Talent Management System (TMS) a 2020 Model

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Richard Swartzbaugh

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Thousands of organizations around the world use the Baldrige Excellence Framework to improve and get sustainable results.
Those recognized as national role models receive the Malcolm Baldrige National Quality Award, a Presidential award. More than 100
recipients have broadly shared their best practices with others. Through that sharing, many thousands of organizations have
improved their operations and results, and thus their contributions to the U.S. and global economy. This is especially timely for
healthcare as competition for patients increases (internally & externally), enhanced regulatory compliance, and changes in payor mix
& reimbursement impacting top line revenue & net income (or loss).
Baldrige has a simple purpose. The purpose of the Baldrige framework is simply to help our organization—no matter its size
or the types of health care services we offer —answer three questions:
1. Is our organization doing as well as it could?
2. How do we know?
3. What and how should the organization improve or change?
By challenging ourselves with the questions that make up the Health Care Criteria for Performance Excellence, we explore
how we are accomplishing what is important to our organization. The questions (divided into six interrelated process categories and
a results category) represent seven critical aspects of managing and performing as an organization:
1. Leadership
2. Strategy
3. Customers (aka Patients)
4. Measurement, analysis, and knowledge management
5. Workforce
6. Operations
7. Results.
Baldrige promotes a systems perspective. A systems perspective means managing all the components of our organization as a
unified whole to achieve ongoing success. The system’s building blocks and integrating mechanism are the core values and concepts,
the seven interrelated Health Care Criteria categories, and the scoring guidelines.
The Baldrige Model of Performance Excellence: A 2020 Model – Executive Summary
“I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to
create great organizations that produce exceptional results.” —Jim Collins, author of Good to Great: Why Some Companies Make the Leap . . . and
Others Don’t.

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A focus on core values and concepts. Baldrige is based on a set of beliefs and behaviors. These core values and concepts are the
foundation for integrating key performance and operational requirements within a results-oriented framework that creates a basis for
action, feedback, and ongoing success:
• Systems perspective
• Visionary leadership
• Patient-focused excellence
• Valuing people
• Organizational learning and agility
• Focus on success
• Managing for innovation
• Management by fact
• Societal responsibility and community health
• Ethics and transparency
• Delivering value and results
A focus on processes. Processes are the methods our organization uses to accomplish its work. The Baldrige framework helps
us assess and improve our processes along four dimensions:
1. Approach: How do we accomplish your organization’s work? How effective are our key approaches?
2. Deployment: How consistently are our key approaches used in relevant parts of our organization?
3. Learning: How well have we evaluated and improved our key approaches? How well have improvements been shared
within our organization? Has new knowledge led to innovation?
4. Integration: How well do our approaches align with our current and future organizational needs? How well do our
measures, information, and improvement systems complement each other across processes and work units? How well are
processes and operations harmonized across our organization to achieve key organization-wide goals?
“I honestly in my heart believe that because we participated in the Baldrige Program and because it gave us that consistent feedback, there are people
who are alive today who wouldn’t have been had we not been so committed to the Baldrige process.” —Rulon Stacey, former president/CEO, Baldrige
Award recipient Poudre Valley Health System.

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A focus on results. The Baldrige framework leads us to examine our results from three viewpoints: the external view (How do
our patients, other customers, and other stakeholders view us?), the internal view (How efficient and effective are our operations?),
and the future view (Is our organization learning and growing?). In Baldrige, results include all areas of importance to our
organization. This composite of measures ensures that your strategies are balanced—that they do not inappropriately trade off
among important stakeholders, objectives, or short- and longer-term goals. The Baldrige framework helps us evaluate our results
along four dimensions:
1. Levels: What is our current performance on a meaningful measurement scale?
2. Trends: Are the results improving, staying the same, or getting worse?
3. Comparisons: How does our performance compare with that of other organizations and competitors, or with benchmarks
or industry leaders?
4. Integration: Are we tracking results that are important to our organization and that consider the expectations and needs of
our key stakeholders? Are we using the results in decision making?
A focus on linkages. The linkages among the Health Care Criteria categories are an essential element of the systems
perspective provided by the Baldrige framework. Some examples of these linkages are:
• The connections between our processes and the results you achieve;
• The need for data in the strategic planning process and for improving operations;
• The connection between workforce planning and strategic planning;
• The need for patient, other customer, and market knowledge in establishing our strategy and action plans; and
• The connection between our action plans and any changes needed in our work systems.
A focus on improvement. The Baldrige framework helps us understand and assess how well we are accomplishing what is
important to our organization: how mature and how well deployed our processes are, how good our results are, whether our
organization is learning and improving, and how well our approaches address our organization’s needs. The Baldrige scoring
guidelines are based on the process and results dimensions described above.
Tactically, Baldrige’s Workforce Focus (Environment & Engagement) can be translated into a Talent Management System
(TMS) -- a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive,
engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.

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Our TMS supports & helps enable our: (1) employment brand & organizational
communications; (2) talent management / workforce planning; (3) recruiting; (4) on-
boarding; (5) alignment of culture, strategy, execution; (6) performance management; (7)
Learning Management System (LMS) – Training: 360° assessments; executive coaching;
leadership development; professional development; training; career-pathing &
development, team development; (8) recognition programs; (9) compensation; (10)
succession management; (11) diversity / inclusion; (12) employee engagement; (13)
competencies; (14) retention; (15) avoidance of third-party intervention (non-organized
settings) OR labor-management partnership (LMP) (organized settings); (16) HR
technology; (17) workflow analysis; (18) HR metrics, scorecards, analytics; (19) HR
compliance; (20) HR Best-Practices; (21) OSHA, emergency preparedness; (22) tax credits;
(23) fun.
Our TMS leverages leading best practices, including: (a) Organizational Development (OD) (e.g., validating Mission, Vision, Values,
culture & change management, strategic & tactical planning, development of organizational processes, systems, structures, governance models,
retreat design & facilitation, organizational assessment & redesign, work climate assessment, process analysis & redesign, program evaluation,
curriculum development, technology solutions, programs, projects, & cascading tasks & activity, Lominger toolset), (b) Performance Excellence
(PE) through the Malcolm Baldrige National Quality Award. Our TMS has been custom tailored; it is not “one size fits all.” Our TMS is a key
component of our performance excellence strategy, and includes our Mission, Vision, and Values, business goals, the voice of our customers
(BtoB & BtoC, employees, shareholders), mindful of our organization’s progress & challenges, the regions in which we compete, the competition
(internal and external), industry best practices, and our organization’s history, culture, & leadership.
We celebrate our history and progress to date, we’ll identify our goals, resources, and metrics, and put in place what’s missing, needed,
& affordable (with a return on investment mindset). Focus on what’s “good” that should be “great,” & continue the journey to a sustainable
culture of continuous learning, and performance excellence as the “Provider of Choice” & “Employer of Choice.”
Our TMS Framework Supports Category 5, and has six tactical pillars: (1) Plan, (2) Attract, (3) Develop, (4) Perform, (5) Retain, and (6)
Optimize. Additional business functions include: (1) Validating Mission, Vision, and Values, (2) Strategic & Tactical Planning Options – e.g.,
Balanced Scorecard, (3) Budget Planning Model, (4) Enterprise Risk Management Framework (COSO), (5) Mergers, Acquisitions, Integration,
and Divestitures Framework (M&A), (6) Confirming our Performance Excellence Strategy – e.g. Baldrige, (7) Patient Service Framework, and an
(8) Execution Framework.
Talent Management System (TMS) A 2020 Model – Executive Summary

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http://brandonhall.com/services.php
http://brandonhall.com/services-plan.php http://brandonhall.com/services-assess.php

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http://brandonhall.com/services-develop.php http://brandonhall.com/services-perform.php

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http://brandonhall.com/services-retain.php http://brandonhall.com/services-optimize.php

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Talent Management System (TMS)
© 2017 Bersin by Deloitte
TMS Components – a 2020 Model for Integrated Talent Management

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TMS Components – a 2020 Model for Integrated Talent Management (Continued)

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TMS Components – a 2020 Model for Integrated Talent Management Emphasizing Nine
Talent Management Imperatives

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TMS Components – a 2020 Model for Integrated Talent Management Emphasizing
Human Capital Metrics

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Talent Acquisition

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Continuous Improvement in Talent Management

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© 2014 Brandon Hall Group Group
Continuous Improvement in Talent Management

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Learning Strategy & Business Planning

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Learning Strategy & Business Planning

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© 2017 Deloitte
Learning

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ELearning

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Leadership Development

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Performance Management

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© 2017 Brandon Hall
TMS Components – 2020 Trends

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Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human
Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just
“Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat

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1. TMS Components – 2020 Trends

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The Symphonic C-Suite: Teams Leading Teams
The Workforce Ecosystem: Managing Beyond the Enterprise

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New Rewards: Personalized, Agile, and Holistic From Careers to Experiences: New Pathways

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The Longevity Dividend: Work in an Era of 100-Year Lives
Citizenship and Social Impact: Society Holds a Mirror

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Well-Being: A Strategy & a Responsibility
AI, Robotics, and Automation: Put Humans In the Loop

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Hyper-Connected Workplace: Will Productivity Reign?
People Data: How Far is Too Far?

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Solutions:

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Solutions:
 Break functional groups into teams—teams focused on product releases, customers, markets, or geographies.
 Teams should be smaller, flatter, and more empowered—and leaders should focus on hands-on leadership, not leadership from behind a desk.
 Redesign of your organization does not mean doing a spans and layers analysis; it means looking at the way work gets done, studying the
organizational networks you have (using organizational network analysis), and then designing work to support cross-functional success. In
most cases, it means making teams smaller, creating more open office spaces, creating new cross-team roles, and often changing functional
leadership.
 Formally create small team structures (Jeff Bezos famously stated: “… if the team needs more than two pizzas for lunch, it’s too big.”)
 Radically reduce the number of job levels to incent people to strive for results and learning, not just promotions, moving job to job.
 Change reward systems to reward team success, not just individual success.
 Redesign goal management, so that goals can be updated quarterly, not annually, and goals are transparent and shared publicly.
 Promote young professionals into leadership early, so they can rapidly contribute to team success.
 Teach managers to manage “projects” not “people” (WL Gore).
 Provide “career coaches” and “sponsors” instead of “managers” to help people to grow.
 Create always-on learning, and a culture of exploration and discussion to enable continuous invention.
 Sponsor hackathons and other collaborative development programs to let people at all levels contribute.
 Implement information systems that deliver real-time dashboards and reports, so that all teams can operate with the same insights and
perspectives
Read: Team of Teams, The Silo Effect, and Reinventing Organizations, describe how organizations will be structured in the future.

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Solutions:

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Solutions:

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Solutions:

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Solutions:
Embrace the speed of change: Understand how strategy, connectedness, customers, and talent pools are all changing as part of the digital
transformation.
Make talent mobility a core value: Require executives to move from function to function so that they understand the new, more agile career
model. Build in processes to support team fluidity so that team members can quickly return to their home base or move to a different team once a
project is done.
Form an organizational performance group: Ask the group to interview, analyze, and study how high-performing teams, projects, and
programs actually work.
Examine new communication tools: Consider technologies like Workplace, Slack, Basecamp, Asana, Trello, Workboard and implement what
makes sense (cents).
Adopt continuous, feedback-based performance management system: Regular feedback empowers people to reset goals continuously, change
projects, and feel rewarded for their “work,” not just their “job.” Employee survey tools give managers immediate input on their own
performance, boosting transparency.
Cognitive transformation: Leaders need to think differently
Behavioral transformation: Leaders need to act differently
Emotional transformation: Leaders need to react differently
Rethink the organization’s leadership model: The new model should include the concepts of innovation, growth, inclusion, teamwork, and
collaboration.
Identify the likely digital leaders in the organization: Determine who can be the investors, pioneers, and transformers. Then train them to
understand these opportunities.
Ensure accountability: Identify the person or group responsible to the C-suite and board for building leaders as part of the business strategy.
Promote younger people into leadership much faster: Give them the opportunity to learn on the job and the flexibility to lead teams and projects
with support from senior leaders. Use them as reverse mentors to help senior executives learn about technology, work practices, and the culture
of younger employees.
Foster risk-taking and experimentation through leadership strategy: Leadership programs must be interdisciplinary and focus on new product
and service innovations, encouraging risk-taking and experimentation as people develop new skills.
Move beyond traditional leadership training: Instead, focus on leadership strategy, with an emphasis on culture, empowerment, risk-taking,
knowledge sharing, exposure, matrix management, and building talent as guides. Bring in external leaders and rethink your leadership vendors;
many are steeped in old models and traditional leadership thinking.

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Solutions:

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Solutions:
 Your culture is now transparent. Thanks to websites like Glassdoor, LinkedIn, Twitter, and Facebook, employees are regularly
talking about your company’s culture in a public way. When customers or employees are upset, people find out about it. So your
culture has become an integral part of your brand which, in turn, impacts your ability to hire, the type of people who come to work
for you, and the brand you convey to customers.
 Culture brings teams together. As your company operates more and more like a network of teams (regardless of what your
organizational chart looks like), culture is what brings it all together. If you look at the published best places to work and highest-
performing companies on the S&P 500, you commonly find companies with a strong, well branded culture. Quicken Loans, for
example, ranked as one of the best places to work and a company that is continuously disrupting the mortgage loan market, has an
entire book designed for culture, called the. This cartoon book is filled with examples, stories, and customer behaviors that the
company considers its sacrosanct culture.
 Culture creates innovation. When a company has a clearly defined culture (whatever that may be), it offers employees a sense of
security and freedom— they know what to expect. Today’s organizations cannot succeed in silos—so people who “fit the culture”
and feel comfortable communicating throughout the company also tend to be most effective as individuals. Such a transparent and
open environment can only happen when people feel authentic, included, and respected. All of these qualities come from a strong,
reinforced, and well-documented culture. Even if your culture is one of “up or out” and “make your numbers or die,”
communicating it clearly should bring clarity and freedom to people—and help your managers understand their roles in pushing
forward the organization.
 Read: ISM’s of Quicken Loans.

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Solutions:
 Employee engagement, which is an individual employee’s reaction to your work culture, is more of a challenge than ever. Hundreds
of studies have shown that highly engaged employees are more productive, deliver better customer service, are more innovative, and
are more likely to stay at your organization. In today’s dynamic, always-on world of work, how do we keep engagement high?
 Adopt “always-on” listening tools to monitor engagement.
 Pulse surveys.
 Exit interviews.
 Stay interviews.
 Open anonymous networking tools.
 Build a “feedback-rich culture.”
 Adapt management practices to the demands of the modern, multigenerational workforce
 Leaders are sharing feedback after every major company change and they are conducting open meetings to encourage people to
speak up.

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Solutions:

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Solutions:
 Elevate the employee experience and make it a priority: Recognize that the integrated employee experience is as valuable and can
have as much (or more) of an impact as the customer experience strategy. Articulate a differentiated employee experience, and
ensure it coordinates all aspects of the work, workplace, and workforce experience. Include the concepts of wellness and well-being
in your strategy.
 Designate a senior leader or team to own it: Assign a senior leader for employee experience and orchestrate the functions of
engagement, learning, career development, organizational design, analytics, and culture into a coordinated team so that HR can
focus on the entire employee experience. Programs such as leadership development, performance management, workplace design,
and rewards now fall into the domain of the integrated employee experience.
 Embrace design thinking: Study, listen to, and learn what employees are doing every day and discover new ways to simplify work
and improve productivity, performance, and engagement. Develop employee personas and use them to develop journey maps.
 Look outside: Use information from Glassdoor, LinkedIn, and others to spot areas of opportunity and weakness. Visit peer
companies and look for fresh ideas about how to redesign the employee experience. Investments in benchmarking generally pay for
themselves many times over in productivity and a reduction in turnover.
 Enlist C-suite and team leader support: The involvement of senior executives and team leaders is critical, as daily management and
engagement impact the overall employment brand. Senior leaders can be accountable for the employee experience through goals,
rewards, and other performance programs.
 Consider the impact of geography: Even though the trend is global, successful approaches will vary by geography. International
companies should understand cultural differences in how employees perceive the work experience. Cultures that are more collective
or group-focused require different engagement programs than those that are more individual-focused.
 Measure it: Move beyond annual or biannual engagement surveys to regular pulse surveys and open feedback systems. Use
candidate interviews, stay interviews, ongoing performance conversations, and exit interviews as ways to build a complete, real-time
understanding of the issues your employees face. Consider instituting an employee net promoter score, which yields one number on
the value of the employee experience that can be regularly measured and tracked.

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Solutions:

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Solutions:
 Driven by the need to understand and improve engagement, and the continuous need to measure and improve employee
productivity, real time feedback and analytics will explode.
 For 2020, I think it is critical for companies to build a strategy to automate and instrument your entire range of employee
experiences—and develop what I like to think of as a “feedback architecture.”

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Solutions:
 Invest at a senior level in people analytics: The function should provide global support, not just technical analysis, and requires
CHRO and senior executive support, technical resources from IT, and a strong business-focused leader.
 Establish clear leadership: A single team and leader should own the initial stages of an analytics effort, even if that capability
eventually becomes decentralized.
 Prioritize clean and reliable data across HR and the organization: Analyses are only as good as the data fed into tools and software.
Working with consistent, timely, and accurate data is foundational to all analytics practices. Take concrete steps to ensure that data
quality is a part of every analytics discussion. Educate HR’s stakeholders and implement data governance programs to clean and
maintain data accuracy and consistency across HR and operational data stores.
 Understand that analytics is multidisciplinary: Bring together a multidisciplinary group from across the organization, not just PhDs
and statisticians. Technical analysis is only a small part of the function. Data function, data quality, business knowledge, data
visualization, and consulting skills are all critical to success.
 Increase analytics fluency throughout the organization: Regardless of whether the analytics customers do the analysis themselves or
have specialists supporting them, training for both HR and other business functions will be critical to operating at scale. Identify a
curriculum or other partner to help with education, implementation of standard tools, and standardization of reports and
dashboards.
 Develop a two- to three-year roadmap for investment in analytics programs: This investment is aimed at building a new business
function for the company, not just a technical team within HR.
 Focus on actions, not just findings: To provide value, the analytics team must translate information into solutions, and stakeholders
must take action.
 Integrate HR, organizational, and external data: Advanced people analytics programs increasingly rely on the intersection of data
from HR, operations, and external sources. Organizations require a data strategy that encourages the integration and use of
structured and unstructured data from internal and external sources.

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Solutions:

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Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing
Will Become a Critical Part of HR, Talent, and Leadership Solutions.
Solutions:
 Today, driven by the power of innovation, dozens of new companies are trying to reinvent the performance management tools
market. These companies are not just creating things from scratch—they are responding to a huge gap in the market.
 Over the last 15 years, companies have shifted from a very top-down, process-driven approach to employee performance
management (and annual appraisals) to a much more agile, continuous, feedback based approach. Much of this is driven by the need
to engage and empower young demanding employees, but much is also driven by a shift in management thinking.
 All of these changes, plus a trend away from forced rankings and numeric ratings, have essentially created a whole new market for
performance management systems. This revolution is still in its early phases, with most companies implementing things like regular
check-ins, OKR (objectives and key results) or agile goal practices, continuous coaching, and even models in which employees have
one “sponsor” and another “project manager.”
 As Figure 9 illustrates, we are in a new world of management. Employees want to be “empowered” and “inspired,” not told what to
do. They want to provide feedback to their managers, not wait for a year to receive feedback from their managers. They want to
discuss their goals on a regular basis, share them with others, and track progress from peers.

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Solutions:
 Identify a strategy and philosophy for PM: What is the organization trying to achieve through a new PM system? How can it best be
aligned with business strategy? What approach will develop leaders most effectively? Instead of cascaded goals that lock employees
into a set of activities, consider a more flexible, agile, transparent approach to goal setting.
 Look to peers: Identify companies in the industry or region that are leading the PM revolution and that face comparable challenges,
dynamics, and opportunities.
 See what is working: Among peers that are experimenting with PM, identify the design elements, tools, and processes that are most
effective for them. Internally, study high-performing individuals, teams, and leaders to find ways to incorporate their practices
throughout the rest of the organization.
 Tailor PM to strategic and organizational needs: The core principles of check-ins, agile goal setting, and frequent feedback are
becoming common around the world. But some companies still want formal reviews, numeric ratings, and development plans.
Organizational culture takes years to change, so companies should adopt new practices at a speed that works for the business.
 Upskill managers in coaching skills: Continuous feedback for employees is a critical feature of the new PM paradigm, yet managers
often need help learning how to be full-time coaches rather than part-time evaluators. Companies adopting a new PM approach
should focus heavily on leadership development, building new “muscles” in managers, and creating discipline around feedback,
coaching, and collaboration.
 Put it all together: Determine how changes to PM will inform the organization’s rewards, promotion, and succession processes.
Approach this from the employee experience perspective.

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Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Solutions:
Assess Culture Fit, Leadership Skills, and Technical Skills through interviewing, “in-basket” exercises, panel interviews, structured
interviews
Leverage new technologies: The world of recruiting is becoming a digital experience— perhaps leading the pack among the rest of HR
processes—as candidates come to expect convenience and mobile experiences. Explore the value of cognitive tools, video, and gaming,
especially when they build on social networks and the cloud.
 Build a digital employment brand: Everything an organization does in the digital and socially networked world affects candidates’
decision to work there. Be sure to monitor and align messaging across sites and experiences.
Create a compelling candidate experience: Put yourself into the candidates’ shoes: What is unique about your organization that can
add richness to the candidate experience? What qualities both set your company apart and make it more attractive to candidates?
Broaden and expand sourcing channels: Open up talent pipelines to nontraditional sources. Think about how best to source and
recruit for the many types of talent needed, both on and off the balance sheet, including full- and part-time employees, freelancers, gig
workers, and crowds.
Integrate sourcing: Talent acquisition sourcing should be connected across HR, business, procurement, IT, and other functions. Move
beyond silos toward coordinated talent sourcing channels.

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Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Solutions:

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Solutions:
 HR organizations now have to learn how to “be digital,” not just “buy digital products.” Just as many digital disruptors have toppled
businesses in travel, retail, and other industries, we should essentially “topple” our HR thinking with the adoption of digital
solutions.
 Digital solutions in HR (and learning) mean several things:
 Hackathons and MVP (minimal viable products) work to get new apps and programs out the door quickly, with iterative
improvement over time. Add new apps and solutions much more quickly.
 Adoption of digital tools and design. We need to become very good at building digital apps, creating well-designed user
experiences, and using the tips and techniques of gamification, behavioral economics (nudges), and analytics in HR.
 Increasing transparency. Rather than fight or hide things from employees, we have to think “what if we share this and let people
comment and rate things” instead.
 Standardizing platforms. In many ways, HR itself is a “platform”—we provide services, tools, information, and data to managers
and employees all day. We have to think about ourselves as a team of centers of excellence (or a network of excellence) built on
one standard HR Platform, with real-time data for all.
 Bringing heterogeneous platform experiences together. No matter how hard you try, it is nearly impossible to standardize on one
technology vendor for all of your HR services. The idea of an HR portal has been around for decades, but today with mobile
needs and dynamic workers, we need a better solution. An effective option is to build an integrated employee experience
platform, one built on apps and an integrated backend.
 Moving HR teams around. Just as a business would provide job rotation, experiential learning, and exposure to new leaders, we
should do the same in HR. Digital business means always being able to “pivot”—move people into new jobs—and that often
means into and out of HR. HR business partners should have business rotations and business leaders should rotate into HR as
well.
 Data-driven everything. Analytics is no longer a “good idea” for HR—it is now mandatory. Effective digital HR means you have
good data; you have an analytics team; your systems are integrated and cleaned up; and you can find accurate information
quickly. Without this data “platform,” you will likely fall behind the rest of the business and decisions may be made too slowly.

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Solutions:
 Redefine your mission: HR today must define its role as the team that helps management and employees rapidly transform and
adapt to the digital way of thinking. Familiarize yourself with networked organization structures, organizational network analysis,
and digital leadership models.
 Upgrade core technology: Replace legacy systems with an integrated cloud platform for a sound digital infrastructure. Upgrade old
tools for learning, recruiting, and performance management, and bring in systems that are easy for employees to use.
 Develop a multiyear HR technology strategy: In today’s rapidly changing HR technology world, it’s important to build a multiyear
strategy that includes cloud enterprise resource planning (ERP) platforms, apps, analytics, and a range of tools for AI, case
management, and other solutions.
 Build a digital HR team: Dedicate teams to explore new vendor solutions and build others, and consider AI solutions to improve
service delivery, recruiting, and learning. Companies such as RBC and Deutsche Telekom now have digital design teams in HR that
work with IT to design, prototype, and roll out digital apps.
 Organize HR into networks of expertise with strong business partners: Rethink your HR organization model to focus efforts on the
employee experience, analytics, culture, and the new world of learning. Make sure these teams communicate well: High-performing
HR teams share leading practices and know what the other teams are doing.
 Make innovation a core strategy within HR: Push yourself to reinvent and innovate in every people practice. Many organizations
are now using new performance management practices built around design sessions and hackathons. Investigate new innovations in
recruiting, including using data to find people who resemble high performers in the company.
 Rotate younger people into the HR profession: Regularly rotate people from the business into and out of HR, use innovation teams to
reverse-mentor senior leaders, and recruit new MBAs to bring people with analytics skills into the profession.
 Benchmark: Visit other companies to see what they are doing. HR teams can bring in outside speakers, join research membership
programs, and continually look for new ideas to foster innovation. Today’s leading practices come from innovative ideas developed
around an organization’s culture and business needs, not a book.

70
Solutions:

71
Solutions:
HR organizations now have to learn how to “be digital,” not just “buy digital products.” Just as many digital disruptors have toppled
businesses in travel, retail, and other industries, we should essentially “topple” our HR thinking with the adoption of digital solutions.
 Millennials are now leaders (more than 50 percent of them have four or more direct reports) and our new research shows that they
do not aspire to “mimic” the styles of older senior leaders. So they are essentially reinventing the role.
 Many large companies continue to lag in their investments in new leaders. Most Millennials believe that they are not getting the
development they need and only 15 percent of companies believe they have a strong Millennial-focused leadership program.
 Our newest research on high-impact leadership shows that formal training tends to be the least valuable way to build leaders—a
focus on culture, exposure, organizational context, and continuous feedback and coaching is needed. Fewer than 10 percent of
companies have reached Level 4 in our new Leadership Maturity Model, so we have a lot of work to do. (This really makes a
difference—companies that adopt a “systemic leadership” approach—Level 4 Maturity—are generating 37 percent higher revenue
per employee and are 9 percent more profitable.)
 “Digital leadership,” which represents the way we manage companies in the new digital era, is different. Our research shows that
highly effective companies today focus on agility, team-centric performance, rapid talent mobility, continuous learning, and pushing
to deliver products faster in a more iterative way. The older models of leadership in which leaders were expected to set strategy and
lock down goals are simply not keeping up. So many of the traditional leadership models are being reinvented

72
Solutions:

73
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority.
Solutions:
 The topic of diversity has been on the HR agenda for decades. Once considered a compliance program, it has now become a business
strategy. In fact, CEOs and company brands are now impacted by an organization’s gender and racial diversity; the topic of
unconscious bias has become front of mind; and companies like Google and Facebook are now sharing their internal tools to help
others to deal with the issue. Airbnb posted a manifesto44 on the topic, focusing on hosts as well as their internal operations.
 In the U.S., more than 55 percent of college graduates are now women, so the issues of gender pay parity, and women in engineering
and leadership are top of mind. All of our research has now proven that diverse teams, an inclusive environment, and gender
equality in pay and leadership actually lead to higher-performing companies.
 New software from Success Factors now detects bias in job descriptions, interview forms, and other employment-related programs.
AI software from HireVue can now detect the age and race of all job candidates from video interviews, and then point out hiring and
staffing bias among different managers or teams. Deloitte Australia is now piloting a tool to detect unconscious bias in behavior and
other programs, and has now published ways to “nudge” people to be less biased in their people decisions.
 In 2017, HR organizations need to put this topic high on the agenda—and make sure that your organization is capturing the right
information, sharing it formally, and developing a holistic inclusion and diversity program which touches all of your talent practices.
 Interestingly, if you look at the financial performance of these “highly inclusive” companies, it stands out clearly. Our research
shows that most “highly inclusive organizations”:
 Generate 2.3 times more cashflow per employee
 Generate 1.4 times more revenue
 Rate themselves 170 percent better at innovation
 180 percent better in their ability to adapt to change
 120 percent more capable of meeting financial targets
 So the bottom line is pretty simple—building an end-to-end inclusion focus (including sourcing, hiring, assessment, development,
leadership selection, compensation, and career progression) is just good business.

74
Solutions:
 Ensure that top leadership understands the importance of diversity: Share research on the value of inclusion to build consensus at
the organization’s highest levels. Then hold top leaders accountable through metrics and transparent reports on diversity in
promotion, hiring, and compensation.
 Use technology and data to identify problems and measure progress: Analytics can now help in identifying patterns of gender and
racial bias, disparities in compensation and rewards, and bias in hiring and promotion. Tools to anonymize resumes and help
training managers remove bias should become part of the diversity effort.
 Move beyond HR: Consider diversity and inclusion as part of the corporate infrastructure, just like compliance, IT, and security; it
must be practiced by everyone and owned by all line leaders. Diversity and inclusion is a business responsibility, not an HR
responsibility.
 Consider global differences: Geographic diversity is increasingly important as more organizations become global. The specific
challenges for diversity and inclusion will likely vary widely from region to region, and employees’ interests and concerns in
different regions will likely differ as well.

75
Solutions:

76
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time.
Solutions:
 Today, we see learning produced by thousands of expert-authored video with increasing levels of entertainment, interactivity, and
assessment (e.g., Coursera, EdX, NovoEd, Udacity, Udemy, lynda.com, Skillsoft, Grovo…)
 Workday Learning, Oracle’s video learning platform, SAP Jam, SumTotal’s new platform, Saba, Cornerstone OnDemand, and fast-
growing companies like Grovo and now LinkedIn Learning (a whole new platform which integrates LinkedIn with all the lynda.com
content) are coming to market. Innovative companies like Degreed, Pathgather, and Edcast are now building “learning experience”
systems that sit in front of the LMS, making the entire experience far more integrated and compelling.
 Evaluate internal mobility: Study existing patterns of career mobility and begin more aggressive programs, including developmental and
rotational assignments and professional development programs.
 Review job architecture: Be sure it is as nimble and streamlined as possible to support the new career models of the future.
 Build a culture of hiring from within: Hold managers accountable for training and supporting internal candidates in new roles.
 Track learning metrics: Track activity leading to outcomes.
 Refocus Learning: Move away from training toward curation, culture, and bringing people together.
 Rethink Learning Infrastructure: For many companies, this will mean moving away from LMS toward a learning-centric model.
 Rethink the Corporate University: Invest in a place to bring people together for cross-functional and interdisciplinary programs in
addition to great learning.
 Manage the employment brand: Tools such as Glassdoor & Womply keep metrics on whether a company provides opportunities for
career growth. Potential candidates can evaluate these ratings and may avoid organizations that do not consistently offer opportunities.

77
Solutions:

78
Solutions:

79
Trend 10: The Future of Work Is Here and HR Is in the Hot Seat.
Solutions:

80
Solutions:
 Consider how the core work actually gets done: Challenge the organization to rethink not only what work needs to be done, but to
consider the range of talent segments and technologies that can be used, in combination, to best complete that work.
 Identify all human workforce segments: This includes those both inside and outside the company, different models of contractors,
the crowd, and competitions. Talent platforms are growing rapidly in scale; understanding how they can augment full-time
workforces is a key capability for managers in both HR and business.
 Examine all types of nonhuman workforces: This includes the entire array of robotics, cognitive, and AI technologies to augment
human workers, leveraging the power of machines to accomplish an increased number of tasks. Partnering with the business, HR
can help lead the redesign of work arising from rapid changes in robotics and AI.
 Redesign multiyear strategic and annual operational workforce planning: Consider separating multiyear strategic work, workforce,
and workplace planning—which combs new talent segments and technologies to develop specific future scenarios for the
workforce—from annual operational workforce planning.
 Collaborate across functions to plan and implement new work and workforce solutions: Ensure that the new scope of the
augmented workforce aligns with business strategy and involves full participation of business, HR, and other corporate functions.
This will likely require experimenting with new ways of working and coordinating across organizational silos.
 Invest in critical human skills for the future workforce: Problem solving, creativity, project management, listening, and moral and
ethical decision making are all essentially human skills that every organization needs—now and in the future. When planning the
future of the workforce, consider these long-term human skill needs.
 Plan and manage the workforce transformation: Given the scope and scale of coming changes to work, workforces, and workplaces,
it is critical to have an enterprise “future of work” or “augmented workforce” roadmap combining business, HR, IT, procurement,
and finance. This plan should include an actionable view of talent, training, communication, leadership, culture, and organizational
impacts.

81
Solutions:
 The real “future of work” issue is all about making jobs “more human”—redesigning jobs, redesigning work, and redesigning
organizations so that the “people side” of work has even more importance and focus than ever.

83
Item # Who
What - Objective (Qualitative goal to be
achieved over the next 36 months)
How (S.M.A.R.T. Tactics), and "How Success is
Measured" (Quantitative)
When
How Much
($)
I.
Senior
Leadership
Team
Customer – Become The "Provider of
Choice" in the markets we serve.
See Approved Execution Framework: (A) 2018-
2020 ; (B) 2019; (C) 120 Days (Tab 1).
2018 -
2020
TBD
II.
Senior
Leadership
Team
Employee – Utilizing Best-in-Class Talent
Management Practices, Become The
"Employer of Choice," and a "Great Place
to Work" in the markets we serve.
2020 ; (B) 2019; (C) 120 Days (Tab 1).
2018 -
2020
TBD
III.
Senior
Leadership
Team
Shareholder – Earn Sufficient Net
Operating Income (NOI) & maintain
sufficient liquidity to fund daily
operations & short-term deliverables.
Long-term deliverables may require
external capital investment(s).
2020 ; (B) 2019; (C) 120 Days (Tab 1).
2018 -
2020
TBD
IV.
Senior
Leadership
Team
Process, Program, Technology, Training –
Leverage process, programming,
technology, and training to ensure
efficient, sustainable outcomes, that
continuously improve over time.
2020; (B) 2019; (C) 120 Days (Tab 1).
2018 -
2020
TBD
Execution Framework (e.g., Balanced Scorecard)

84
Item # Who
What - Objective (Qualitative goal to
be achieved over the next 36 months)
How (S.M.A.R.T. Tactics),
and "How Success is
When
(2018)
When
(2019)
When
(2020)
How
Much ($)
1
Team
Leader,
Team
Company’s Existing Strategic &
Tactical Goal #1
2
Team
Leader,
Team
Tactical Goal #2
3
Team
Leader,
Team
Tactical Goal #3
4
Team
Leader,
Team
Tactical Goal #4
5
Team
Leader,
Team
Tactical Goal #5
6
Team
Leader,
Team
Tactical Goal #6
7
Team
Leader,
Team
Tactical Goal #7

85
Item # Who
and "How Success is
When
(2018)
When
(2019)
When
(2020)
How
Much ($)
8
Team
Leader,
Team
Mission, Vision, and Values
Validated
9
Team
Leader,
Team
Strategic Planning & Execution
Framework Selected, and Deployed
10
Team
Leader,
Team
Budget Planning Model Selected &
Deployed
11
Team
Leader,
Team
Enterprise Risk Management (ERM)
Framework Selected, Assessment
Undertaken, Action Steps
Undertaken
12
Team
Leader,
Team
Mergers, Acquisitions, Integration,
and Divestiture Framework Selected
& Deployed
13
Team
Leader,
Team
Performance Excellence Strategy
Selected & Deployed
14
Team
Leader,
Team
Patient Excellence Strategy Selected &
Deployed

86
Item # Who
and "How Success is
When
(2018)
When
(2019)
When
(2020)
How
Much ($)
15
Team
Leader,
Team
Programs, Processes, and Training
Designed, Deployed, and
Continuously Improved In Support
of:
16
Team
Leader,
Team
Employment Brand & Organizational
Communication(s) Framework
17
Team
Leader,
Team
Talent Management / Workforce
Planning Framework
18
Team
Leader,
Team
Recruiting
19
Team
Leader,
Team
Onboarding
20
Team
Leader,
Team
Strategic Plan / Goal Alignment
21
Team
Leader,
Team
Performance Management

87
Item # Who
and "How Success is
When
(2018)
When
(2019)
When
(2020)
How
Much ($)
38
Team
Leader,
Team
Learning Management System (LMS)
– Training
39
Team
Leader,
Team
- 360° Assessments
40
Team
Leader,
Team
- Executive Coaching
41
Team
Leader,
Team
- Leadership Development
42
Team
Leader,
Team
- Professional Development
43
Team
Leader,
Team
- Training
44
Team
Leader,
Team
- Career Pathing & Development
45
Team
Leader,
Team
- Team Development

88
Item # Who
and "How Success is
When
(2018)
When
(2019)
When
(2020)
How
Much ($)
46
Team
Leader,
Team
Recognition Programs
47
Team
Leader,
Team
Compensation
48
Team
Leader,
Team
Succession Management
49
Team
Leader,
Team
Diversity / Inclusion
50
Team
Leader,
Team
Employee Engagement
51
Team
Leader,
Team
Competencies
52
Team
Leader,
Team
Retention
53
Team
Leader,
Team
Union Avoidance Program OR Labor
Management Partnership (LMP)

89
Item # Who
and "How Success is
When
(2018)
When
(2019)
When
(2020)
How
Much ($)
54
Team
Leader,
Team
Technology
55
Team
Leader,
Team
Workflow Analysis
56
Team
Leader,
Team
HR Metrics
57
Team
Leader,
Team
HR Compliance
58
Team
Leader,
Team
HR Best-Practices
59
Team
Leader,
Team
Occupational Health & Safety,
Emergency Preparedness
60
Team
Leader,
Team
Tax Credits
61
Team
Leader,
Team
Fun
File Name: “Talent Management System (TMS) a 2020 Model.” 09122018

Talent Management System (TMS) a 2020 Model

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