One of the biggest challenges in HR and training today is the development of an integrated systems strategy. A just-completed research bulletin, How to Build a Talent Management Systems Strategy, provides discussion, guidelines, and important considerations on this topic.

Most of the companies we talk with have a tapestry of systems, often including legacy HRMSs, LMSs, and recruiting systems -- as well as a strong internal demand for new systems for performance management, succession planning, and competency management. Most also have established IT architectures and different levels of risk tolerance for new vendors.

These factors, combined with a myriad of options now on the market, make for tough decisions. Talent management's highly significant, enterprise-wide impact raises the stakes even higher.

The research bulletin elaborates on these and other considerations:

• Think through strategy and processes first. We can't say this often enough. Start with your business objectives and then identify your talent gaps. From there, focus on the implementation of your talent processes and systems. Our four-stage High Impact Talent Management® methodology explains this in detail.
• Build a three- to five-year architectural roadmap. You will be living with these systems for many years to come.
• Focus on uses, not features. These detailed scenarios describe how a process actually works in your organization. The development of use cases that identify data involved, users, approvals, and other such criteria is far more valuable than compiling feature lists.
• Establish a data architecture for "people profiles." Understanding the data that needs to be collected and accessible for each employee - and where it currently resides -- will help you make decisions about integration, data marts, and systems of record.
• Consider your organizational structure and governance model. For each new system, you need to define roles such as administrators, super administrators, managers, employee users, HR users, and executive users; set requirements for each role; determine appropriate security levels; and identify reporting requirements.
• Identify the optimal delivery model -- licensed, hosted, or on-demand. Key considerations are data integration needs, geographies, domain management requirements, and finances.

This is an area in which every HR and learning manager must become knowledgeable. Members: Download the complete research bulletin today. Non-members: This research bulletin is available to you for a limited time. Download today.

Yum! Brands, holder of such highly recognizable restaurant brands as KFC, Long John Silver's, Pizza Hut, A&W and Taco Bell, has more than 34,000 restaurants with 900,000 employees. Up until recently, almost all of the company's training was paper-based. Needless to say, the problems associated with this approach were numerous and very costly.

This case study describes how the company identified and adopted a content strategy, developed an information architecture with publishing templates, and implemented a technology solution supporting the global enterprise.

In 2006, Yum! Brands' learning leaders recognized that the company required a global solution that promoted reusability and enforced quality and publishing standards. However, the solution had to have the flexibility to support translation of content into a wide range of languages and allow local units to customize training as needed.

Unlike most companies, the company approached the challenge of content management in three different steps. Before considering technology solutions for content and learning management, the company first focused on content management strategy. Leaders chose Reusability 2.0, a methodology for creating, organizing, storing, versioning and publishing reusable content in a common, central repository as its foundation.

Readers will find valuable information and guidelines for any content initiative, including supporting technology requirements, a reusability-based publishing process for content creation, and discussion of lessons learned - such as experiences related to governance, use of subject matter experts, and gaining executive support. For instance, the case study also candidly discusses a project crisis -- the project was almost derailed when a senior executive learned of the perceived high price tag of the system without being sold on the benefits.

Members: Download this study today.
Non-members: This case study is available to you for a limited time. Download today.

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ELearning!
Fall 2007
Executing Talent Management Strategies with Technology
By Leighanne Levensaler

According to Leighanne Levensaler, management is imperative for new talent management software suites that bring together HR processes and talent data. Read this cover story that includes how some companies are using information captured in talent management suites in ways not previously possible and the seven keys to successful talent management strategies. Click here to download article, then go to page 14.

ELearning!
Fall 2007
How Trendy SAKS Trains Future Managers
By Linda Galloway

Leading retailer Saks Incorporated was faced with a shortage of up-and-coming buyers and merchandise managers. Read about the company's ambitious training initiative to build bench strength, which earned Saks a Bersin & Associates Learning Leader Award in 2006. Click here to download article, then go to page 24.

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CONFERENCES, BRIEFINGS, AND WORKSHOPS

IMPACT 2008: The Business of Talent
April 22-24, 2008
St. Petersburg, FL
The Vinoy Resort

We are putting the final touches on an amazing agenda for this event -- encompassing the important topics in both enterprise learning and talent management. Approximately 50 executives, hand selected by our analysts, have already graciously agreed to participate. Attendees will have the opportunity to learn from experienced executives and thought leaders from companies such as Caterpillar, Wellpoint, Ace Hardware, Textron, Yum! Brands, MetLife, and Commerce Bank. Each attendee will also have the opportunity to participate in mini-workshops based on scorecard assessment. Bersin & Associates research members can attend for just $795; non-members can register for $1,495 (with discounts for multiple attendees). Watch your inbox for more details coming soon. Click here to get special conference updates.

The intensive events below have drawn big audiences in Atlanta and Baltimore. Research members can attend at no cost. Non-members can attend for $199. We guarantee you'll leave with valuable information, insight, and ideas.

Leadership Development and Business Impact
Hosted by Kim Lamoureux and Al Johnson
November 28, 2007
New York City
The Yale Club

Bersin & Associates recently completed an 18 month comprehensive study of best practices in corporate leadership development. The findings are startling: organizations which implement High-Impact programs (defined clearly in this research) generate a six-fold improvement in business impact. This briefing will highlight these findings and give attendees in-depth information on how to build and improve corporate leadership development programs to yield maximum business impact.

Members: Bersin & Associates research members can attend this briefing at no cost. Register today. Non-members: The registration fee is $199 for non-members. Register today.

The Business Case for Talent Management Systems
Hosted by Josh Bersin
November 29, 2007
New York City
The Yale Club

Talent management systems are the rage. But how do you decide what systems to buy and how do you cost-justify such an investment? What are realistic expectations? This research-based workshop will discuss how to develop a business plan and cost model, project the business benefits, and sell your recommendation to top management. In addition to presentations on the latest research findings and relevant case studies, the workshop will also feature collaboration, interactive discussions, and structured exercises. All participants will walk away with a business case draft.

Attendance is limited to 25. The registration fee is $200. Email Tenny Ghazarians at tghazarians@cornerstoneondemand.com for more information and to secure your spot.

WEBINARS

Integrating Learning into the Enterprise Portal
Thursday, November 8, 1:00 p.m. ET
Josh Bersin, President

This research-based webinar will introduce and explain the concept of on-demand corporate learning and demonstrate how organizations can build and implement on-demand solutions using today's content and technologies. The presentation will include a case study detailing how a global organization implements learning on-demand via a global learning portal and how it integrates content and services into its solution. Click here to register today.

Next-Generation Talent Management Systems
Tuesday, November 13, 2:00 p.m. ET
Leighanne Levensaler, Principal Analyst

Sixty-two percent of organizations are in the process of developing an integrated talent management systems strategy. Learn more about the next-generation of systems that promise to revolutionize the end-user experience and transforms talent management practices. Levensaler will discuss the innovative approaches and features of leading vendors including Saba, SuccessFactors, and Taleo. Learn how these innovations can, and should, influence your strategies and process design efforts. Click here to register today.

Missed it live? Research members can view all recorded webinars by visiting the research center event archives.
Not a member? Sign up for a trial membership today.

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How to Build a Talent Management Systems Strategy
In this research bulletin, Josh Bersin discusses one of the biggest challenges facing HR and training today - developing an integrated systems strategy - and provides readers with guidelines and considerations from our ongoing research. Download today.

Managing Global Learning Content: Yum! Brands Implements Worldwide LCMS
This case study explains the key ways in which Yum! Brand's changed from its former paper-based learning content system to the on-demand delivery of reusable content that is contextualized and customized for every restaurant around the globe. Download today.

The Integration of Performance Management and Corporate Learning and Development
In this research bulletin, Josh Bersin highlights the latest findings in the area of corporate talent management, especially with regard to performance management and learning management systems, and discusses Halogen's new entry into this market. Download today.

A Primer on Talent Management Suites: Part III
The third of a three-part series, this research bulletin examines delivery models and pricing models for talent management suites and includes a cost of ownership planning tool. Download today.

Join our research community to access these reports.

Bersin & Associates' new Talent Management newsletter highlights research on: leadership development, performance management, competency management, recruiting, succession planning and the evolution of integrated talent management systems. In each newsletter you will find actionable research you can immediately apply. Subscribe today!

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