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Measuring Talent Management Effectiveness With
              Integrated Analytics

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                                                        #TMwebinar
Measuring Talent Management Effectiveness With
              Integrated Analytics

       Speaker:     Kim Lennon
                    Senior Product Manager
                    SumTotal Systems

       Moderator:   Kellye Whitney
                    Managing Editor
                    Talent Management magazine




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                                                               #TMwebinar
Measuring Talent Management Effectiveness With
              Integrated Analytics


                       Kellye Whitney
                       Managing Editor
                       Talent Management magazine




                                            #TMwebinar
Measuring Talent Management Effectiveness With
              Integrated Analytics

                     Kim Lennon
                     Senior Product Manager
                     SumTotal Systems




                                              #TMwebinar
Measuring Talent
Management Effectiveness
With Integrated Analytics

Presented by:
    ■ Kim Lennon – Sr. Product Manager
Agenda

      ■    Challenges Facing HR
      ■    All About the Numbers
      ■    Improvements to Top and Bottom Line
      ■    Tools – What’s Available Today
      ■    SumTotal
      ■    Discussion




Page 8 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Human Resources Maturity Model


                                                                     Level 4: Business-Integrated HR
                                                                       HR strategy part of the business strategy.
                                          HR helps to drive business decisions through people, data and insights.
                                                             Business and HR systems integrated and advanced.

                                                                    Level 3: Strategic HR Department
                                                                               HR aligned with business strategy.
                                                                         HR functions supporting business needs.
                                             Initiatives split between HR process improvements and talent needs.

                                                                  Level 2: Fundamental HR Services
                                                     HR strategy partially or fully defined. Siloed HR functions.
                                         Some standardized processes and policies; core services managed well.
                                                   Some automated talent systems, but little integration of data.

                                                         Level 1: Compliance-Driven HR Services
                                                                                                No HR strategy.
                                             Personnel function, mostly separate from business and talent needs.
                                                          Line managers perform HR activities as they see best.




                                                                                               Bersin & Associates, 2010



Page 9 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
HR Maturity Has Direct Impact on Business
                                                                                     HR’s Relationship to
                                                                                      Business Strategy
                                                                               40%


                                                                               30%


                                                                               20%


                                                                               10%


                                                                               0%
                                                                                       HR is a full partner in
                                                                                          developing and
                                                                                     implementing the business
                                                                                             strategy
                                                                                        Low Market Performers
                                                                                        High Market Performers
                                                         Bersin & Associates     Institute for Corporate Productivity



Page 10 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Why Talent Analytics?
 Analyst research shows direct correlation to business performance

   Bersin 2011 HR Factbook
   shows organizations that
   have reached maturity
   (Level 4) by having
   business-integrated HR
   functions rather than
   compliance drive (Level 1)
   HR show significantly higher
   performance in the following
   metrics




Page 11 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Poll Question # 1: What is your level of maturity?
      1.     Compliance-Driven HR Services – little to no strategy identified, departments
             are still in charge of HR activities
      2.     Fundamental HR Services – definition of strategy began, still siloed HR
             functions, some automated talent systems, but little data integration
      3.     Strategic HR Department – HR aligned with business strategy with HR support
             business needs with initiatives split between employees and process
             improvements
      4.     Business – Integrated HR – HR strategy is part of business strategy and HR
             influencing business decisions through integrated and advanced systems




Page 12 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Why Integrate Talent Management?
 Integrated business processes enable HR transformation
  Talent       Learning      Workforce       Payroll
Management    Management    Management     Management


     Learning development suggestions and
      assignments based on competency gaps                         Need Integrated Strategic
     Demand driven talent succession, hiring, and                 HCM Business Processes
      development plans based on gaps



                 Visibility of critical talent issues, gaps
                 and development plans                        Need Integrated Visibility and
                 Align workforce strategy with             Analytics Across HCM processes
                 business objectives                                                                 HR
                                                                                               Transformation
Employees          Contingen        Extended
                       t            Enterprise       Need Integrated Talent management
                                                           across Organizational Models



                                                     Integrated processes are mission
                                                           critical for certain industries




Page 13 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Why Integrate Talent Management?
  Typical pain points without integrated Talent Management
                                         • Alignment and agility to respond to strategic business
                                           objectives
                   CEO                   • Do we have the right talent and systems to support the
                                           growth?

                                         • How can I get my team to meet it’s numbers?
       VP of Sales                       • What are my people risks and mitigation plans?

                                         • Lack of visibility into how learning is impacting talent and
                    CLO                    business
                                         • Meet the needs of new multifaceted global organization

                                         • Need control to align my teams schedules to spend and
                                           demand?
VP of Consulting                         • How do I get schedule based on competencies and
                                           certifications ?

                                         • Need global view of talent and develop and recruit for talent
       Head of HR                          gaps?
                                         • Self-service system for business to empower the organization


 Page 14 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Business Drivers, How Will They Measure
 Success?

      ■      Improve / automate manual processes
      ■      Gaps within business visibility (compensation budget)
      ■      Improve data accuracy and consistency
      ■      Compliance for training
      ■      Provide visibility to feeder populations for executives through
             senior management around the org
      ■      Provide good reporting (standard and ad hoc) for management to
             “see” into these feeder groups
      ■      Provide flexible reporting structures since they have a globally
             diverse, “non-flat” organization




Page 15 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Business Problem
                                                              ■   Difficult to timely enforce
                          Problem                                 adherence of compliance
                                                                  across divisions
      Cannot Get Integrated Data for HCM
                                                              ■   Lack of global view of talent
                                                              ■   Lack of business alignment
            GOAL           OPERATIONAL                        ■   Low predictability in
           SETTING           PLANNING
                                              MONITOR
                                                                  performance
                                              RESULTS
                                                              ■   Inconsistency in business
     ANALYZE
                    MODELING                                      decisions
   PERFORMANCE
                           Manual &                           ■   Inability to quickly pinpoint
                         Inconsistent                             leading and lagging parts of the
      HRMS                                       Succession
                                                                  business
                                                              ■   Time wasted gathering
    Recruiting                                       LMS          information – cycle time to pull
                                                                  data together
                                                              ■   Low data quality of data and
                      Perf.         Comp.                         gathered results

Page 16 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda

      ■    Challenges Facing HR
      ■    All About the Numbers
      ■    Improvements to Top and Bottom Line
      ■    Tools – What’s Available Today
      ■    SumTotal
      ■    Discussion




Page 17 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How to Transform Your HR?




                                                         Source – Adapted from Bersin & Associates 2010



Page 18 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Why Measure Performance?


                                                         Control &
                                                          Monitor
                                                          People




                                            Report
                                          Externally &
                                          Demonstrate
                                          Compliance



                                                                     Learn &
                                                                     Improve




Page 19 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
KPI Checklist

      1. Which strategic objective is this indicator relating to?
      2. What question do you want to have an answer to? What are
             your information needs?
      3.     Who is asking this question? Who is the information customer?
      4.     What will they do with the information? Why are they asking?

      ■ Additional considerations:
             ■    What is the data collection method?
             ■    What is the source of the data?
             ■    What is the formula / scale / assessment method?
             ■    How often, when and for how long do you collect the data?
             ■    Who collects the data?
             ■    What is the target or performance threshold(s)?
             ■    What are the costs for collecting the data? Justified?


Page 20 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Workforce Measurement Strategy

      ■    Employee Engagement
      ■    Recruiting
      ■    Retention
      ■    Overall HR Costs
      ■    Manager Satisfaction
      ■    Compensation and Benefits
      ■    Employee Relations
      ■    Training and Development




Page 21 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Key Performance Indicators

                                  $ Cost of Turnover
                                  $ Cost of Benefits
                                  $ Cost of Employee Training

                                  % Employee Satisfaction
                                  % Employee Motivation
                                  % Employee Demographics

                                  # Lost Time
                                  % Absenteeism

Page 22 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Key Performance Indicators


                                   % Turnover
                                   % Involuntary Turnover
                                   % Voluntary Turnover



                                   # Hiring Cycle
                                   # Average Length of Employment


Page 23 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
HR Questions Answered Through KPIs
             Is time-to-fill positions impacting company
             performance?
             • % New hire retention
             • % Vacancies filled internally
             • # Average open time of positions

             Do we have sufficient labor to meet next
             quarter’s demand?
             • % Average employee tenure
             • % Talent retention
             • # Bench strength penetration

             Does compensation policies for top
             performers impact retention?
             • % High performing employees
             • % Turnover
             • % Total compensation tied to performance


Page 24 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda

      ■    Challenges Facing HR
      ■    All About the Numbers
      ■    Improvements to Top and Bottom Line
      ■    Tools – What’s Available Today
      ■    SumTotal
      ■    Discussion




Page 25 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How do you quantify ROI?
 Typical “Soft” Measures, what research shows…

  ■    "A mere 7% of employees today fully understand their company's business
       strategies and what's expected of them in order to help achieve company
       goals."
        Robert S. Kaplan and David P. Norton, "The Strategy-Focused Organization," Harvard Business School Press, 2001



  ■    “The performance differential between top and average performers is as
       high as 10:1.
        Jack Welch, Former CEO, GE and Jerry Yang, Former Chairman of Yahoo
        Corporate Executive Board Research shows the ratio to be 12:1 for “superstars”



  ■    “Organizations with superior human capital practices not only are correlated
       with financial returns, but are a leading indicator of increased shareholder
       value”
        Watson Wyatt’s Hyman Capital Index Research Report, 2004



  ■    “Cost of replacing an employee ranges from 25% - 200% of annual salary”
        Keeping the People Who Keep You In Business, American Management Association, 2000




Page 26 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
“Soft” ROI Measures
 Employer of Choice = Best Employees

      ■ Compensation isn’t as important as career advancement and
           working for an “employer of choice”




                                             Gallup Research, 2011- Employee Engagement Overview Brochure




Page 27 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
“Soft” ROI Measures
 Engaged Employees = EPS Growth

      ■ High employee engagement translates to improvements across
           the business



  "Companies that increase
  employee engagement see
  improvement in operating
  margins.“

  Towers Perrin, New Realities
  in Today's Workforce




                                             Gallup Research, 2011- Employee Engagement Overview Brochure




Page 28 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How do you quantify ROI?
 Sample Calculations


      ■ Human Capital Return on Investment (HCROI) – relation of human
           capital investments to the profitability of the organization (The ROI of
           Human Capital, Jac Fitz-enz, 2000)


      ■ HCROI = (Revenue – Pay and Benefits)/(Pay and Benefits)




Page 29 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How do you quantify ROI?

         Typical factors to consider related to IT Systems expenses:
                  ■   Fewer systems, fewer data centers, less infrastructure
                  ■   Lowered helpdesk support cost from fewer tickets and fewer systems to managed
                  ■   Lower administrator cost of administering multiple systems
                  ■   Cost of data not aligned between systems
 Assumptions
          Annual IT FTE Fully-Loaded Cost                   $    75,000

                                                                           Existing Systems                              Consolidated System
 System 1 IT Expense                                        Cost        Notes                                   Cost        Notes
           Direct IT Expense                                $ 125,000                                           $ 150,000
           System administration cost                       $    75,000 1 FTE                                   $    75,000 1 FTE
                                                                        Typically calculate based on cost per
                                                                        incident or dedicated support
           Help Desk Cost                                   $    37,500 heads. In this case, using 1/2 FTE      $    56,250 3/4 FTE

 System 2 IT Expense
           Direct IT Expense                                $   175,000                                       $         -
           System administration cost                       $    37,500 1/2 FTE                               $         -
                                                                        Typically calculate based on cost per
                                                                        incident or dedicated support
           Help Desk Cost                                   $    18,750 heads. In this case, using 1/4 FTE    $         -

 Integration Cost (cost of keeping data integrations in sync between)
           Non-TM systems (HRIS, etc.)                         $   11,538 2 weeks per quarter                   $     5,769 1 week per quarter
           Analytics data in sync between applications         $    5,769 1 week per quarter                                No cost

 Total                                                      $   486,058                                         $   287,019

 Yearly Savings                                             $   199,038

 Notes
           You may have more existing systems and more consolidated systems but hopefully you are moving to fewer systems!


Page 30 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How do you quantify ROI?
 Performance Management
         Typical factors to consider related to
         Performance Management:
                  ■ HR Productivity
                  ■ Employee/Manager Productivity
                  ■ Improved Organizational Effectiveness
                                                                            Existing Systems                                Consolidated System
 HR Productivity                                            Cost           Notes                                Cost       Notes
          Performance Management Administration             $    13,846.15 2 people 20 hours per month          $ 2,076.92 1 person 3 hours per month
                                                                           (2) review sessions per year with
           Roundtable/Ratings Calibration Support           $        6,442 100 hours time per session           $     1,442 25 hours per review session

 Employee and Manager Productivity
                                                                           2 hours per manager and 1 hour per               1.5 hours per manager and .75 hour
           Time spent writing performance reviews           $      399,038 employee                             $  299,279 per employee
                                                                                                                            .05% improvement in overall $570M
           Optimization of compensation budget                                                                  $ (335,000) comp budget
                                                                           30 mins per goal (5 goals per                    20 minutes per goal (5 goals per
           Time spent creating/aligning goals               $      161,058 employee)                            $   96,635 employee)

 Improve organizational effectiveness
          Increased revenues based on goal alignment                                                            $ (100,000) .01% increase in productivity
          Decreased cost based on goal alignment                                                                $ (70,000) .01% decrease in cost

                                                                                                                            .5% increase in productivity per
           Improved productivity based on global performance                                                                employee. 50% contribution margin,
           management                                                                                           $   250,000 10% attributable to TM integration
           Lawsuit avoidance (cost per case)                 $     500,000 5 cases per year @100k               $   400,000 5 cases per year @80k
           HR Time per case                                  $      11,538 80 hours per case                    $     4,615 32 hours per case

 Total                                                      $    1,091,923                                      $   549,048

 Yearly Savings                                             $      542,875




Page 31 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How do you quantify ROI?
 Performance Management Systems Integration

   Category                                              Existing   Consolidated
                                                         System       System
   IT Expenses                                           486,058      287,019
   HR Admin Costs                                         20,288       3,519
   Employee/Manager Costs                                560,096       60,913
   Org Productivity Gains                                   -        (420,000)
   Wrongful Termination Lawsuit                          $511,538     $404,615


            ■ Annual Savings = $1.1M
            ■ If the new system investment is $500k/yr, that results
                 in a 5.3 month ROI




Page 32 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
How do you quantify ROI?
 Other Modules

      ■    Compensation
             ■    Comp Team Productivity
             ■    Time developing/deploying comp policies
             ■    Less time spent planning and approving comp recommendations
             ■    Reduce compensation budget overspending
             ■    Reduce time required to develop merit plans
             ■    Increase results by retaining top talent
             ■    Attract top talent due to compensation plans


      ■    Succession Planning
             ■    Succession Planning Team Productivity
             ■    Reduce Recruiting Costs
             ■    Reduce manager time spent on annual assessments
             ■    Reduce time create management reports
             ■    Reduce risk of business gaps due to lack of qualified personnel
             ■    Improve speed/success of entering new markets
             ■    Proactively develop plans to retain top performers


Page 33 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Poll Question #2: Which area of ROI is most
 important to your organization when evaluating
 Talent Management?
      A.     Efficiency gains – savings in time to execute HR processes across the company
      B.     Direct cost avoidance – not having to pay maintenance, hardware or headcount
             related to multiple systems
      C.     Productivity gains – More productive employees /organization due to better
             alignment / execution of business objectives
      D.     Talent Acquisition – Becoming an employer of choice to attract the best
             candidates
      E.     Reduced turnover – better employee morale driving reduced turnover, especially
             among high performers in org.




Page 34 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda

      ■    Challenges Facing HR
      ■    All About the Numbers
      ■    Improvements to Top and Bottom Line
      ■    Tools – What’s Available Today
      ■    About SumTotal
      ■    Discussion




Page 35 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Levels of Analysis Required




      Visibility                       Analysis           Strategy         Excellence
      • Pre-built reports              • Dashboards       • Target and     • Management
      • Self service &                 • Key                benchmarking     and operational
        Configurable Ad-                 performance      • Top & bottom     excellence
        hoc reporting                    indicators         performers     • Actionable
      • Guided                           (prebuilt &      • Proactive        intelligence
        Navigation                       adhoc)             strategy and   • Continuous
      • Alerts                         • Trend Analysis     planning         Improvement




Page 36 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Intelligence Through Analytics

                             Now and Past
Competitive Advantages




                            Standard              Drill Down                Statistical                 Predictive
                            Reports               (Through)                 Analysis                    Modeling




                                       Ad Hoc                      Alerts                 Forecasting                Prescriptive
                                       Reports                                                                        Modeling




                                                                                                  Future
                                                               Degree of Intelligence


              Page 37 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Don’t Do All the Heavy Lifting Yourself

    ■     Web based / desktop based
    ■     Mobile (phone / tablet)
    ■     Export formats
    ■     Office Integration
    ■     Dashboard and scorecards
    ■     Alerts and subscription delivery
    ■     External data imports
    ■     Database Versions
    ■     Rich design environment (WYSIWYG)
    ■     Drill-down & drill-through
    ■     Actionable Intelligence




Page 38 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Analytics Tools of the Trade

      ■ External applications
             ■    Spreadmarts - heavily siloed Microsoft Excel workbooks
             ■    Business Intelligence vendors
                    ■ Hardware / Software / Model

      ■ Company business intelligence platform (ERP Analytics)
             ■    Data warehouse supporting business areas – such as finance


      ■ Embedded reporting applications (HCM Analytics)
             ■    Existing reporting platform in your Talent Management or Learning
                  Management Platform




Page 39 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Strategic Workforce Analytics
                                                                               ■   Most comprehensive Strategic HCM-Talent
                                                                                   Data warehouse
                                                                                    ■   200+ HCM interlinked business objects
   Talent/                       Role                     Alerts                        across learning, performance, succession,
   Custom                       Based                       &                           compensation hiring and career development
                              Dashboards
    Portal                                               Actions                    ■   Rationalized data and security across these
                                                                                        dimensions and processes
                                                                               ■   Pre-built & Ad-hoc key performance
       Pre Built                            Interactive &                          indicators for most industry needs
   Key Performance                             Ad-hoc
   Indicators (KPIs)                          Reporting
                                                                                    ■   Pre-built role based dashboards and 50+
                                                                                        KPIs most critical to companies
                                                                                    ■   Flexible and quick ad-hoc KPIs and reports to
                                                                                        enable dynamic analysis
       Integrated Strategic HCM - Talent Data Warehouse
                                                                               ■   Strategic workforce analysis integrated with
                                                                                   external business data
          Learning              Performance             Succession                  ■   Measure the impact of strategic HCM
                                                                                        processes based on impact to any business
                                                                                        drivers and data like financial, sales,
                                                          Career
            Hiring             Compensation                                             customer satisfaction
                                                       Development
                                                                                    ■   Easy to add any external data source and
                                                                                        create integrated reports
                                                                               ■   Actionable Intelligence for execution
                                                                                   excellence
                                                                                    ■   Drill down into the detail transactional
                                                                                        information from any analysis
   3rd Party systems - SAP,
      Oracle, PeopleSoft
                              Legacy & Custom     External        Flat Files        ■   Drive closed loop execution and continuous
                              Data Warehouse    Business Data   (CSV, XLSX)
                                                                                        improvement with integration transactional
                                                                                        actions from reports



Page 40 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
You can't manage what you
                                                  don't measure!




Page 41 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Poll Question # 3: When do you think your
 organization will deploy actionable analytics?

  A. Already using analytics to make a difference

  B. Within next six months

  C. From six to twelve months

  D. Not on the radar – but should be…




Page 42 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda

      ■    Challenges Facing HR
      ■    All About the Numbers
      ■    Improvements to Top and Bottom Line
      ■    Tools – What’s Available Today
      ■    About SumTotal
      ■    Discussion




Page 43 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
SumTotal Making HR More Strategic
                                                          Company and Business Executive
                                                          Right talent strategies to meet my
                                                          business objectives


                                                                           Enable actionable insight and align
     Global visibility of Talent
                                                                           workforce strategy with company
     Pool and Gaps
                                                                           objectives




                                                                                               Employee or Contractor
                                                                                               Driving Engagement and
                                                                                               Retention
  HR Executive/Manager
  Making HR more
  strategic
                                                                             Scale to the needs of global
Enforce compliance across
                                                                             growing organization
employees, partners, and contractors
                                                            Information Technology
                                                            Low TCO; Scalable for global
                                                            diverse organization




 Page 44 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
About SumTotal
                        Worldwide Leader in Strategic Human Capital Management Solutions



                                                                                     SumTotal
                                                                                   Worldwide Leader
                                                                                   in Strategic HCM
Market Share (users)




                                                                                       3,500+
                                                                                      Customers


                                                                                    Over 43+ Million
                                                                                      End-Users

                                                                                    Leader in SMB,
                                                                                     Mid-Market &
                                                                                      Enterprise
                                                                                      Solutions



                                                              Global Scalability

                       Page 45 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
Agenda

      ■    Challenges Facing HR
      ■    All About the Numbers
      ■    Improvements to Top and Bottom Line
      ■    Tools – What’s Available Today
      ■    About SumTotal
      ■    Discussion




Page 46 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
It’s your turn! Ask our expert…




          Kim Lennon
  klennon@sumtotalsystems.com




Page 47 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
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         Strategic Hiring Solution
              Tuesday, April 17, 2012
                           •
    TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific

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  • 1. Measuring Talent Management Effectiveness With Integrated Analytics You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code: 491 777 946 #. You will be on hold until the seminar begins. #TMwebinar
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  • 5. Frequently Asked Questions 1. Will I receive a copy of the slides after the webinar? YES 2. Will I receive a copy of the recording after the webinar? YES Please allow up to 2 business days to receive these materials. #TMwebinar
  • 6. Measuring Talent Management Effectiveness With Integrated Analytics Kellye Whitney Managing Editor Talent Management magazine #TMwebinar
  • 7. Measuring Talent Management Effectiveness With Integrated Analytics Kim Lennon Senior Product Manager SumTotal Systems #TMwebinar
  • 8. Measuring Talent Management Effectiveness With Integrated Analytics Presented by: ■ Kim Lennon – Sr. Product Manager
  • 9. Agenda ■ Challenges Facing HR ■ All About the Numbers ■ Improvements to Top and Bottom Line ■ Tools – What’s Available Today ■ SumTotal ■ Discussion Page 8 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 10. Human Resources Maturity Model Level 4: Business-Integrated HR HR strategy part of the business strategy. HR helps to drive business decisions through people, data and insights. Business and HR systems integrated and advanced. Level 3: Strategic HR Department HR aligned with business strategy. HR functions supporting business needs. Initiatives split between HR process improvements and talent needs. Level 2: Fundamental HR Services HR strategy partially or fully defined. Siloed HR functions. Some standardized processes and policies; core services managed well. Some automated talent systems, but little integration of data. Level 1: Compliance-Driven HR Services No HR strategy. Personnel function, mostly separate from business and talent needs. Line managers perform HR activities as they see best. Bersin & Associates, 2010 Page 9 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 11. HR Maturity Has Direct Impact on Business HR’s Relationship to Business Strategy 40% 30% 20% 10% 0% HR is a full partner in developing and implementing the business strategy Low Market Performers High Market Performers Bersin & Associates Institute for Corporate Productivity Page 10 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 12. Why Talent Analytics? Analyst research shows direct correlation to business performance Bersin 2011 HR Factbook shows organizations that have reached maturity (Level 4) by having business-integrated HR functions rather than compliance drive (Level 1) HR show significantly higher performance in the following metrics Page 11 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 13. Poll Question # 1: What is your level of maturity? 1. Compliance-Driven HR Services – little to no strategy identified, departments are still in charge of HR activities 2. Fundamental HR Services – definition of strategy began, still siloed HR functions, some automated talent systems, but little data integration 3. Strategic HR Department – HR aligned with business strategy with HR support business needs with initiatives split between employees and process improvements 4. Business – Integrated HR – HR strategy is part of business strategy and HR influencing business decisions through integrated and advanced systems Page 12 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 14. Why Integrate Talent Management? Integrated business processes enable HR transformation Talent Learning Workforce Payroll Management Management Management Management  Learning development suggestions and assignments based on competency gaps Need Integrated Strategic  Demand driven talent succession, hiring, and HCM Business Processes development plans based on gaps Visibility of critical talent issues, gaps and development plans Need Integrated Visibility and Align workforce strategy with Analytics Across HCM processes business objectives HR Transformation Employees Contingen Extended t Enterprise Need Integrated Talent management across Organizational Models Integrated processes are mission critical for certain industries Page 13 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 15. Why Integrate Talent Management? Typical pain points without integrated Talent Management • Alignment and agility to respond to strategic business objectives CEO • Do we have the right talent and systems to support the growth? • How can I get my team to meet it’s numbers? VP of Sales • What are my people risks and mitigation plans? • Lack of visibility into how learning is impacting talent and CLO business • Meet the needs of new multifaceted global organization • Need control to align my teams schedules to spend and demand? VP of Consulting • How do I get schedule based on competencies and certifications ? • Need global view of talent and develop and recruit for talent Head of HR gaps? • Self-service system for business to empower the organization Page 14 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 16. Business Drivers, How Will They Measure Success? ■ Improve / automate manual processes ■ Gaps within business visibility (compensation budget) ■ Improve data accuracy and consistency ■ Compliance for training ■ Provide visibility to feeder populations for executives through senior management around the org ■ Provide good reporting (standard and ad hoc) for management to “see” into these feeder groups ■ Provide flexible reporting structures since they have a globally diverse, “non-flat” organization Page 15 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 17. Business Problem ■ Difficult to timely enforce Problem adherence of compliance across divisions Cannot Get Integrated Data for HCM ■ Lack of global view of talent ■ Lack of business alignment GOAL OPERATIONAL ■ Low predictability in SETTING PLANNING MONITOR performance RESULTS ■ Inconsistency in business ANALYZE MODELING decisions PERFORMANCE Manual & ■ Inability to quickly pinpoint Inconsistent leading and lagging parts of the HRMS Succession business ■ Time wasted gathering Recruiting LMS information – cycle time to pull data together ■ Low data quality of data and Perf. Comp. gathered results Page 16 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 18. Agenda ■ Challenges Facing HR ■ All About the Numbers ■ Improvements to Top and Bottom Line ■ Tools – What’s Available Today ■ SumTotal ■ Discussion Page 17 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 19. How to Transform Your HR? Source – Adapted from Bersin & Associates 2010 Page 18 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 20. Why Measure Performance? Control & Monitor People Report Externally & Demonstrate Compliance Learn & Improve Page 19 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 21. KPI Checklist 1. Which strategic objective is this indicator relating to? 2. What question do you want to have an answer to? What are your information needs? 3. Who is asking this question? Who is the information customer? 4. What will they do with the information? Why are they asking? ■ Additional considerations: ■ What is the data collection method? ■ What is the source of the data? ■ What is the formula / scale / assessment method? ■ How often, when and for how long do you collect the data? ■ Who collects the data? ■ What is the target or performance threshold(s)? ■ What are the costs for collecting the data? Justified? Page 20 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 22. Workforce Measurement Strategy ■ Employee Engagement ■ Recruiting ■ Retention ■ Overall HR Costs ■ Manager Satisfaction ■ Compensation and Benefits ■ Employee Relations ■ Training and Development Page 21 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 23. Key Performance Indicators $ Cost of Turnover $ Cost of Benefits $ Cost of Employee Training % Employee Satisfaction % Employee Motivation % Employee Demographics # Lost Time % Absenteeism Page 22 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 24. Key Performance Indicators % Turnover % Involuntary Turnover % Voluntary Turnover # Hiring Cycle # Average Length of Employment Page 23 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 25. HR Questions Answered Through KPIs Is time-to-fill positions impacting company performance? • % New hire retention • % Vacancies filled internally • # Average open time of positions Do we have sufficient labor to meet next quarter’s demand? • % Average employee tenure • % Talent retention • # Bench strength penetration Does compensation policies for top performers impact retention? • % High performing employees • % Turnover • % Total compensation tied to performance Page 24 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 26. Agenda ■ Challenges Facing HR ■ All About the Numbers ■ Improvements to Top and Bottom Line ■ Tools – What’s Available Today ■ SumTotal ■ Discussion Page 25 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 27. How do you quantify ROI? Typical “Soft” Measures, what research shows… ■ "A mere 7% of employees today fully understand their company's business strategies and what's expected of them in order to help achieve company goals." Robert S. Kaplan and David P. Norton, "The Strategy-Focused Organization," Harvard Business School Press, 2001 ■ “The performance differential between top and average performers is as high as 10:1. Jack Welch, Former CEO, GE and Jerry Yang, Former Chairman of Yahoo Corporate Executive Board Research shows the ratio to be 12:1 for “superstars” ■ “Organizations with superior human capital practices not only are correlated with financial returns, but are a leading indicator of increased shareholder value” Watson Wyatt’s Hyman Capital Index Research Report, 2004 ■ “Cost of replacing an employee ranges from 25% - 200% of annual salary” Keeping the People Who Keep You In Business, American Management Association, 2000 Page 26 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 28. “Soft” ROI Measures Employer of Choice = Best Employees ■ Compensation isn’t as important as career advancement and working for an “employer of choice” Gallup Research, 2011- Employee Engagement Overview Brochure Page 27 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 29. “Soft” ROI Measures Engaged Employees = EPS Growth ■ High employee engagement translates to improvements across the business "Companies that increase employee engagement see improvement in operating margins.“ Towers Perrin, New Realities in Today's Workforce Gallup Research, 2011- Employee Engagement Overview Brochure Page 28 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 30. How do you quantify ROI? Sample Calculations ■ Human Capital Return on Investment (HCROI) – relation of human capital investments to the profitability of the organization (The ROI of Human Capital, Jac Fitz-enz, 2000) ■ HCROI = (Revenue – Pay and Benefits)/(Pay and Benefits) Page 29 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 31. How do you quantify ROI? Typical factors to consider related to IT Systems expenses: ■ Fewer systems, fewer data centers, less infrastructure ■ Lowered helpdesk support cost from fewer tickets and fewer systems to managed ■ Lower administrator cost of administering multiple systems ■ Cost of data not aligned between systems Assumptions Annual IT FTE Fully-Loaded Cost $ 75,000 Existing Systems Consolidated System System 1 IT Expense Cost Notes Cost Notes Direct IT Expense $ 125,000 $ 150,000 System administration cost $ 75,000 1 FTE $ 75,000 1 FTE Typically calculate based on cost per incident or dedicated support Help Desk Cost $ 37,500 heads. In this case, using 1/2 FTE $ 56,250 3/4 FTE System 2 IT Expense Direct IT Expense $ 175,000 $ - System administration cost $ 37,500 1/2 FTE $ - Typically calculate based on cost per incident or dedicated support Help Desk Cost $ 18,750 heads. In this case, using 1/4 FTE $ - Integration Cost (cost of keeping data integrations in sync between) Non-TM systems (HRIS, etc.) $ 11,538 2 weeks per quarter $ 5,769 1 week per quarter Analytics data in sync between applications $ 5,769 1 week per quarter No cost Total $ 486,058 $ 287,019 Yearly Savings $ 199,038 Notes You may have more existing systems and more consolidated systems but hopefully you are moving to fewer systems! Page 30 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 32. How do you quantify ROI? Performance Management Typical factors to consider related to Performance Management: ■ HR Productivity ■ Employee/Manager Productivity ■ Improved Organizational Effectiveness Existing Systems Consolidated System HR Productivity Cost Notes Cost Notes Performance Management Administration $ 13,846.15 2 people 20 hours per month $ 2,076.92 1 person 3 hours per month (2) review sessions per year with Roundtable/Ratings Calibration Support $ 6,442 100 hours time per session $ 1,442 25 hours per review session Employee and Manager Productivity 2 hours per manager and 1 hour per 1.5 hours per manager and .75 hour Time spent writing performance reviews $ 399,038 employee $ 299,279 per employee .05% improvement in overall $570M Optimization of compensation budget $ (335,000) comp budget 30 mins per goal (5 goals per 20 minutes per goal (5 goals per Time spent creating/aligning goals $ 161,058 employee) $ 96,635 employee) Improve organizational effectiveness Increased revenues based on goal alignment $ (100,000) .01% increase in productivity Decreased cost based on goal alignment $ (70,000) .01% decrease in cost .5% increase in productivity per Improved productivity based on global performance employee. 50% contribution margin, management $ 250,000 10% attributable to TM integration Lawsuit avoidance (cost per case) $ 500,000 5 cases per year @100k $ 400,000 5 cases per year @80k HR Time per case $ 11,538 80 hours per case $ 4,615 32 hours per case Total $ 1,091,923 $ 549,048 Yearly Savings $ 542,875 Page 31 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 33. How do you quantify ROI? Performance Management Systems Integration Category Existing Consolidated System System IT Expenses 486,058 287,019 HR Admin Costs 20,288 3,519 Employee/Manager Costs 560,096 60,913 Org Productivity Gains - (420,000) Wrongful Termination Lawsuit $511,538 $404,615 ■ Annual Savings = $1.1M ■ If the new system investment is $500k/yr, that results in a 5.3 month ROI Page 32 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 34. How do you quantify ROI? Other Modules ■ Compensation ■ Comp Team Productivity ■ Time developing/deploying comp policies ■ Less time spent planning and approving comp recommendations ■ Reduce compensation budget overspending ■ Reduce time required to develop merit plans ■ Increase results by retaining top talent ■ Attract top talent due to compensation plans ■ Succession Planning ■ Succession Planning Team Productivity ■ Reduce Recruiting Costs ■ Reduce manager time spent on annual assessments ■ Reduce time create management reports ■ Reduce risk of business gaps due to lack of qualified personnel ■ Improve speed/success of entering new markets ■ Proactively develop plans to retain top performers Page 33 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 35. Poll Question #2: Which area of ROI is most important to your organization when evaluating Talent Management? A. Efficiency gains – savings in time to execute HR processes across the company B. Direct cost avoidance – not having to pay maintenance, hardware or headcount related to multiple systems C. Productivity gains – More productive employees /organization due to better alignment / execution of business objectives D. Talent Acquisition – Becoming an employer of choice to attract the best candidates E. Reduced turnover – better employee morale driving reduced turnover, especially among high performers in org. Page 34 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 36. Agenda ■ Challenges Facing HR ■ All About the Numbers ■ Improvements to Top and Bottom Line ■ Tools – What’s Available Today ■ About SumTotal ■ Discussion Page 35 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 37. Levels of Analysis Required Visibility Analysis Strategy Excellence • Pre-built reports • Dashboards • Target and • Management • Self service & • Key benchmarking and operational Configurable Ad- performance • Top & bottom excellence hoc reporting indicators performers • Actionable • Guided (prebuilt & • Proactive intelligence Navigation adhoc) strategy and • Continuous • Alerts • Trend Analysis planning Improvement Page 36 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 38. Intelligence Through Analytics Now and Past Competitive Advantages Standard Drill Down Statistical Predictive Reports (Through) Analysis Modeling Ad Hoc Alerts Forecasting Prescriptive Reports Modeling Future Degree of Intelligence Page 37 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 39. Don’t Do All the Heavy Lifting Yourself ■ Web based / desktop based ■ Mobile (phone / tablet) ■ Export formats ■ Office Integration ■ Dashboard and scorecards ■ Alerts and subscription delivery ■ External data imports ■ Database Versions ■ Rich design environment (WYSIWYG) ■ Drill-down & drill-through ■ Actionable Intelligence Page 38 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 40. Analytics Tools of the Trade ■ External applications ■ Spreadmarts - heavily siloed Microsoft Excel workbooks ■ Business Intelligence vendors ■ Hardware / Software / Model ■ Company business intelligence platform (ERP Analytics) ■ Data warehouse supporting business areas – such as finance ■ Embedded reporting applications (HCM Analytics) ■ Existing reporting platform in your Talent Management or Learning Management Platform Page 39 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 41. Strategic Workforce Analytics ■ Most comprehensive Strategic HCM-Talent Data warehouse ■ 200+ HCM interlinked business objects Talent/ Role Alerts across learning, performance, succession, Custom Based & compensation hiring and career development Dashboards Portal Actions ■ Rationalized data and security across these dimensions and processes ■ Pre-built & Ad-hoc key performance Pre Built Interactive & indicators for most industry needs Key Performance Ad-hoc Indicators (KPIs) Reporting ■ Pre-built role based dashboards and 50+ KPIs most critical to companies ■ Flexible and quick ad-hoc KPIs and reports to enable dynamic analysis Integrated Strategic HCM - Talent Data Warehouse ■ Strategic workforce analysis integrated with external business data Learning Performance Succession ■ Measure the impact of strategic HCM processes based on impact to any business drivers and data like financial, sales, Career Hiring Compensation customer satisfaction Development ■ Easy to add any external data source and create integrated reports ■ Actionable Intelligence for execution excellence ■ Drill down into the detail transactional information from any analysis 3rd Party systems - SAP, Oracle, PeopleSoft Legacy & Custom External Flat Files ■ Drive closed loop execution and continuous Data Warehouse Business Data (CSV, XLSX) improvement with integration transactional actions from reports Page 40 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 42. You can't manage what you don't measure! Page 41 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 43. Poll Question # 3: When do you think your organization will deploy actionable analytics? A. Already using analytics to make a difference B. Within next six months C. From six to twelve months D. Not on the radar – but should be… Page 42 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 44. Agenda ■ Challenges Facing HR ■ All About the Numbers ■ Improvements to Top and Bottom Line ■ Tools – What’s Available Today ■ About SumTotal ■ Discussion Page 43 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 45. SumTotal Making HR More Strategic Company and Business Executive Right talent strategies to meet my business objectives Enable actionable insight and align Global visibility of Talent workforce strategy with company Pool and Gaps objectives Employee or Contractor Driving Engagement and Retention HR Executive/Manager Making HR more strategic Scale to the needs of global Enforce compliance across growing organization employees, partners, and contractors Information Technology Low TCO; Scalable for global diverse organization Page 44 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 46. About SumTotal Worldwide Leader in Strategic Human Capital Management Solutions SumTotal Worldwide Leader in Strategic HCM Market Share (users) 3,500+ Customers Over 43+ Million End-Users Leader in SMB, Mid-Market & Enterprise Solutions Global Scalability Page 45 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 47. Agenda ■ Challenges Facing HR ■ All About the Numbers ■ Improvements to Top and Bottom Line ■ Tools – What’s Available Today ■ About SumTotal ■ Discussion Page 46 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 48. It’s your turn! Ask our expert… Kim Lennon klennon@sumtotalsystems.com Page 47 - April 9, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 49. Join Our Next TM Webinar The Evolution of Reference-Checking Into a Strategic Hiring Solution Tuesday, April 17, 2012 • TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar