Driving Business Execution Through Integrated Talent Management

WHITEPAPER
Driving
Business
Execution
Through Integrated Talent Management
Steven T. Hunt, Ph.D., SPHR,
Principal Director,
Business Execution Practices
SuccessFactorsSUCCESSFACTORS / WHITEPAPERDriving Business Execution Through Integrated Talent Management
Abstract
Running a business requires doing three things:
1. D efining Strategy: Figuring out what you need to do to succeed.2. M anaging Assets: Securing the capital & resources required to support the strategy. 3. D riving Business Execution: Building and managing the workforce to effectively leverage company assets to deliver strategic objectives.
Human Resources (HR) has the knowledge and tools to play a central role in driving business execution. Yet many HR organizations struggle to show how the talent management processes they support are relevant to business success. This paper discusses how to use talent management to drive business execution. It explains what business execution is, how to assess a company's business execution capability and requirements, and how to leverage talent management processes to support a company's business execution needs. This is followed by a discussion of how to increase talent management maturity and build integrated talent management processes. The paper is primarily written for Human Resource professionals whose formal responsibility includes increasing workforce productivity and improving the quality of the work environment. However, the topics in the paper are relevant to any business leader concerned with creating an efficient, productive, and sustainable workforce.
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Table Of Contents
Author's Foreward. . . . . . . . . . . . . . . . . . . . . . . 4
Sections Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Section 1: Business Execution Capability. . . . . . . . . . . . . . . . . . . . . 10 Section 2: Mapping Business Execution Drivers to Talent Management Processes. . . . . . 15 Section 3: Assessing Talent Management Process Maturity . . . . . . . . . . . . . . 23 Section 4: Integrating Talent Processes. . . . . . . . . . . . . . . . . . . . . . 26 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Appendix. Assessing Talent Management Process Maturity . . . . . . . . . . . . . . 31
Sidebar Topics Technology & the Evolution of Human Resources. 7 Six Questions for Assessing Business Execution Capability . 13 The Problem with Traditional Talent Management Processes. 21
Figures1. Business Execution Capability . 102. Job Performance Components And Fundamental Talent Management Processes. 163. General Impact Of Talent Management Processes On Business Execution Drivers. 184. Driving Business Execution Through Talent Management. 195. Talent Management Process Maturity Levels . 236. Integrated Talent Management. 277. Integrated Talent Management Example: Right Development & Right People. 28
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Author's Foreward
The majority of my career has been devoted to helping organizations leverage psychological science to improve workforce productivity. My focus on this topic is driven by a belief that improving the quality of work is one of the most powerful and sustainable ways we can improve the quality of the world overall. Other than personal health and social relationships, few ... [download for more]