? ... Ensuring continuity of excellent management ... – PowerPoint PPT presentation

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Title: Integrated Talent Management


1
Integrated Talent Management Ensuring
Management and Key Role Continuity
For Technical Support Toll Free
1-866-229-3239 International 1-408-435-7088
2
Integrated Talent Management Ensuring
Management and Key Role Continuity
Panel Speakers
Clinton Wingrove CEO and Principal
Consultant Pilat (North America) Inc.
Ren Nardoni SVP Business Development and
Principal Consultant Pilat (North America) Inc.
Debra Stock VP of Member Relations American
Hospital Association (AHA)
3
Integrated Talent Management Ensuring
Management and Key Role Continuity
Learning Objectives
  • Understanding the impact of the labor marketplace
  • Defining our staffing challenges
  • Understanding integrated talent management
  • What can we do about the talent shortage?
  • How Can Technology Help?

4
Who We Are
  • WHO WE ARE
  • Founded in 1974
  • Human Resources Consultancy, Software-house and
    Data Services
  • Primary Operating companies in USA, Europe and
    Israel
  • OUR VISION
  • To be the leading supplier of data centric, HR
    Talent Management and Performance Improvement
    solutions
  • OUR MISSION
  • To enable our clients to excel by optimizing the
    HR processes proven to underpin superior
    organizational performance
  • We do this by integrating advanced HR Methods,
    Technology and Data Management.

5
Pilat HR Solutions Areas of Expertise
6
So What Does the Future Hold?
  • Reduced rate of labor force growth
  • Aging workforce
  • Decreasing supply of younger workers
  • Projected Growth in Health Occupations of almost
    30
  • Projected need for 5,300,000 new and replacements
    healthcare workers by 2010
  • Severe vacancy rates already for key hospital
    personnel

7
Labor Challenges
  • Our challenges include
  • Ensuring continuity of excellent management
  • Developing tools and processes to predict the
    labor demand and supply especially if new
    locations or units are to be opened
  • Developing tools and processes to predict the
    labor demand and supply in specialist areas
  • Developing tools and processes for managing much
    more effectively and efficiently the development
    of existing staff to fill future roles
  • Thinking outside of traditional jobs to
    accommodate new lifestyle requirements (job
    shares, part-time, contractors, etc.)
  • At the same time, adherence to ever-increasing
    regulations and requirements (e.g., JCAHO, HIPAA)

8
Ensuring Management/Skill Continuity
  • SO WHERE ARE WE?
  • There is an increasing shortage of top talent
  • Increasing global competition threatens to take
    away business and, with it, our staff
  • Expectations of organizations and their
    executive/management are increasing
    exponentially from the stakeholders and from the
    staff
  • Job demands now change so rapidly that
    individuals may not be able to develop fast
    enough to fill new roles or even to keep their
    current roles
  • The rate at which individuals now change jobs is
    such that annual talent management processes are
    insufficiently sensitive even to organizational
    needs
  • The rate at which individuals now change jobs is
    such that long term planning on a person-to-job
    basis may prove unrealistic
  • The complexity of information needed to
    effectively manage talent is such that it can no
    longer be handled solely by HR or on paper

9
Performance Management
Individuals Resume
Assessment
TRADITIONALTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
Decisions made reactively, largely when the need
arose
People Profiles (Supply)
Recruitment
Employee Data
Career Management
TraditionalApproaches
Workforce Planning
Deployment
Replacement Planning (incl. Talent Pool Mgmt)
Job/Role Profiles (Demand)
Processes
Job Descriptions
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
10
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (including Talent Pool
Succession Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Proactive management of processes that ensure
effective long term resourcing
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
11
Surviving the Talent Shortage
  • Collect robust data to identify what the real
    exposure is there is still more fear than
    analysis and evidence
  • Continuously look ahead dont get trapped in
    the moment
  • Trust your own expertise, especially sector and
    functionally specific knowledge
  • Focus on practical activity that will produce
    sustainable impact avoid major strategies
    with unproven results
  • Develop integrated processes that strengthen
    each other
  • Do not believe in quick-fix cures they are
    probably only short-term pain relievers!

12
People Profiles to Support the Planning Process
13
Employee/Executive Profiles to Support Planning
14
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
WORKFORCE PLANNING Look ahead at BOTH and
individual and a unit/organizational level.
Plan to close the gap.
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (incl. Talent Pool Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
15
Recommended Forecasting Approach
Supply Now
Losses Hires Movement
Initial Staffing Assumption
Demand Then
Supply Then
Gaps or Surpluses
Net Needs
Source STRATEGIC STAFFING A Practical Guide
And Tool Kit By Thomas P. Bechet
Staffing Actions
Revised Staffing Assumption
16
Using Technology Tools to Assist in Planning
Process
17
A More Focused Approach to Manpower Planning
Positions Location A Location B Location C TOTAL
CT Technologist -4 0 -3 -7
Diagnostic Imaging Coord, 0 -1 0 -1
Imaging Manager 1 0 0 1
Mammographer 0 -5 0 -5
MRI Technologist 0 0 -2 -2
Nuclear Medicine Technologist 0 -3 -1 -4
PET Technologist 2 1 3 6
Radiologic Technologist -12 -13 -7 -32
Sonographer -3 -3 -1 -6
TOTAL -18 -24 -15 -57
18
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
DEVELOPMENT MANAGEMENT Development does not occur
fast enough naturally. Make it happen. Prepare
people for the unknown as well as the known.
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (including Talent Pool
Succession Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
19
Using Competency Assessment to Drive Development
20
Ensuring Each Employee Has a Development Plan
21
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
CAREER MANAGEMENT Manage individual careers to
meet BOTH individual and organizationalneeds.
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (including Talent Pool
Succession Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
22
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
REPLACEMENT PLANNING Ensure coverage of critical
roles but also create Talent Pools.
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (including Talent Pool
Succession Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
23
Utilizing Technology to Support Succession
Planning
24
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
RETENTION MANAGEMENT People join organizations
but they typically leave their bosses.
Replacement Planning (including Talent Pool
Succession Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
25
Combining Simple Data for Results
26
Understanding Organizational Issues
High-performers, high potential who COULD leave
Low-performers, low potential who SHOULD leave
27
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
ORGANIZATIONAL DEVELOPMENT In addition to filling
roles that clearly must exist, also think of the
organization as an organic entity look for
better ways of utilizing existing talent, not
merely of how to fill boxes.
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (incl. Talent Pool Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
28
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
ATTRACT AND RECRUIT Attract those you want and
NOT those you dont.Select despite the
shortage, be even more selective.
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (including Talent Pool
Succession Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
29
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
DEPLOYMENT Proactively redeploy people to build
their experience. Proactively redeploy people to
retain them.
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (incl. Talent Pool Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
30
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
Traditional
OUTPLACEMENT Especially in a period of skill
shortage, you cannot afford to pay people who do
not perform. Someonewho has mentally resigned
but still comes to work is a liability not an
asset.
Workforce Planning
Deployment
Contemporary
Replacement Planning (incl. Talent Pool Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
31
Performance Management
Individuals Resume
Assessment
CONTEMPORARYTALENT MANAGEMENT
Development Management (incl. Development Pool
Mgmt)
People Profiles (Supply)
Recruitment
Career Management
Traditional
Workforce Planning
Deployment
Contemporary
Replacement Planning (including Talent Pool
Succession Mgmt)
Job/Role Profiles (Demand)
Processes
Outplacement
Retention Management
Organizational Development
BUSINESS GOALS, VALUES STRATEGY
32
Ensuring Organizational Continuity
  • WHAT CAN WE DO?
  • Aggressively attract only those you seek
  • Dont be frightened of assessment base decisions
    on data
  • Believe that individuals can achieve more than
    may be obvious and more than they believe is
    possible (stretching)
  • Implement processes to develop people to their
    fullest potential as early as possible maximize
    their experiences
  • Enable people to learn, flex and adapt teach
    them if needed
  • Focus as much on retention as on recruitment
  • Dont use new people to change the culture
  • Focus on moving out those who are adding to
    attrition and/or blocking recruitment as well as
    on bringing in new people
  • Create real-time databases of information about
    the organization, its needs, its roles, its
    workforce plans, and its people use data and
    technology to assist you
  • Source data from the most informed sources not
    from those who want to control the data
  • View the organization as organic not concrete

33
Ensuring Organizational Continuity
  • WHAT CAN WE DO?
  • Develop hybrid processes that integrate
  • Workforce Planning(predicting organizational
    needs and planning how to address them)
  • Hiring (attract and recruit)
  • Retention
  • Succession Planning (to ensure the potential
    continuity of current roles)
  • Development Management(to realize the potential
    of all individuals, not merely HiPos)
  • Career Management(to optimize the engagement and
    contribution of each individual)
  • Organic Organizational Development(to optimize
    the utilization of the available talent)
  • Maximize process efficiency (e.g., use Talent
    Pool and Development Pools)
  • Manage the processes they do not contribute
    unless complied with
  • Measure and evaluate every aspect of the Talent
    Management equation

34
Upcoming Events
  • 43rd Annual ASHHRA Conference
  • When September 30 October 2
  • Where Anaheim, CA (Disneyland Hotel)

For more information visit http//www.ashhra.org/
ashhra/conference/conference2007/index.html
35
Thank you for Attending!
  • If you have additional questions for our panel,
    feel free to contact them
  • Ren Nardoni rnardoni_at_pilat.com
  • Clinton Wingrove cwingrove_at_pilat.com
  • Other Questions
  • Email info_at_pilat-nai.com
  • Phone - 800-338-9701 or 908-823-9417
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