Labor is typically the highest cost of any organization, so getting the people strategy right is critical. As talent management strategies mature, an increasing number of organizations are using systems to gather business intelligence for more effective talent strategies. A coordinated approach across the talent lifecycle from recruitment to retirement can contribute to higher employee engagement, increased productivity and alignment of people skills to business goals.
Here are some questions to ask to ensure your implementation is a success:
Is the system configured to meet current and future needs?
Do the foundational work upfront – well before system implementation – to identify business needs and the required data and process flows. Be sure to start with the end game in mind – not just what you need to accomplish today.
Do I have the appropriate technical support and service for efficient and effective talent management?
The right vendor should serve as a trusted advisor – not just technical service provider.
Managing talent risk and achieving growth goals requires a clear understanding of talent gaps, where resources or expertise are limited, and any incompatible processes. Look to your vendor to identify appropriate data and workflow interdependencies, explain integration options in detail, and help build an overall talent management system strategy and road map that supports current and future business goals.
The right partner with experience in your industry can share what other organizations are doing as well as the challenges they faced. There is inherent value in selecting a partner that understands your industry, the business vision you want to achieve as well as the technical capabilities you have internally and where you require support.
Do I have the metrics I need for informed decisions?
When it comes to analytical maturity, data availability is the key to using metrics effectively to inform talent practices.
While your HCM roadmap likely focuses on strategic value that your HR department can be offering to the organization, your current state may still be bogged down in data administration. The first step in optimization is to streamline data collection and maintenance, create depth in the data being collected, and enable HR professionals to focus on initiatives instead of distractions.
Will our investment help us realize transformational outcomes?
Compiling data is just half the equation for effective talent management. The other half is performing analytics and using tools and processes to improve business outcomes. The goal is to not just automate, but re-engineer processes.
Effective talent management requires insight into existing talent as well as where there are gaps. It also requires understanding skills that might be needed in the future.
Next-level optimization begins with recruitment, leveraging state-of-the-art tools to enable the process and apply technology to get the right candidate. It extends to purpose-built goal and performance management, which supports organizational objectives while enhancing employee and manager satisfaction through intuitive interaction. Integration with a Learning Management platform supports HR’s focal points in development and robust on-boarding, in-boarding and off-boarding tools, including HR Services Delivery, maximizing opportunities to learn from employees through understanding their experiences.
A transformational approach may also include moving to the cloud. Cloud speeds deployment and increases operational efficiencies, reduces total cost of ownership and provides a more flexible, scalable system.
Tell your vendor to put you in touch with other users and ask about their deployment, how they are using the system and what it is enabling them to do. A reference that has challenges similar to your organization can share how they overcame them and used the system to re-engineer their process.
Want to learn more about Infor HCM? View our webinar!