Case Study in Talent Managment Implementation by IBM

Business Consulting Services
A Case Study in Talent

Management Implementation
Rob Briggs
Human Capital Management
© Copyright IBM Corporation 2004

Business Consulting Services | Institute for Business Value
Introduction
Robert Briggs
IBM Business Consulting Services
Formerly Head of Performance & Learning, Lloyds TSB
Agenda
1. Business drivers for Talent Management
2. Implementing a Talent Management System
3. Lessons learnt
The Next Generation HR © Copyright IBM Corporation 2005

Introduction
Robert Briggs
Agenda
3. Lessons learnt

Business drivers for Talent Management
THE HR VISION
“To create the highest performing workforce in the financial services industry
in the UK”
THE HR MISSION
“To work in partnership with business units to build the capability to achieve sustained
competitive advantage through strong customer franchises”
TO ACHIEVE HIGH PERFORMANCE PEOPLE MUST HAVE
Clear goals Clear values Understanding Capability to Motivation to Understanding Understanding

and and of how they deliver deliver of how they of consequences
performance boundaries contribute to high high will be rewarded of poor
standards of behaviour business performance performance performance for performance performance
Sufficient A natural
resources expectation of high
to do the job performance by their colleagues

Delivering the business strategy
High Flawless Deep Strong Emotionally

performance execution customer customer engaged
workforce relationships franchises customers

Creating a High Performance Workforce
Recruit and build a

leadership and
high potential talent
pool capable of executing
sustained competitive
Implement a system
strategies
of managing performance Create a “strengths based”
that encourages and approach to external and
rewards high performance internal selection to ensure
best fit between person and job,
as a foundation for
high performance
Establish a “UK top-
performing company”
level of employee Build local management
engagement, as a capability to establish
differentiator in deep customer relationship
employee performance and execute flawless
service delivery

Success Criteria
Leadership benchstrength
benchmarked performance and competencies Manager and employee capability

# successors GED’s/MD’s
line manager performance management
Employee engagement accreditation
employee performance ratings
employee engagement index
alignment with brand values Employee resourcing
attrition
management/employee ratios
Employee contribution pay levels
diversity
revenue per employee
customer satisfaction with service levels
employee added value measures

Nine Key Practices
Performance 1. Employee understanding of performance standards

Management System
2. Employees encouraged to try; to take managed risk

Performance Culture
3. Internal communication
Performance Review 4. Emphasis on strengths
5. Fairness and accuracy of informal feedback

Informal Review 6. Manager knowledge about performance
7. Feedback that helps employees to do their job better
8. Opportunity to work on things individual does best

Job Opportunities
9. Opportunity to work for a strong management team

The business case for technology
? Could a diverse organisation of 77,000 employees deliver this strategy using paper processes
Size and scale of organisation

-administration effort needed to manage paper processes
Benefits of technology
consistency
Implementation process efficiencies
-Managing consistency of paper processes
-Is it being done? speed
-Timeliness of management information management information
Strategic Management Information

-Availability of key intelligence to drive business
decisions

Introduction
Robert Briggs
Agenda
3. Lessons learnt

The implementation journey

Phase 1: Initiation Phase 2: Study
Process
Request Initial Business Invitation to Product Final Business
Design & Contract
for Information Case Tender Selection Case
Requirements
Executive Engagement
6 months 12 months
Phase 3: Design Build and Test Phase 4: Implementation
Pilot/
Design Labs
User Conference Phase 1 Phase 2 Phase 3
“To be” System built
Acceptance Room Implementation Implementation Implementation
Processes
Pilots
Balanced Learning Talent

Scorecards
9 months 18 months
GO LIVE

Key features – integrated talent management

Key features – balanced scorecard

Key features – talent management



Key features – learning

Introduction
Robert Briggs
Agenda
3. Lessons learnt

Lessons learnt
Defining requirements is crucial and
Request
Process
Initial Business
often overlooked
Invitation to Product Final Business
Design & Contract
Requirements
We developed over 300 documented requirements
Executive Engagement Why do requirements?

Fundamental part of engaging your business customer
6 months Fundamental to the assessment of12 months suppliers
potential
Incorporated into the contract to ensure your
Phase 3: Design Build and Test implementation partner
Phase delivers what you want
4: Implementation
To manage your implementation partner to ensure
there are no significant
Pilot/ change controls
Design Labs
“To be” System built As the framework
User to design User
Conference PhaseAcceptance
1 Tests
Phase 2 Phase 3
Processes
Pilots

Scorecards
9 months 18 months
GO LIVE

Lessons learnt
Enterprise-wide
Phase 1: Initiation vs Best of Phase 2: Study
Breed
Process
Design & Contract
Requirements
During the ITT we reviewed 3 potential
suppliers including the option of
extendingEngagement
Executive our Oracle HR system
The business requirements led the

6 months 12 months
product decision to a “best of breed”
provider as performance management
Phase 3: Design Build and Test Phase 4: Implementation
and talent were the key business drivers
for the investment decision Pilot/
Design Labs
User Conference Phase 1 Phase 2 Phase 3
“To be” System built
The product decision was Acceptance
based on: Room Implementation Implementation Implementation
Processes
Pilots
(i) ability to meet internal IT standards Balanced Learning Talent

Scorecards
(ii) ability to meet business requirements
9 months 18 months
GO LIVE

Lessons learnt
Process
Design & Contract
Getting the Board to fund the
Requirements
investment
Executive engagement is key to getting investment
funding 6 months 12 months
The project
Phase needsBuild
3: Design sponsorship at a senior level within
and Test Phase 4: Implementation
the business
Pilot/
Design Labs
Creating User Conference Phase 1 Phase 2 Phase 3
“To be” a “demo” tobuilt
System enable Execs to visualise how the
system would work was a crucial part of the executive
Processes
Pilots
engagement campaign
Scorecards
9 months 18 months
GO LIVE

Lessons learnt
The importance
Phase 1: Initiation of User Acceptance Phase 2: Study
Testing and Conference Room
Design & Pilots
Process
Contract
Requirements
Our requirements provided a solid base to design user

acceptance
Executive scripts
Engagement
6 months
We significantly under-estimated the amount of time 12 months
and effort to write UAT scripts and agree Acceptance
criteria3: Design Build and Test
Phase Phase 4: Implementation
Pilot/
Design Labs
CRPs
“To be” were aSystem
great built
way of piloting
User the system in a safe
Conference Phase 1 Phase 2 Phase 3
environment and raising confidence levels that the
Processes
Pilots
system would work when implemented
Scorecards
9 months 18 months
GO LIVE

Lessons learnt
Phased
Phase 1: Initiation implementation Phase 2: Study
“Big Bang” or “Phased

Request
Processapproach” ?
Initial Business Invitation to Product Final Business
Design & Contract
Requirements
Implementing an enterprise wide system is a huge
change management challenge
We decided to have 3 phases of implementation
6 months 12 months
- Phase 1 Balanced Scorecards
- Phase
Phase 2 Learning
3: Design Build and Test Phase 4: Implementation
- Phase 3 Talent Management
Pilot/
Design Labs
In Usertop 6000 managers
Conference Phase 1 Phase 2 Phase 3
“ToPhase1
be” weSystem
implemented
built to the
in the Group first and then deployed further once Pilots
Processes
succesful
Scorecards
A phased approach enabled us to better manage the
change journey as well as ensuring the IT infrastructure
9 months 18 months
could support the additional volumes GO LIVE

Contact details
e-mail : Robert.Briggs@uk.ibm.com
Mobile : 07738 313908

Case Study in Talent Managment Implementation by IBM

Загружено:

Сведения о документе

Исходное описание:

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Case Study in Talent Managment Implementation by IBM

Загружено:

Авторское право:

Доступные форматы

Business Consulting Services

A Case Study in Talent

© Copyright IBM Corporation 2004

Formerly Head of Performance & Learning, Lloyds TSB

1. Business drivers for Talent Management

2. Implementing a Talent Management System

The Next Generation HR © Copyright IBM Corporation 2005

Formerly Head of Performance & Learning, Lloyds TSB

1. Business drivers for Talent Management

2. Implementing a Talent Management System

The Next Generation HR © Copyright IBM Corporation 2005

Business drivers for Talent Management

TO ACHIEVE HIGH PERFORMANCE PEOPLE MUST HAVE

Clear goals Clear values Understanding Capability to Motivation to Understanding Understanding

The Next Generation HR © Copyright IBM Corporation 2005

Delivering the business strategy

High Flawless Deep Strong Emotionally

The Next Generation HR © Copyright IBM Corporation 2005

Creating a High Performance Workforce

Recruit and build a

The Next Generation HR © Copyright IBM Corporation 2005

benchmarked performance and competencies Manager and employee capability

The Next Generation HR © Copyright IBM Corporation 2005

Nine Key Practices

Performance 1. Employee understanding of performance standards

2. Employees encouraged to try; to take managed risk

Performance Review 4. Emphasis on strengths

5. Fairness and accuracy of informal feedback

8. Opportunity to work on things individual does best

The Next Generation HR © Copyright IBM Corporation 2005

The business case for technology

Size and scale of organisation

Strategic Management Information

The Next Generation HR © Copyright IBM Corporation 2005

Formerly Head of Performance & Learning, Lloyds TSB

1. Business drivers for Talent Management

2. Implementing a Talent Management System

The Next Generation HR © Copyright IBM Corporation 2005

The implementation journey

Phase 3: Design Build and Test Phase 4: Implementation

Balanced Learning Talent

The Next Generation HR © Copyright IBM Corporation 2005

Key features – integrated talent management

The Next Generation HR © Copyright IBM Corporation 2005

Key features – balanced scorecard

The Next Generation HR © Copyright IBM Corporation 2005

Key features – talent management

The Next Generation HR © Copyright IBM Corporation 2005

Key features – talent management

The Next Generation HR © Copyright IBM Corporation 2005

Key features – talent management

The Next Generation HR © Copyright IBM Corporation 2005

Key features – learning

The Next Generation HR © Copyright IBM Corporation 2005

Formerly Head of Performance & Learning, Lloyds TSB

1. Business drivers for Talent Management

2. Implementing a Talent Management System

The Next Generation HR © Copyright IBM Corporation 2005

Executive Engagement Why do requirements?

Balanced Learning Talent

The Next Generation HR © Copyright IBM Corporation 2005

 The business requirements led the

(i) ability to meet internal IT standards Balanced Learning Talent

benchmarked performance and competencies Manager and employee capability

The business requirements led the

Our requirements provided a solid base to design user