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Business Consulting Services

A Case Study in Talent


Management Implementation

Rob Briggs
Human Capital Management

© Copyright IBM Corporation 2004


Business Consulting Services | Institute for Business Value

Introduction
Robert Briggs
Human Capital Management
IBM Business Consulting Services

Formerly Head of Performance & Learning, Lloyds TSB

Agenda

1. Business drivers for Talent Management

2. Implementing a Talent Management System

3. Lessons learnt

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Introduction
Robert Briggs
Human Capital Management
IBM Business Consulting Services

Formerly Head of Performance & Learning, Lloyds TSB

Agenda

1. Business drivers for Talent Management

2. Implementing a Talent Management System

3. Lessons learnt

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Business drivers for Talent Management

THE HR VISION

“To create the highest performing workforce in the financial services industry
in the UK”

THE HR MISSION

“To work in partnership with business units to build the capability to achieve sustained
competitive advantage through strong customer franchises”

TO ACHIEVE HIGH PERFORMANCE PEOPLE MUST HAVE

Clear goals Clear values Understanding Capability to Motivation to Understanding Understanding


and and of how they deliver deliver of how they of consequences
performance boundaries contribute to high high will be rewarded of poor
standards of behaviour business performance performance performance for performance performance

Sufficient A natural
resources expectation of high
to do the job performance by their colleagues

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Business Consulting Services | Institute for Business Value

Delivering the business strategy

High Flawless Deep Strong Emotionally


performance execution customer customer engaged
workforce relationships franchises customers

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Business Consulting Services | Institute for Business Value

Creating a High Performance Workforce

Recruit and build a


leadership and
high potential talent
pool capable of executing
sustained competitive
Implement a system
strategies
of managing performance Create a “strengths based”
that encourages and approach to external and
rewards high performance internal selection to ensure
best fit between person and job,
as a foundation for
high performance
Establish a “UK top-
performing company”
level of employee Build local management
engagement, as a capability to establish
differentiator in deep customer relationship
employee performance and execute flawless
service delivery

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Success Criteria

Leadership benchstrength

ƒbenchmarked performance and competencies Manager and employee capability


ƒ# successors GED’s/MD’s
ƒline manager performance management
Employee engagement accreditation
ƒemployee performance ratings
ƒemployee engagement index
ƒalignment with brand values Employee resourcing
ƒattrition
ƒmanagement/employee ratios
Employee contribution ƒpay levels
ƒdiversity
ƒrevenue per employee
ƒcustomer satisfaction with service levels
ƒemployee added value measures

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Nine Key Practices

Performance 1. Employee understanding of performance standards


Management System

2. Employees encouraged to try; to take managed risk


Performance Culture
3. Internal communication

Performance Review 4. Emphasis on strengths

5. Fairness and accuracy of informal feedback


Informal Review 6. Manager knowledge about performance
7. Feedback that helps employees to do their job better

8. Opportunity to work on things individual does best


Job Opportunities
9. Opportunity to work for a strong management team

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

The business case for technology

? Could a diverse organisation of 77,000 employees deliver this strategy using paper processes

Size and scale of organisation


-administration effort needed to manage paper processes
Benefits of technology
ƒ consistency
Implementation ƒ process efficiencies
-Managing consistency of paper processes
-Is it being done? ƒ speed
-Timeliness of management information ƒ management information

Strategic Management Information


-Availability of key intelligence to drive business
decisions

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Introduction
Robert Briggs
Human Capital Management
IBM Business Consulting Services

Formerly Head of Performance & Learning, Lloyds TSB

Agenda

1. Business drivers for Talent Management

2. Implementing a Talent Management System

3. Lessons learnt

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

The implementation journey


Phase 1: Initiation Phase 2: Study

Process
Request Initial Business Invitation to Product Final Business
Design & Contract
for Information Case Tender Selection Case
Requirements

Executive Engagement

6 months 12 months

Phase 3: Design Build and Test Phase 4: Implementation

Pilot/
Design Labs
User Conference Phase 1 Phase 2 Phase 3
“To be” System built
Acceptance Room Implementation Implementation Implementation
Processes
Pilots

Balanced Learning Talent


Scorecards

9 months 18 months
GO LIVE
Executive Engagement

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Key features – integrated talent management

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Key features – balanced scorecard

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Key features – talent management

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Key features – talent management

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Key features – talent management

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Key features – learning

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Introduction
Robert Briggs
Human Capital Management
IBM Business Consulting Services

Formerly Head of Performance & Learning, Lloyds TSB

Agenda

1. Business drivers for Talent Management

2. Implementing a Talent Management System

3. Lessons learnt

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Lessons learnt
Phase 1: Initiation Phase 2: Study
Defining requirements is crucial and
Request
Process
Initial Business
often overlooked
Invitation to Product Final Business
Design & Contract
for Information Case Tender Selection Case
Requirements
We developed over 300 documented requirements

Executive Engagement Why do requirements?


ƒ Fundamental part of engaging your business customer
6 months ƒ Fundamental to the assessment of12 months suppliers
potential
ƒ Incorporated into the contract to ensure your
Phase 3: Design Build and Test implementation partner
Phase delivers what you want
4: Implementation
ƒ To manage your implementation partner to ensure
there are no significant
Pilot/ change controls
Design Labs
“To be” System built ƒ As the framework
User to design User
Conference PhaseAcceptance
1 Tests
Phase 2 Phase 3
Acceptance Room Implementation Implementation Implementation
Processes
Pilots

Balanced Learning Talent


Scorecards

9 months 18 months
GO LIVE
Executive Engagement

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Lessons learnt
Enterprise-wide
Phase 1: Initiation vs Best of Phase 2: Study
Breed
Process
Request Initial Business Invitation to Product Final Business
Design & Contract
for Information Case Tender Selection Case
Requirements
ƒ During the ITT we reviewed 3 potential
suppliers including the option of
extendingEngagement
Executive our Oracle HR system

ƒ The business requirements led the


6 months 12 months
product decision to a “best of breed”
provider as performance management
Phase 3: Design Build and Test Phase 4: Implementation
and talent were the key business drivers
for the investment decision Pilot/
Design Labs
User Conference Phase 1 Phase 2 Phase 3
“To be” System built
ƒ The product decision was Acceptance
based on: Room Implementation Implementation Implementation
Processes
Pilots

(i) ability to meet internal IT standards Balanced Learning Talent


Scorecards
(ii) ability to meet business requirements
9 months 18 months
GO LIVE
Executive Engagement

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Lessons learnt
Phase 1: Initiation Phase 2: Study

Process
Request Initial Business Invitation to Product Final Business
Design & Contract
for Information Case Tender Selection Case
Getting the Board to fund the
Requirements

investment
Executive Engagement
ƒ Executive engagement is key to getting investment
funding 6 months 12 months

The project
ƒ Phase needsBuild
3: Design sponsorship at a senior level within
and Test Phase 4: Implementation
the business
Pilot/
Design Labs
Creating User Conference Phase 1 Phase 2 Phase 3
ƒ “To be” a “demo” tobuilt
System enable Execs to visualise how the
Acceptance Room Implementation Implementation Implementation
system would work was a crucial part of the executive
Processes
Pilots
engagement campaign
Balanced Learning Talent
Scorecards

9 months 18 months
GO LIVE
Executive Engagement

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Lessons learnt
The importance
Phase 1: Initiation of User Acceptance Phase 2: Study
Testing and Conference Room
Design & Pilots
Process
Request Initial Business Invitation to Product Final Business
Contract
for Information Case Tender Selection Case
Requirements

ƒ Our requirements provided a solid base to design user


acceptance
Executive scripts
Engagement

6 months
ƒ We significantly under-estimated the amount of time 12 months
and effort to write UAT scripts and agree Acceptance
criteria3: Design Build and Test
Phase Phase 4: Implementation

Pilot/
Design Labs
ƒ CRPs
“To be” were aSystem
great built
way of piloting
User the system in a safe
Conference Phase 1 Phase 2 Phase 3
Acceptance Room Implementation Implementation Implementation
environment and raising confidence levels that the
Processes
Pilots
system would work when implemented
Balanced Learning Talent
Scorecards

9 months 18 months
GO LIVE
Executive Engagement

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Lessons learnt
Phased
Phase 1: Initiation implementation Phase 2: Study

“Big Bang” or “Phased


Request
Processapproach” ?
Initial Business Invitation to Product Final Business
Design & Contract
for Information Case Tender Selection Case
Requirements
ƒ Implementing an enterprise wide system is a huge
change management challenge
Executive Engagement
ƒ We decided to have 3 phases of implementation
6 months 12 months
- Phase 1 Balanced Scorecards
- Phase
Phase 2 Learning
3: Design Build and Test Phase 4: Implementation
- Phase 3 Talent Management
Pilot/
Design Labs
ƒ In Usertop 6000 managers
Conference Phase 1 Phase 2 Phase 3
“ToPhase1
be” weSystem
implemented
built to the
Acceptance Room Implementation Implementation Implementation
in the Group first and then deployed further once Pilots
Processes
succesful
Balanced Learning Talent
Scorecards
ƒ A phased approach enabled us to better manage the
change journey as well as ensuring the IT infrastructure
9 months 18 months
could support the additional volumes GO LIVE
Executive Engagement

The Next Generation HR © Copyright IBM Corporation 2005


Business Consulting Services | Institute for Business Value

Contact details

e-mail : Robert.Briggs@uk.ibm.com

Mobile : 07738 313908

The Next Generation HR © Copyright IBM Corporation 2005