chap 8
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Chapter8withNotes.pptxChapter 8: Talent Management and HR Planning
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Introduction
Talent manager.
The field of talent management (TM).
Outcomes of a TM program.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 1: Understand what talent management is and how it fits within human resources planning (HRP) and corporate strategy.
Talent manager:
The title, “headhunters,” is no longer appropriate.
Recruiters identify themselves as either a talent acquisition specialist or a talent manager.
The field of talent management (TM):
Unifies recruiting, hiring, training, promoting, and retaining talented individuals who can contribute to the overall growth and competitive advantage of a company.
The concept of TM has transformed the traditional approach of hiring individuals, with good experience and appropriate educational credentials, to one that requires an human resource management (HRM) plan.
An HRM plan is a comprehensive program of using and developing the person’s knowledge, skills, and abilities (KSAs) over time.
Outcomes of a TM program:
Employees become high-performing.
They can contribute to the effectiveness and profitability of the company.
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Talent Management (1 of 7)
General and Lockwood’s definitions.
Based on all job levels.
Different processes.
Society for Human Resource Management survey.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 1: Understand what talent management is and how it fits within human resources planning (HRP) and corporate strategy.
General and Lockwood’s definitions:
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.
Lockwood (2006) defines TM as “the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs” (p. 17).
Based on all job levels: TM can be used on all job levels in a company, from unskilled workers to CEOs.
Different processes: The actual processes for identifying recruits would be different as organizations have realized the importance of obtaining, developing, an optimizing talent to maximize the probability of success.
Society for Human Resource Management (SHRM) survey: 47% of the respondents in the survey believe that in the next ten years, identifying and optimizing talent was the top business investment challenge.
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Talent Management (2 of 7)
The TM Life Cycle
Reasons for lack of leadership.
TM life cycle.
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Satisfies Learning Objective 2: Discuss the talent management life cycle.
Reasons for lack of leadership:
Lack of experience or training.
Expanding too quickly into new markets or geographies.
The changing needs of the employees.
The ongoing retirement of the “baby boomers.”
TM life cycle:
The first step is estimating the demand for labor, whereby the organization must identify high performing, and high potential employees.
Secondly, the organization must estimate the supply of leaders available in both the labor market and internal to the company, whereby the difference between the estimated supply and demand for new and potential leaders can be calculated.
Finally, the organization must use HR programs to change the difference so that supply and demand are equalized.
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Talent Management (3 of 7)
Identifying “High Performers”
Challenging to identify.
Core attributes.
Communication skills.
Drive.
Ability and willingness to listen.
Problem-solving skills.
Imagination.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 3: Discuss the common attributes of talented individuals.
Challenging to identify:
According to existing research, high-performing employees are 50–100% more productive than “average performers” (McKinsey and Company, 2001).
However, it is difficult to determine the attributes of such performers.
Job performance of past individuals to have succeeded in a position can be used to identify attributes of those individuals.
Discuss the underlying attributes necessary to support high achievers.
Core attributes: Attributes such as honesty and integrity are relevant for all organizations.
Communication Skills: Effective oral and written communication across multiple media, including face-to-face, phone, e-mail, and social media.
Drive: Motivation to succeed in any venture in life.
Ability and willingness to listen to the ideas of others: This helps in establishing good personal and business relationships.
Problem-solving skills: Many tasks in businesses today deal with solving problems.
Imagination: Thinking “outside the box.”
Are some more important than others?
What other attributes do you think are needed?
Let’s go to our Discussion.
Ana? Teamwork?
Cleopatra – example of group project person not doing their part.
Dawana – Policy of group-work and cross training. – Daniel – great feedback!
Daniel – Listen to others before speaking.- seeing everyone’s strengths. “worst thing that can happens is you have to present yourself”.
Ceceila McCray – Very specific example from UM cust. Service. Specific views of coaching, disciplinary action. Productivity and annual reviews.
Brooke Dombrowsky – brings up challenge of technology. And group project example. Ideas on what you can do.
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Talent Management (5 of 7)
Identifying “High Performers”
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| Business leaders who are likely to be future country chief executives A pool of midcareer hires from nonfinancial services disciplines or careers to provide a source of new talent, thinking, and perspectives A pool of 40 MBA recruits from key business schools globally (the plan is to double this pool) A talent pool for high-potential women An international graduate pool of over 250 graduates with high potential recruited for an international assignment as a precursor to a fast-track career under a very rigorous selection route |
FIGURE 8.1 Examples of Talent Pools at Ethical Bank
Satisfies Learning Objective 3: Discuss the common attributes of talented individuals.
Figure 8.1: Examples of Talent Pools at Ethical Bank.
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Talent Management (6 of 7)
Talent Diversity
Recognizing dynamic global environment.
Addressing workforce diversity.
Importance and challenges.
Human Resource Information Systems (HRIS) support.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 4: Discuss how the use of an HRIS supports talent management.
Recognizing dynamic global environment:
Organizations must recognize that the global environment is dynamic and fast moving.
Therefore, any TM initiative should be concerned about what levels of talent will be included in the TM life cycle.
Talent development in all levels of the organization is the most robust approach.
Addressing workforce diversity: It is particularly important to pay attention to women, ethnic minorities, people with disabilities, older workers, part-time workers, and temporary workers.
Importance and challenges:
An employee base that mirrors the customer base can enhance customer service and performance.
Diversity can enhance innovation, problem-solving, creativity, flexibility, employee engagement, business growth, and earnings (McCuiston, Woolridge, & Pierce, 2004; Burrell, 2016).
At the same time, diversity can increase conflict and contribute to decreased social integration in teams (Stahl et al. 2010).
Human Resource Information Systems (HRIS) support:
Provide the data used to identify high potential minority talent.
Assist organizations in developing programs to mentor and train individuals.
AI-integrated HRIS can improve the effectiveness and neutrality of talent decisions by eliminating human biases, although cases exist to show that biases can also enter AI systems.
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Talent Management (7 of 7)
TM and Corporate Strategy
Understanding of corporate strategy.
Alignment of TM and corporate strategies.
Walmart case study.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 4: Discuss how the use of an HRIS supports talent management.
Satisfies Learning Objective 9: Explain the relationship between talent management corporate strategy.
Chapter Question #3:
How does the strategic direction of the organization influence talent management and human resource planning activities?
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.
Understanding of corporate strategy:
This is essential for the effective implementation of TM.
Corporate strategy answers the question of what businesses an organization should pursue so that they can maximize their long-term profitability.
Alignment of TM and corporate strategies: This is required in order to ensure that the employees have the right skills and tools to maximize the chances of the corporate strategy succeeding.
Walmart case study:
Walmart decided to enter China in the mid-1990s.
To support this decision, it took its successful TM practices, including the Walmart Educational Institute, from the United States and implemented them in China (Trunick, 2006).
It also focused on hiring highly educated and qualified managers from the local talent pool.
This is an illustration of how HR must adapt and change their talent programs based on future corporate needs and environmental conditions.
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Technology and Talent Management (1 of 5)
Technological support for TM programs.
Importance of a TM software.
The role of software vendors.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 4: Discuss how the use of an HRIS supports talent management.
Chapter Question #8:
Discuss how you would use information systems (IS) to support succession planning.
An information system would have the KSAs of all employees, their job performance, and their job histories.
By some simple sorting of this information, the sorts could be used to find individuals who have a high potential for promotion.
These individuals could then be trained to move to the next higher position.
Using this information for all employees would constitute an automated succession planning program.
Technological support for TM programs:
HRIS can be used to track the number of talented individuals hired.
HRIS can also track the training of these individuals, their job performance, and their retention.
HRIS can provide information on current employee skills, succession relationships, and leadership readiness.
It can also assist in the implementation of talent programs, tracking adoption, and participation by employees at all levels of the organization.
Importance of a TM software:
It is important to adopt a TM software that supports a chosen TM strategy.
According to the most recent SierraCedar survey (2019), over 85% of all organizations indicated that they have implemented at least one TM software application.
SuccessFactors, the TM software firm founded by Lars Dalgaard in 2001, is a specific example of the growth in the importance of TM software.
The role of software vendors:
Software vendors offer a variety of products for specific TM functions.
They also support tasks such as skills assessment, career development, and employee life cycle management.
Vendors offer industry-specific solutions.
Moreover, TM software is segmented into offerings for small, medium, or large firms based upon their different needs.
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Technology and Talent Management (2 of 5)
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Satisfies Learning Objective 4: Discuss how the use of an HRIS supports talent management.
Figure 8.2: Employee Skill Assessment and Succession Planning With an HRIS.
Source: SuccessFactors, Inc. All Rights Reserved.
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Technology and Talent Management (3 of 5)
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 4: Discuss how the use of an HRIS supports talent management.
Figure 8.3: Talent Management Software Adoption Rates.
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Technology and Talent Management (4 of 5)
The Future of TM Software
Cloud enablement.
Social Networking and TM.
Workforce Analytics and TM.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 5: Explain the role of workforce analytics are used in a talent management program.
Cloud enablement: This is the number one direction for software vendors.
Chapter Question #5:
Discuss the pros and cons of using social networks to recruit top talent.
Social networking using the Web has become popular with recruiters and potential applicants.
These social networks (e.g., Facebook, LinkedIn, and Plaxo) are just media to increase the flow of information for making social connections.
Using social networks to recruit top talent can be effective, but there are some limitations.
Social network demography indicates that social networks are primarily used by a younger audience.
Therefore, recruiters have to be aware of the difficulty of matching potential applicants to the required skills.
Recruiters searching for top talent also must be aware of their own company’s website and ask themselves if it has enough information for applicants to be interested in envisioning working for the company.
What other issues or topics can you think of???
Do you think hiring managers should look at candates’ social media?
Do you think they should make hiring decisions on their social media content?
What potential concerns are there?
Chapter Question #6:
What do we mean by Workforce Analytics?:
How would you use workforce analytics to support talent programs such as recruiting, retention, and employee development?
Using workforce analytics to manage talent can involve asking many questions about an individual person or a group of employees.
The real purpose of analytics for talent management is to use the analytics to model, in terms of skills and abilities of employees who were successful in the company, against a pool of existing employees or new potential hires to determine their possibility of success in the organization.
What are your thoughts on using this Pro or Con? Do you see any potential concerns?
Social Networking and TM:
Organizations are developing a social media strategy to support TM, especially for employee recruitment.
Social networking sites (SNSs) can increase the flow of information for making social connections between candidates and the organization.
Corporate branding is also enhanced through SNSs.
The use of SNS tools has grown as prospective job candidates are increasingly using them in their job searches.
However, organizations need to recognize the evolving nature of social media tools and regularly assess the value of using newer tools.
Workforce Analytics and TM:
Workforce analytics involves asking many questions about an individual employee or a group of employees.
It is seen as the future of TM, organizations are heavily investing in these initiatives.
Employers can also use it to identify the characteristics of successful employees, train managers on hiring tactics, or to funnel resources to most effective recruitment channel.
An integrated HRIS is essential for workforce analytics to be effective.
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Technology and Talent Management (5 of 5)
The Future of Talent Management Software
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 5: Explain the role of workforce analytics are used in a talent management program.
Figure 8.4: Adoption Rates of Social Media for Recruitment.
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Human Resource Planning and HR Planning (1 of 7)
Human resource planning (HRP).
Knowledge, skills, and abilities (KSAs).
Job analysis.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 6: Discuss the steps in the development and use of an HRP.
Human resource planning (HRP): Focuses on ensuring that the best available people are working in the proper jobs at the appropriate time, so that organizational performance is maximized.
Knowledge, skills, and abilities (KSAs): Components required by organizations to make accurate forecasts about the number of employees they will need in the future.
Job analysis: The process of systematically obtaining information about jobs by determining the duties, tasks, or activities of jobs, from which KSAs can be estimated.
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Human Resource Planning and HR Planning (2 of 7)
Human Resource Planning (HRP)
Derivation.
Functions of HRP.
Bramham’s framework.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 6: Discuss the steps in the development and use of an HRP.
Derivation:
Also known as workforce planning in the European Union, HRP is derived from the manpower planning literature of the 1960s.
It focuses on management and control practices with short-term objectives.
Functions of HRP:
HRP helps identify the strategic goals of the company.
It also helps to identify how an HRP program can assist in achieving the effective use of the human capital of the company.
Bramham’s framework:
Analysis and investigation.
Forecasting.
Planning and resourcing.
Implementation and control.
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Human Resource Planning and HR Planning (3 of 7)
Human Resource Planning (HRP)
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Satisfies Learning Objective 6: Discuss the steps in the development and use of an HRP.
Figure 8.5: HR Planning.
Source: Adapted from Bramham (1994).
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Human Resource Planning and HR Planning (4 of 7)
Human Resource Planning (HRP)
Phase 1: Analysis and Investigation.
Phase 2: Forecasting.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 7: Explain the use of HRP in forecasting supply and demand of new employees.
What is the external labor market?
What is the internal labor market?
What do we mean by the “current state of the organization?”
What do we mean by the HR plan aligning with the corporate strategy?
Phase 1: Analysis and Investigation:
This phase involves analysis of four key sources.
The external labor market reflects the market from which an organization derives its employees.
The increasing use of technology in the workplace has revolutionized the geographical base of the external labor force.
The internal labor market reflects the availability of current employees with the requisite KSAs to fill open positions.
This market is affected by, and reflects, the historic movement of employees within the company by job.
An HRIS connected to the broader information systems offers for standardized data collection and reporting on employees.
The third key source is that an organizational assessment focuses on the current state of the organization.
An HRIS can support this analysis by providing trend analysis for the next 1, 5, or 10 years based on previous comparable periods.
Finally, any HR plan should align with corporate strategy.
Organizational and HRIS processes and practices require annual updating to meet HRP needs.
What do we mean by Forecasting?
Phase 2: Forecasting:
Forecasting is concerned with the identification of strategic options and the creation of HR scenarios about labor force demand and supply.
The assumption of clean, accurate, and current HRIS data are fundamental to the success of forecasting.
The goal of demand forecasting is to predict future people needs.
Estimates of supply must also be conducted that consists of identifying candidates from the internal and external labor markets and forecasting availability of potential employees from both.
HRIS can help with this by providing information on demographics, length of service, KSASs, leadership potential, flight risk.
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Human Resource Planning and HR Planning (5 of 7)
Human Resource Planning (HRP)
Phase 3: Planning and Resourcing.
Phase 4: Implementation and Control.
Johnson, Kavanagh, Carlson, Human Resource Information Systems, 5e. © SAGE Publications, 2021.
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Satisfies Learning Objective 7: Explain the use of HRP in forecasting supply and demand of new employees.
Chapter Question 4:
Given the different needs of the HRP process discussed in this chapter, what types of data would you expect the HRIS to contain?
The data warehouse should have the following data:
The forecasted need for employees based on the strategic objective
The knowledge, skills, and abilities (KSA) required in the forecasted jobs
Number of employees needed for growth or decline
Required competencies and behaviors of these employees
Required levels of productivity expected from these employees
Employee annual turnover by job category
The potential availability of new employees by experience and skills in the company’s geographic labor market
The historic movement of employees within the company by job--for example, the number of promotions and lateral transfers of employees between job
Skip below:
Phase 3: Planning and Resourcing:
This phase focuses on the specific development of the tactical and operational plans to support future employee needs across all functional HR areas.
Developing programs that address and eliminate the gap between current employee staffing levels and future needs holds the key in this phase.
Some choices, such as the decision to use technology to support recruiting and training, need to be made during this phase.
Phase 4: Implementation and Control:
This involves the implementation of the planned HRM programs from phase 3.
The HRIS plays an important role in assessing the effectiveness of the HRP in closing the demand-supply gap by providing data regarding the success of the programs.
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Human Resource Planning and HR Planning (6 of 7)
Job Analysis
Development of job descriptions.
Uses of job descriptions.
Importance of job descriptions.
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Satisfies Learning Objective 8: Explain the importance of job analysis and job descriptions.
Chapter Questions #1
Why are job descriptions critical to the effective management of an organization?
What role(s) does job analysis play in an HRP and talent management program?
Development of job descriptions:
Job descriptions define working contract between the employee and the organization.
Job descriptions are developed from job analysis
Uses of job descriptions:
Evidence for any litigation involving unfair discrimination in hiring, promoting, or terminating employees.
Development of all the HRM programs, especially TM in organizations.
Development of compensation structures.
Employee disciplinary programs and union grievances.
Importance of job descriptions:
Job descriptions are often referred to as the “heart” of the HRM system or the “blueprints” that underlie all HR activities.
For this reasons, it is critically important that they be accurate and timely.
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Human Resource Planning and HR Planning (7 of 7)
Job Analysis
Approaches and Techniques to Job Analysis.
HRIS Applications.
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Satisfies Learning Objective 8: Explain the importance of job analysis and job descriptions.
What is a Job Analysis?
Why are they Important?
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.
Effectively managed HR departments capture and store the results of all job analyses and job descriptions within the HRIS to facilitate future changes in jobs required by reorganizations, mergers/acquisitions, technology, and market-driven customer expectations.
Approaches and Techniques to Job Analysis:
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, such as the position analysis questionnaire (PAQ).
Regardless of the approach, the job descriptions need to be accurate and timely.
Chapter Question #2
How can an HRIS assist in establishing and maintaining accuracy and timeliness in job descriptions?
HRIS Applications:
The United States Department of Defense, one of the earliest adopters of HRIS, developed a mainframe-based electronic job analysis process in the 1970s.
Nowadays, O*Net provides an online repository of information on over 1,000 broad occupations and acts as a guide on the development of job descriptions.
Online survey techniques may be used to complete job analyses and to derive job descriptions.
An HRIS can also aid in the maintenance of accurate job descriptions.
From the limited research on the use of technology supported job analysis, it has been found that the use of technology leads to more accurate job descriptions and cuts the time to create them by one-third (Peterson & Taylor, 2004).
Through an HRIS, organizations can take advantage of an online repository of information on over 1,000 broad occupations,
O*Net, to help guide the development of job descriptions. Self-service portals can be used to make sure that job descriptions remain accurate and timely.
For example, if work procedures or new equipment are introduced, it would be easy to request that the persons affected by the change, both employees and supervisors, access their current job descriptions via portals to make necessary updates to the job descriptions.
In addition, it is a good idea to establish an annual review of all job descriptions to maintain their timeliness.
If a company requires annual reviews of employee performance, these forms can be generated by the HRIS, and it would be quite easy to generate a copy of the current job description to accompany each request for a job performance evaluation.
The employee and his or her supervisor could then review the accuracy of the job descriptions and submit any changes necessary through portals.
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