The Big Picture: Practical Considerations before Implementing Talent Management

Many companies recognize talent data improves workforce planning and analytical decisions in helping them meet strategic business goals. As a result, they’re turning to talent management solutions to plug in that missing layer of data. These solutions can supply a wide range of information from compensation to performance to recruitment. But, before pursuing implementation, companies should take a step back for a bigger picture of the challenges they might face and benefits they could achieve, such as greater visibility into employees. This video blog will help companies gain a wider perspective on the impact talent management solutions can have across their enterprises. Plus, it will offer some leading practices as companies move toward implementation.

Featuring: Ann Rogotozke, Manager Deloitte Consulting LLP

Transcript: Companies were focused on core HR up until recently and now they are recognizing the need for talent data to help drive workforce planning and analytic decisions to meet their strategic business objectives and they are realizing that they are missing this layer of talent data. So, it is becoming more prevalent for companies to start looking at a talent management solution that integrates their components of recruiting, compensation, learning, performance management and succession planning to share a common competency model to really provide that data on their employees to help them make those decisions. So, I think that there are two main categories of challenges that our companies or our clients are facing when they are looking to implement.

The first is that it is really important for them to have a full strategic roadmap of what they are looking to achieve across their organization. So, what we see sometimes is that our clients are looking to solve for the most immediate problem and maybe it’s a recruiting solution or may be they need succession planning and they go ahead and they implement just a piece of it without understanding what their long-term vision is and how these different components can work together as one integrated solution.

The other thing that I think companies sometimes struggle with is having a holistic picture of end-to-end thinking about the technology and how processes work with it and how it impacts their employees, as well as their HR organization. In implementing a talent technology platform, we are really helping to equip managers with the ability to be more efficient people developers by giving them more visibility to their employees. So managers are able to see where their employees are at around business objectives and how they are meeting them, where are their competencies and where are their skills, what are their business interests and it gives them a platform to have those discussions with their employees and it also takes HR out of the middle person role of being a police enforcer of compliance data and allows them to be strategic partners to help make business decisions.

So in implementing a talent management technology solution, it is important to look at end-to-end components that are involved. Need to look at not only just the technology, but also what it means to your processes and to the people who will be using the system. It is important to realize that you are taking a paper-based process and you are putting it into technology and companies who don’t look at what that means from an HR transformation perspective may be missing a huge piece of work.

For example, when you take those processes and put them in a tool, you are often streamlining them. So, you are changing how they are being done today. So not only you need to train your employees on how to use the system, you also need to train them on how the process has changed. So, I think sometimes it seems like a daunting task to implement a whole talent management solution and I think there are things that clients can do for quick wins.

First of all, they can look at what they already have in place, do an analysis and may be they just need to make some changes to a configuration, or maybe they are not leveraging a piece of the functionality in a way that they could be, or may be their employees are frustrated by something that could be changed really easily.

The second thing that they should be thinking about is when looking at these solutions, it is tempting to want to implement everything at once. There is a lot of bells and whistles. Our HR team is getting excited about putting those in place and what we found is that keeping it simple and starting small and gaining client adoption and building over time is more effective than doing everything all at once.


As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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