Talent Management & HR Planning (HRMIS Week 09) PDF

TALENT MANAGEMENT & HR PLANNING HRMIS – Week 09 HRM Information System (TM-352) COURSE OUTLINE Pre-mid 1. The evolution of HRM and HRIS 2. Technology and its impact on HR and business professionals 3. System considerations in the design of an HRIS 4. The SDLC and HRIS needs an...

TALENT MANAGEMENT & HR PLANNING HRMIS – Week 09 HRM Information System (TM-352) COURSE OUTLINE Pre-mid 1. The evolution of HRM and HRIS 2. Technology and its impact on HR and business professionals 3. System considerations in the design of an HRIS 4. The SDLC and HRIS needs analysis 5. System design and acquisition 6. Change management and system implementation 7. Cost justifying HRIS investments 8. HR administration and HRIS COURSE OUTLINE Post-mid 9. Talent Management and HR planning 10. Recruitment and selection in an Internet context 11. Training and Development 12. Rewarding employees 13. HR metrics and workforce analytics 14. HRIS privacy and security 15. HR in the digital world 16. The future of HRIS, International HRM and Social Media INTRODUCTION Talent management (TM) is a new perspective that unifies recruiting, hiring, training, promoting, and retaining talented individuals who can contribute to the overall growth and competitive advantage of a company. TM refers to the process of hiring, socializing, developing, and retaining employees, while at the same time attracting highly skilled individuals from the labor market. TM requires an HRM plan that is a comprehensive program of using and developing the person’s knowledge, skills, and abilities. The outcome of a TM program nested within the human resources management (HRM) function is that individuals can become high performing employees who can contribute to the effectiveness and profitability of the company 4 IMPORTANCE OF TALENT MANAGEMENT Based on polls and surveys conducted for HR professionals The top challenges facing organizations and HR in the next ten years are: Obtaining human capital and optimizing on human capital investments Tactics that would be effective in meeting the HR challenges over the next 10 years: Providing flexibility to balance life and work to meet the challenge of attracting, retaining and rewarding the best people HR computer-based application categories with increased adoption and usage in the near future: Talent management, social media, and workforce optimization (which includes workforce planning and workforce analytics) 5 TALENT MANAGEMENT LIFE CYCLE 1. Estimate the leadership demand for labor, that is, the number of new leaders needed to replace the retiring leaders. 2. Estimate the supply of leaders available in both the labor market and internal to the company. 3. Calculate the difference between the estimated supply and demand for new and potential leaders. 4. Use HR programs to change the difference so that supply and demand are equalized (e.g., hiring new leaders when needed). When the estimated supply and demand become different, the life cycle begins again. 6 IDENTIFYING HIGH PERFORMERS As part of the TM process, the organization will FIVE COMMON ATTRIBUTES need to identify high-performing and high- OF HIGH PERFORMERS potential employees. High-performing employees are 50% to 100% 1. Communication skills more productive than average performers and 2. Drive: Motivation have some core attributes that are relevant for 3. Ability and willingness to all positions, such as honesty and integrity. listen to the ideas of others Additionally, there are some common attributes 4. Problem-solving skills for high performers: 5. Imagination 7 TALENT DIVERSITY Organizations also need to consider the diversity of the talent pool because the global environment is dynamic and fast moving Benefits of diversity: An employee base that mirrors the customer base can enhance customer service and performance. Can enhance innovation, problem solving, creativity, flexibility, employee engagement, business growth, and earnings Challenges Can increase conflict, and it can contribute to decreased social integration in teams 8 TM AND CORPORATE STRATEGY TM cannot be understood or implemented effectively without a strong understanding of an organization’s strategic direction. Corporate strategy answers the question of what businesses an organization should pursue so that they can maximize their long-term profitability. An organization’s TM strategy, in turn, should align with this corporate strategy to ensure that the employees have the right skills and tools to maximize the chances of the corporate strategy succeeding. 9 TECHNOLOGY AND TALENT MANAGEMENT Technology can support the implementation & management of TM programs in several ways Organizations can use an HRIS to track (1) the number of talented individuals hired, (2) the training of these individuals, (3) their job performance, and (4) their retention. These data can then be used to assess and illustrate the effectiveness of the individual components of a TM program as well as its overall success. An HRIS can provide information on current employee skills, succession relationships, and leadership readiness An HRIS can assist in the implementation of these talent programs and can track adoption and participation by employees at all levels of the organization. 10 THE FUTURE OF TALENT MANAGEMENT SOFTWARE Social networking Organizations are increasingly developing a social media strategy to support TM A major reason for the growth in the use of SNS tools is that prospective job candidates are increasingly using them in their job searches Social media tools are always evolving, and organizations will regularly need to assess the value of using newer tools Workforce analytics The major goal of analytics for TM is to model the Knowledge, Skills and Abilities of successful and unsuccessful employees. Organizations can integrate internal and external data and analyze them to determine what helps prepare employees for success. Data about performance objectives can be compared with actual business results. 11  HUMAN RESOURCE PLANNING 1 2 HUMAN RESOURCE PLANNING An important part of the TM process is human resource planning (HRP) It focuses on ensuring that the best available people are working in the proper jobs at the appropriate time, so that organizational performance is maximized Fulfilling this goal means that an organization accurately forecasts the number of employees it will need in the future With accurate estimates, the company can begin recruiting new employees as well as training current ones To make these forecasts accurate, it is crucial that organizations can identify the knowledge, skills, and abilities (KSAs) required in the forecasted jobs. Job analysis provides this information by producing job descriptions. 13 HRP Four major stages of Human Resource Planning 1. Analysis and investigation External labor market, Internal labor market, Organizational assessment, Corporate strategy 2. Forecasting Predict future people needs: Demand and supply estimates 3. Planning and resourcing Tactical and operation plans 4. Implementation and control Implementation of the planned HRM programs, evaluation of these programs, 14 JOB ANALYSIS Job analysis is the process of systematically obtaining information about jobs by determining the duties, tasks, or activities of jobs, from which KSAs can be estimated. Job descriptions define the working contract between the employee and the organization. Phases: Identify the types of job information needed Identify the sources of information about the job Determine the appropriate methods of collecting the job data Consider using one or more of the standardized techniques for conducting job analysis to enhance the final job description 15  REFERENCES Human Resource Information Systems 5th Edition, Chapter 8 1 6