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In our previous blog: Talent On Demand? Key drivers to get- and keep best talents engaged we eluded to the idea that cloud vendors wanting to win in the talent management space must build applications from the employee up, not the enterprise down. We outlined the key principles that we believe any vendor should look at when designing applications for employees.

One important piece, which is attached to the employee success, is having an effective talent management process that a company can offer to their employees. HR should, and to some degree already is, transforming their talent management process to better serve employees. Nonetheless, this transformation needs to happen fast.

 

The role of HR

Studies have shown that effective talent management has a direct impact on business performance. Organizations that do the best job attracting, developing, engaging and retaining talent often outperform their peers in terms of sales, revenue growth and investor returns.

Analysis also revealed that HR must effectively partner with business line management to drive talent outcomes. Real strategic value doesn’t come from compliance, benefits administration or transactional efficiency. These roles and responsibilities are important, but for HR to have a meaningful impact on business results, it must partner with the business organization to drive talent outcomes.

The challenge for HR departments is determining what drives effectiveness. Analysis of different HR structures has found that regardless of organizational model, the HR business partner (HRBP) is responsible for the greatest variation in HR line support effectiveness. HRBPs are the HR employees who work with managers within business units on talent and business.

The strategic partner role of the HRBP is fundamental to the effectiveness of HR support to line management. HRBPs need to be less operational and more strategic. They need to influence and oversee in advance what unfolds in their business line management. Therefore, talent management vendors must provide the HRBP flexibility to best serve their business line.

The challenge

HR needs a vendor that provides talent management with the greatest effectiveness, the best self service and the highest value. On the other hand, talent management will continue to evolve with the needs of the lines of business.  Hence, speed of innovation is key. Customer´s will have different needs. Within each customer, each line of business will have different requirements.  Therefore, flexibility is key as well.

Although most of the common pieces need to come from the vendor, the solution should have capabilities to enable the HRBP to configure and extend the system.

 

The Role of the Talent Management Vendor

A vendor that wants to win in the Human Capital Management market… especially in talent, compensation, recruiting, learning and social space… must provide simple tools that allow HRBPs to build applications without worrying about infrastructure issues such as the servers or the underlying development language.

It will be the end user, together with HR or IT departments, that will ultimately decide who wins the software Human Capital Management market.

Human Resources organization are not only looking for the best vendor to manage their complex processes but also the vendor providing frictionless platforms to build, deploy and manage applications.  In other words, they want to eliminate the need to acquire IT infrastructure and reduce as much as possible IT operational tasks.

Next generation Talent Management applications will serve the employees without reducing the important value HR delivers.

 

Let us know what you think, @EsdeDiego and  @SDenecken

 

 

Sources: Corporate Executive Board’s Corporate Leadership Council

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