Executing Integrated Talent Management (ITM) – Step 4: Process

HRchitect has been involved in approximately 2000 HR technology related projects for hundreds of companies of all sizes and industries across the world. We have gained tremendous insight that we love to share with you so that you can benefit from the experience, and the lessons learned from others. With 18 years in business behind us in working with many of today’s leading companies, let us best position your company for a successful future with Human Capital Management Systems!

Successfully executing the ITM concept requires a holistic approach that includes embracing ITM as a philosophy, developing a strategy, applying science & measurement disciplines, breaking down process barriers, selecting and implementing enabling technology, and sustaining the new solution over time.

Four previous posts around this subject have given you an overview of our seven-step process for a successful approach to ITM and covered the first three steps – Philosophy, Strategy, and Science & Measurement. Now we move on to step #4.

Step 4 – Process

Fundamental question:  Which practices maximize process efficiency, effectiveness and business value?

Clearly, some level of process redesign must occur in order to maximize the impact of new technologies – otherwise it is very difficult to justify the cost, time and energy spent on the project. Guided by outcomes of the previous steps in the methodology, this phase examines the major ITM processes and assesses which integration ‘leverage points’ (data, process outcomes, metrics that can be shared between ITM functions) are critical to success. Some examples of ITM leverage points include:

• Recruiting – ‘Resume’ data gathered on an applicant becomes part of the talent profile, where it can then be accessed by multiple ITM functions. Results of candidate assessments are used to build the initial learning plan and as a base for performance management.
• Performance management – outcomes of an appraisal process can drive learning (performance gaps result in recommendations from the learning catalog to reduce the gap), compensation (ratings drive merit and bonus allocations) and succession planning (high performers may be flagged to participate in successor related activities).
• Career development – based on the mix of data in an employee’s talent profile combined with career aspirations, an employee’s designated career path could trigger adjustments to learning plans as well as participation in a succession plan, or even an internal recruiting effort for a position on the employee’s career path.

The ultimate goal of the Process step is to develop high-level redesigned processes that are appropriately woven together to deliver improved business outcomes, more efficient / effective ITM processes, and the best utilization of enabling technologies. Note that HRchitect does not advocate detailed process redesign until the Implementation phase, when a detailed fit/gap analysis of the selected technology can be done; the project team should again apply the 80/20 rule and focus on a high-level redesign that is sufficient to drive selection of the enabling technologies.

We’ll address the next step in successful ITM execution, Technology (yes, Technology doesn’t happen until the 5th step), in the next blog and please let us know how HRchitect can assist you to get maximum benefit that comes from Integrated Talent Management and as it progresses, E2E HCM.

Matt Lafata
President & CEO