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PRIDE: A Talent Management Maturity Model

PRIDE: A Talent Management Maturity Model. Rick Humphress HCM Specialist rick.humphress@oracle.com ; 240-426-4445. Rick Humphress Speaker Introduction. Work Oracle HCM Specialist Education Stanford, Portland State, UMBC, Walden Affiliations

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PRIDE: A Talent Management Maturity Model

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  1. PRIDE: A Talent Management Maturity Model Rick Humphress HCM Specialist rick.humphress@oracle.com; 240-426-4445

  2. Rick HumphressSpeaker Introduction • Work • Oracle HCM Specialist • Education • Stanford, Portland State, UMBC, Walden • Affiliations • ASPA, ASTD, IPMA-HR, SHRM, ACI-NA, UMBC, Marymount, Partnership for Public Service • Publications Humphress, R. and Berge, Z. (2006). “Justifying human performance improvement interventions”. Performance Improvement magazine. International Society for Performance Improvement. Volume 45, Number 7, p. 13-22. Humphress, R. (2007). “Building an emergency response competency system”. Journal of Homeland Security and Emergency Management. Volume 4, Issue 3, Article 7.

  3. Oracle At-a-Glance • Globally… • #1 in Database • #1 in Supply Chain Mgmt • #1 in Customer Relationship Mgmt • #1 in Human Capital Mgmt • #1 in Industries • Retail • Communications • Public Sector • Professional Services • Financial Services Founded in 1977. Headquarters in Redwood Shores, CA with operations in 145 countries. • 275,000 total customers • 220,000 database customers • 30,000 applications customers • 19,000 SMB apps customers • 30,000 middleware customers • 17,700 partners • 85,000 employees • 20,600 R&D staff • 7,600 support staff

  4. PRIDE: A Talent Management Maturity ModelAn Overview • Every organization manages HR consistent with its organizational goals and government regulatory requirements. • These tasks include transactional and transformational dimensions. • The transformational dimensions of HR can be arranged into an acronym called PRIDE – planning, recruiting, incentivizing, developing, and evaluating. • An organization’s institutional capacity to excel at these transformational dimensions can be rated on a maturity model (Levels 1-5) and improved with a scorecard. • Oracle HCM Applications can help organizations reach higher levels of Talent Management maturity. Do talented people create effective organizations? Do effective organizations create talented people?

  5. Program Agenda Example <Insert Picture Here> • Models for Human Resources • Dimensions of Talent Management • Creating a Talent Management Maturity Model • Creating a Talent Management Performance Index

  6. <Insert Picture Here> Models for Human Resources (General)

  7. HR Talent Mgnt HR Administration HR Compliance Human Resource FunctionsWhat is the focus of the HR staff?

  8. HR Administration HR Administration HR Administration HR Compliance HR Compliance HR Compliance HR TM HR TM HR TM Human Resource Paradigm ShiftChanging nature of the work in HR Traditional Reform Strategic

  9. PeopleSoft Applications User Productivity Kit (UPK) Enterprise Learning Management ePerformance III. ALIGN Workforce with Organization Goals Workforce Planning Workforce Rewards HRMS Warehouse (EPM) Workforce Scorecard Strategic Talent Acquisition Mgr eCompensationMgr II. EXTENDEnterprise with Collaborative Applications (self service) eProfileMgr Absence Management HRMS Portal Pack Candidate Gateway eProfile eCompensation ePay eBenefits Reform I. STREAMLINEHuman Resources Systems & Processes Time & Labor(self-serv. enabled) Enterprise Human Resources BenefitsAdministration Enterprise Payroll (or Payroll Interface) Traditional

  10. <Insert Picture Here> Models for Human Resources (Specific)

  11. IPMA-HRHuman Resource Body of Knowledge • Public Sector HR Basics • Recruitment • Selection • Classification • Compensation • Benefits • EEO and Diversity • Organizational Development • Labor and Employee Relations

  12. SHRMHuman Resource Certifications • Strategic Management (12%, 29%) • Workforce Planning and Employment (26%, 17%) • Human Resources Development (17%, 17%) • Total Rewards (16%, 12%) • Employee and Labor Relations (22%, 18%) • Risk Management (7%, 7%) (PHR, SPHR)

  13. US Office of Personnel ManagementHR Business Reference Model • HR Strategy • Organization and Position Management • Staff Acquisition • Performance Management • Compensation Management • Benefits Management • Human Resources Development • Employee Relations • Labor Relations • Separation Management

  14. Consolidating the ModelsTransactional vs. Transformational

  15. <Insert Picture Here> Dimensions of Talent Management

  16. Planning Recruiting Analyze Plan Evaluating Positions Profiles KSAs Reward Evaluate Advance Develop Incentivizing Developing PRIDETransformational dimensions of Talent Management

  17. PRIDETransformational dimensions of Talent Management • Planning • Right Mix under Constraints • Strategic for Public and Private Sectors • US Demographic Shifts • Macro level • Predict Competencies • Determine Personnel per Job • Model Budget Impacts • Report on Accuracy • Micro level • Determine characteristics of MCOs • Suggest Career Plans • Develop Succession Plans Workforce Planning Succession Planning Career Planning

  18. PRIDETransformational dimensions of Talent Management • Recruiting • Acquire Talent • Sourcing, Selection, On Boarding • Flow: • Job Opening • Manage Job Postings • Manage Applications • Searching • Screening • Routing • Interviews • Offers • On Boarding Talent Acquisition Manager Candidate Gateway

  19. PRIDETransformational dimensions of Talent Management • Incentivizing • Compensation as Incentive • Pay-for-performance • Non-monetary Incentives • HPI Interventions • Training • Job Redesign • Better Hire Selection • Ample Resource Provisioning • Better Match Worker/Work • Money Manipulation Easiest (Best?) eCompensation Core HR

  20. PRIDETransformational dimensions of Talent Management Developing Close Competency Gaps Asynchronous Training Link to Personnel File ADDIE Model Kirkpatrick Evaluation Capturing ROI Enterprise Learning Management

  21. PRIDETransformational dimensions of Talent Management • Evaluating • Appraising Actual Work • Difficult Task, Marginal Performance • Types • Judgmental • Developmental • Multiple Evaluation Processes ePerformance eDevelopment

  22. CompetenciesThe foundations of talent management • Definitions • Citizenship Behaviors v. Job Responsibilities • Job Task Analysis • Foundation for Talent Management activities

  23. Competency TaxonomyAchieving Holistic Control Competency Learning Objectives Hiring Factor Performance Document = =

  24. Cluster Type Evaluation Accomplishment Description Competency Category Rating Model Proficiency Description Element Code Satisfaction Method Sub-Competency Criteria Code Proficiencies Description Competency ManagementOrganizing competencies for Talent Management

  25. Competency ManagementMeasuring competency attainment

  26. <Insert Picture Here> Creating a Talent Mgnt Maturity Model

  27. PRIDE Maturity Model

  28. PRIDE Maturity ModelLevel 1 – No Control Level 1 – No control No Process Control Outcomes Unpredictable Difficult to Positively Influence Difficult to Forecast No linkages

  29. PRIDE Maturity ModelLevel 2 – Dimension Control • Level 2 – Dimension control • Dimensions Understood • Outcomes Estimated • Examples: • Time to Fill • % Completed • Average Score • Unfilled Positions

  30. PRIDE Maturity ModelLevel 3 – Dimension Improvement • Level 3 – Improvement • Separate Improvement • Process and Technology • Two PRIDE Dimensions • Examples: • Automate Hiring • Install Learning • Implement Evaluation

  31. PRIDE Maturity ModelLevel 4 – Dimension Linkage • Level 4 – Linkage • Standardized Data • Shared Best Practices • Examples: • Competency Model • Position Management

  32. PRIDE Maturity ModelLevel 5 – Holistic Control • Level 5 – Holistic Control • Systems Thinking • Impact Analysis • Systemic Analytics • Example: • Retention • Productivity

  33. <Insert Picture Here> Creating a Talent Performance Index

  34. Key Performance IndicatorsPercentage based measures

  35. Performance Indexing and ScorecardsFive KPIs; traffic signal

  36. Q & A A question of motivation: great systems make great people

  37. The preceding is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions.The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

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