Common Sense Talent Management

Steven Hunt, Ph.D., is Director of Business Transformation Services at SuccessFactors. He has over 15 years experience designing talent management solutions supporting a range of applications including performance management, staffing, employee development, culture change, workforce transformation, and succession planning. An active author and speaker, he regularly presents at industry and academic conferences and via webinars funded by human capital management organizations. His articles have appeared in dozens of trade and academic journals ranging from the Wall Street Journal to the International Journal of Selection & Assessment. He is also author of a book on the applied use of staffing assessment methods entitled "Hiring Success" (Pfeiffer). Hunt held research and consulting positions with Kronos Talent Management Division, Starbucks, SHL Inc., Personnel Decisions International, and the Department of Energy National Laboratories. He resides in Portland, OR.

• Tables, Figures, and Discussions xiPreface xviiOne Why Read This Book? The Good, the Great, and the Stupidus Maximus Award 11.1 How This Book Is Structured 81.2 The Role of HR Technology in Strategic HR 91.3 Why This Book Matters 14Two Strategic HR: What It Is, Why It Is Important, and Why It Is Often Difficult 152.1 The Fundamental Processes of Strategic HR 172.2 Why Do We Need Strategic HR Departments? 202.3 What Makes Strategic HR Difficult? 212.4 Conclusion 24Three Business Execution and Strategic HR 273.1 Defining Business Execution 273.2 Assessing Business Execution Needs 313.3 Using Strategic HR Processes to Support Business Execution 393.4 Linking Specific Business Execution Drivers to Different HR Processes 413.5 Increasing Strategic HR Process Maturity 433.5.1 Right People Maturity Levels 443.5.2 Right Things Maturity Levels 453.5.3 Right Way Maturity Levels 453.5.4 Right Development 463.6 Integrating Strategic HR Processes 463.7 Conclusion 56Four Right People: Designing Recruiting and Staffing Processes 594.1 Recruiting to Support Business Execution 604.1.1 Quality of Hiring Decisions 624.1.2 Quality of Sourcing 644.1.3 Relationships and Networking 644.1.4 Hiring Manager Involvement 654.1.5 Integrated Talent Management 664.2 Critical Recruiting Design Questions 674.2.1 What Types of Jobs Are We Hiring For? 684.2.2 How Many People Will We Need to Hire, and When Will We Need Them? 704.2.3 What Sort of Employees Do We Need to Hire? What Attributes Do Candidates Need to Possess to Become Effective Employees? 744.2.4 What Roles Will Hiring Managers, Recruiters, Coworkers, and Candidates Play in the Hiring Process? 794.2.5 How Will We Source Candidates? 834.2.6 How Will We Select Candidates? 894.2.7 How Will We Get Newly Hired Employees Up to Full Productivity? 934.2.8 How Will We Retain Employees after They Are Hired? 944.2.9 How Will We Measure Recruiting Success and Improve Our Processes over Time? 944.3 Recruiting Process Maturity 964.4 Conclusion 97Five Doing the Right Things: Becoming a Goal-Driven Organization 1015.1 What It Means to Be a “Goal-Driven” Organization 1045.2 The Role of Goals in an Integrated Strategic HR System 1075.3 Goal Management Critical Design Questions 1115.3.1 How Will You Ensure Employees Have Well-Defined Goal Plans? 1115.3.2 What Are You Doing to Ensure Employees Feel a Sense of Commitment and Ownership toward the Goals They Are Assigned? 1205.3.3 What Methods Are Used to Align Employees’ Goals with Company Business Strategies? 1245.3.4 How Is Employee Goal Accomplishment Measured? 1315.3.5 What Is the Relationship between Goal Accomplishment and Employee Pay, Promotions, and Recognition? 1335.3.6 How Are Goals Used to Support Employee Development and Career Growth? 1375.3.7 How Does the Organization Coordinate Goals across Different Employees to Foster Communication and Collaboration? 1415.3.8 How Are Goals Used to Guide Business Execution on an Ongoing Basis? 1425.4 Goal Management Process Maturity 1455.5 Conclusion 148Six Doing Things the Right Way: Using Performance Management to Increase Business Execution 1516.1 Why Is Performance Management So Difficult? 1526.2 Why Do We Need Performance Management? 1586.3 Balancing the Conflicting Goals of Performance Management 1596.4 Critical Performance Management Design Questions 1616.4.1 What Are the Primary Objectives of Your Performance Management Process? 1626.4.2 How Do You Define Effective Performance? 1686.4.3 How Will You Structure Your Performance Management Cycle? When Will You Evaluate Performance? 1836.4.4 How Will You Evaluate Performance? 1906.4.5 How Will You Calibrate Performance Evaluations? 2116.4.6 How Are Data from Performance Evaluations Used? What Is the Relationship among Performance Evaluations, Pay, Promotions, Development, and Workforce Management? 2206.4.7 What Training and Incentives Do Managers and Employees Need to Effectively Use Performance Management Processes? 2306.5 Increasing Performance Management Process Maturity 2426.6 Conclusion 244Seven Creating the Right Development Experiences 2497.1 The Basic Components of a Development Process 2527.2 The Six Primary Development Methods 2557.3 Approaching Development Programs from an Integrated Perspective 2577.3.1 All Development Methods Should Leverage Other Development Methods 2597.3.2 All Development Methods Use Roles, Relationships, and Resources to Achieve Learning Objectives 2617.3.3 Development Is Most Effective When It Is Built Directly into Business Operations 2637.3.4 Integrated Development as a Way of Thinking 2667.4 Critical Development Design Questions 2667.4.1 What Talent Requirements Are You Addressing? 2677.4.2 What Positions or People Do You Need to Develop? 2717.4.3 What Employee Attributes Do You Need to Develop in Order to Achieve Your Learning Objectives? 2747.4.4 How Will You Build and Maintain Development Methods? 2807.4.5 How Will You Administer and Support Development Methods? 2847.4.6 How Will You Measure the Impact of Development Programs? 2877.4.7 How Will You Create an Environment That Supports Use of Development Methods? 2937.5 Increasing Development Process Maturity 2997.6 Conclusion 304Eight Creating an Integrated HR Strategy 3078.1 Identifying the Change You Want to Create 3098.2 Defining What the Change Will Look Like 3148.3 Defining How You Will Create and Measure the Change 3198.4 Operationalizing the Change 3238.5 Conclusion 327Nine Strategic HR Process Deployment and Adoption 3299.1 Establishing HR Leadership Credibility 3309.2 Defining the Change and Change Requirements 3349.3 Providing Tools and Training to Support the Change 3379.3.1 How Technology Enables Change 3379.3.2 Branding HR Processes 3449.4 Enlisting Line Leadership to Drive the Change 3459.5 Conclusion 347Ten Improving the World through Strategic HR 34910.1 Next Steps 35110.2 Parting Thoughts 352Acknowledgments 355Appendix A: A Comprehensive Library of Behavioral Competencies 357Appendix B: Building a Robust Succession Management Process 389Glossary of Common Strategic Human Resource Terms 401About the Author 427Index 429