David creelaman is author of this case study who is also CEO of Research focuses on fresh,

interesting and important topics in managing people and culture (i.e. human capital
management).

in this case study the author points out the process in implementing the right talent
management software

First to succeed in choosing a right talent management software the HR should be prepared for
the process which requires ability to translate business priorities into talent management strategy
and collaboration with IT department to execute it.

This case study is about example hospital sisters health system, they have a particular type of
TMS system which doesn’t fulfil their goals. Their main crucial goals were retaining the leaders
and developing them, the old tms system could not fulfil on these goals. So their CIO decided to
go for new TMS system. In order to access this Tms system we need to collaborate with different
teams like IT to execute it. Here HR occupies the middle seat, the upper management of the
company like CEO ,CXO will have certain business strategies to be executed which will be
conveyed to hr, the hr will find a way to execute it and will pass on to functional level team. Hr in
the middle seat acts as a bridge between upper management and functional team.

This also says that from the middle seat the role of the HR is not only limited to finding a right
TMS software and vendor but also make sure that the business objectives align to the needs of
business. And also manage an effective collaboration with IT dept.

The mid sized organisations like hospital sisters focuses mainly on employee benefits, managing
compliance and employee relations. But they should also focus on getting a right Tms to meet
their organisational goals.

Here are some reason why TMS software fail:

• Lack of clarity in strategy: Every business has its own shortcomings or problems in it.
The strategy to overcome the shortcomings should be communicated
• Poor process: This emphasizes that Tms cannot work efficiently if the process followed
by the company is flawed. The company has to correct all the flaws and the implement
TMS software for effective results.
• Lack of buy in: Lack of acceptance of the new TMS or poor implementation without
proper process will lead to difficulty in using for the end users.
Common sources of failure in selecting a TMS:

• Failing to connect business needs: We should not implement a TMS just like that.
Seeing other companies implementing we cannot follow the same. It is important for HR
to make sure that the business strategy perfectly aligns with Talent management strategy.

• Failure to clearly translate the talent management strategy into technology requirements:
There are chances of many failures happening due to lack of converting talent management
strategies into queries and data points which will not be the output of technology. The Hr
must be in the place to understand the IT needs.

• Expectation that technology can “fix” poor talent management pro cesses : TMS software
can act as a tool for better talent management but it alone cannot fix the process. So instead
of thinking that TMS will fix everything it will be better if we focus on our process.

• Lack of buy in: Even if HR understand the business needs the stakeholders may not be ready
for the change. So it’s the responsibility of hr to make sure the importance of TMS is being
conveyed for the stakeholders to help them understand.

Clarifying the Talent Management Strategy:

The Tms vendor selection must be based on the needs of the company for this the HR should put
themselves in the shoes of business partner roles.

They should ask some questions to themselves like:

• What business problems are we trying to solve?

• Are we anticipating changes in direction, goals, or culture that will require people to make
major changes in their behavior or skillset?

• Do we know how well our people are performing?

• What kind of leaders will we need in the future?

• Do we know how to get them?

Example: For senior leaders they’ll be concerned about falling sales in a certain market, or they may
want to differentiate their company by being strong in customer service. Or questions like are sales
falling because of less skilled employees.. As a strategic business partner hr should demonstrate how
talent management process can address these issues. To meet these problems and address these
solutions what functionality should the TMS have in it and tools that will be useful to addressing
these issues. With the developing technology HR would also bring expertise in many fields like big
data analytics and non hr sources of information. But one should not lose the goals of the company
in exploring these new technologies. An organisation without critical competency needs or an
effective management system will get lost in these things. So it is the job of the HR to anchoring
onto priorities and keeping everyone in the same page.