{"id":2037,"date":"2012-10-11T01:00:12","date_gmt":"2012-10-11T09:00:12","guid":{"rendered":"https:\/\/systematichr.com\/?p=2037"},"modified":"2012-10-11T09:01:31","modified_gmt":"2012-10-11T17:01:31","slug":"hr-technology-conference-talent-management-panel","status":"publish","type":"post","link":"https:\/\/systematichr.com\/?p=2037","title":{"rendered":"HR Technology Conference Reactions: Talent Management Panel"},"content":{"rendered":"

The talent management panel at The HR Technology Conference was all about diversity.\u00a0 Not diversity in terms of workforce, but the diversity in terms of approaches in deploying talent processes and technologies that different companies take in pursuit of their goals. With Jason Averbook<\/a> hosting, we had Walmart<\/a> (2+ million employees), Motorola Solutions<\/a> (called themselves an 84 year old startup), Merck<\/a> (single global system in 84 countries) and ETS Lindgren<\/a> (900 employees). At one end of the table, we had 2.2 million employees and the other end we had 900. We had SAP globally, and we had Rypple\/Work.com.<\/p>\n

Here are some highlights (not direct quotes in most cases):<\/p>\n

Theme #1:\u00a0 Ongoing feedback.<\/strong> When even Walmart says they need to deploy ongoing feedback for a workforce that is 2.2 million strong, this is something to watch.\u00a0 Generally when we think of retail, we\u2019re thinking about a population with a full set of competencies from some very senior talent to some fairly low paid employees.\u00a0 Saying that real time feedback is important for the entire population is a big deal, where many of us would traditionally just focus on the top tier of talent.\u00a0 ETS Lindgren said much the same and have experienced a huge jump in positive feedback.\u00a0 They have shown that social can really assist in the engagement equation, but realize that the constructive feedback still happens either in private messaging or in the manager conversations.<\/p>\n

Theme #2:\u00a0 Focus on what matters. <\/strong> Having just said that you spread the wealth in Theme #1, there did seem to be a consistent theme around making sure that the roles that really drive revenues in your organization are the ones you focus on disproportionately.\u00a0 There was a discussion about \u201cpeanut butter spread\u201d and it seemed there was mass agreement where you provide some global focus, but your time is really spent managing the interactions with the employees that will impact your bottom line most directly.\u00a0 I also want to do a theme 2.5 here.\u00a0 Merck had an important call-out I think.\u00a0 They are starting with a revamp of their job structure.\u00a0 For any deployment be it TM, HCM or Social, if your foundation sucks, you are not going anywhere.\u00a0 You can roll things out, and you might get adoption, but you won\u2019t have great measurement.\u00a0 Merck had this to say, \u201cIf someone allowed the choice of getting the basics right or deploying collaboration tools, I’d say to look at the foundation.\u201d More on measurement later.<\/p>\n

Theme #3:\u00a0 Things still need to get easier. <\/strong> Walmart had a nice example with talent reviews.\u00a0 They used to walk into a room of executives with volumes of huge binders.\u00a0 Instead of that, they give everyone an iPad with the employee data preloaded.\u00a0 This makes the discussion more dynamic and flexible.\u00a0 At the same time, you can have significantly more data at your disposal compared to the volumes of binders.\u00a0 This is an example where it\u2019s working, but there are still areas where data minim does not work.\u00a0 Motorola asked the question, \u201cIf I want a restaurant recommendation, I ask my friends on Facebook and get immediate answers.\u00a0 If I need a best practice, there should be an app for that too.\u201d<\/p>\n

Theme #4:\u00a0 Flexibility. <\/strong> This one goes hand in hand with ongoing feedback.\u00a0 One of the companies stated that they will go without formal reviews and formal ratings.\u00a0 WHAT?!?!?!\u00a0 Not having reviews and ratings is an experiment that some have tried in smaller organizations, but I\u2019ll be excited to see how it works in a socially based larger organization.\u00a0 This theme is also about the social thread that would not stop coming up in this panel.\u00a0 Most everyone seemed to have a social strategy that included not only conversations, but also some ideas of recognition.<\/p>\n

Theme #5:\u00a0 Data and analytics.<\/strong> We talked a bit about Merck in Theme #2.\u00a0 I also liked the blended TM\/Social\/Analytics theme that ETS Lindgren brought up:\u00a0 We want to know who is having conversations and about what at any given time.\u00a0 If we can figure out what our talent is talking about, how to connect others, and measure the impact of quality interactions on our bottom lines, then we can also figure out how to invest in growing those specific conversations.\u00a0 (tie in to Theme #1).<\/p>\n

Theme #6:\u00a0 Sponsorship. <\/strong> Motorola had this to say, \u201cOur CEO has 2 jobs.\u00a0 Managing the bottom line, and managing talent.\u201d\u00a0 ETS Lindgren had this to say, \u201cOur Rypple tool came from the CEO.\u00a0 We wanted to do something different.\u201d\u00a0 Either way you cut it, they had great sponsorship to ignite and create change.\u00a0 It doesn\u2019t always have to be the CEO, but if you don\u2019t have top level sponsorship at all, you\u2019re sunk.<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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