“It’s helping us ensure that our talent management is more organized and more effective. It’s giving us better quality and better control of our HR processes. That’s particularly important in a large and fast-growing global organization—to be able to keep track of your people wherever they might be.”
—JoAnn Moeller VP of HR, Compensation,Benefits and HR Information Management, Office Depot
Although the need for talent management is critical, many organizations flounder when it comes to effectively leveraging a state-of-the-art technology solution. The primary difficulty lies in sharply diminished business benefits when organizations fail to take advantage of talent solutions that integrate fully with the core human resources (HR) system of record and with each other. As a result, organizations often miss a decided competitive advantage when it comes to areas such as user adoption, the optimal use of technology and employee development, which is so critical in the talent shortage. Often this failure stems from poor strategic planning and—as statistics show—selecting niche or silo-ed solutions a-la-carte.
An integrated talent management framework can be defined as a secure, single-platform, workflow-driven system that leverages a single data model and is inclusive of the core HR system of record and all talent processes. Integrated talent management—because it is by nature integrated—equips organizations with a broad range of functional and decision-making capabilities for strategically handling today’s and tomorrow’s business issues within a consistent, end-to-end framework. The system empowers the organization with insight, agility, efficiency and consistency in talent management.
Today’s changing business landscape demands that HR aligns its processes, practices and strategies with business objectives. This demand can only be met by a comprehensive solution that effectively manages an organization’s talent and the entire Human Capital Management (HCM) lifecycle together. An integrated talent management framework provided by any Best in Class ERP vendor delivers this success via a holistic view of talent. It’s single, modular, enterprise-wide system supported by a single data source provides consistent data and business processes and a uniform look and feel that together establish the foundation for insightful decision-making and profitability.
Challenges integrating other Niche SaaS based Talent Management software and Your System of Record (HCM) Application
Having come from a HR cum technology background in a fairly large global conglomerate setting, I believe niche vendors’ products like Avature, EmpTracK, Successfactors might offer shorter implementations and dazzling user interfaces (UIs). However, their offerings introduce functional and technical issues that can keep HR from managing talent efficiently and making informed decisions as a strategic business partner. In my previous company, we had several niche products for various Talent Management processes however when Group HR needed to do any HR analytics required for the Borad of Directors, it was a herculeon task to gte the data and analytics from each of these niche products since they lacked integration. Also this the base foundation tables were specific to the niche systems, problematic symptoms emerged like the failure to find answers to strategic questions around the complete suite of Talent management processes, diluted business benefits due to short-term fixes, unforeseen costs caused by complex integrations and batch processes often connected to technology difficulties and other red flags.
The second important argument in favour of the integrated talent Management solutions is that multiple solutions from multiple vendors result in multiple competency models and foundation basics with each differing from the one in core HR—thus causing a heterogeneous collection of applications with vast duplication of effort. With PeopleSoft being implemented, one of the greatest benefits was that when the ePerformance module highlighted an area of concern or a development need, the need integrated seamlessly with its learning, career development and succession planning modules as a by-product of integration between the modules through its in-built Integration Broker.
Finally, in the words of Douglas A. Ready and Jay A. Conger, “To meet the challenge, companies must rethink how they hire, train and reward their employees, placing those tasks at the heart of their business plans. In doing so, they have an opportunity to address all these separate problems with a unified plan, rather than waste time and resources attacking each of the issues individually.”
1.Integrated Talent Management: Extending the Value of a Strategic Framework |An Oracle White Paper, March 2008.
2. Douglas A. Ready and Jay A. Conger. “How to Fill the Talent Gap.” The Wall Street Journal, September 15, 2007. [online.wsj.com/public/article_print/SB118841695428712511.html], para 2.