Integrated Talent Management
Too often organizations design important people management processes like selection, succession planning, leadership development, or performance management (etc.) as well-meaning but disconnected programs designed to solve a particular set of issues. The net effect is that organizations wind up hiring people by one set of standards, promoting them by another and paying them by yet another. This is one reason why HR programs often prove ineffectual at sustaining significant business change. How does an organization credibly claim to have a “strategic” HR function when this happening?
Ontos Global’s Integrated Talent Management practice helps leaders and organizations design, integrate and optimize their talent system so as to use it as a strategic lever aligning and sustaining change and improving business results.
The core of our approach is a groundbreaking methodology for integrating all talent processes on a common foundation. Using practical, client-centered tools we develop (or refine) competency standards grounded in functional career paths. These standards are integrated through a comprehensive talent platform – whether for a function, across a division, or for the global enterprise. Our approach, perfected at companies like Lotus (IBM), Microsoft and ITT, drives employee engagement and becomes the lynchpin for aligning and sustaining change through talent management processes.
Some examples:
- Designing and implementing functional competencies and career paths
- Mapping business strategy to talent strategy via competencies
- Creating and implementing integrated HiPo identification measures and succession planning
- Designing and implementing integrated selection and development tools
- Designing and implementing integrated performance management systems
- Designing and implementing integrated multi-rater assessment systems
- Integrating career paths with job architecture and compensation systems
- Designing workforce capability planning systems
- Designing web-based systems and portals for all the above
CLIENT CASE STUDIES:
- Using the Talent System to Change Culture at Microsoft
- Driving Commercial Excellence through Integrated Talent Management at ITT
- Using Competencies to Extend the Reach of R&D at Bayer Pharmaceuticals
Do you see HR as a strategic lever for change in your organization? If you don’t, you are not alone.
A recent survey of chief HR officers at 188 organizations worldwide found that fewer than one in six CEOs assign a strategic importance to the HR function.
Leaders may not tend to think of the entire people or talent management system as a change lever. Typically it is more like — ‘here’s where we’re going, now let’s get HR on board’.
One reason is leaders realize the people system — the collection of standards, processes, programs, and tools for managing and developing talent — is often underutilized, or worse, is misaligned with the organization’s strategy or fundamental change effort.
Misalignment happens because HR activities are often implemented as well-meaning but discrete and disconnected programs. Each function, like recruiting, training, learning, compensation, etc. may have evolved their own solutions to the legitimate but narrow set of business issues they confront. Which means the organization may be hiring people by one set of standards, promoting them by another and paying them by yet still another!
How do you sustain change when that is happening in your organization?
Even if leaders do see the connection between change and people systems, they lack sufficient tools or methods to leverage the system in any practical way.
And that is where we come in — we design and implement integrated and strategically aligned talent management systems that helps leaders align and sustain change.
