Contributed by Karen Finch, Principal Consultant, Knowledge Infusion
Knowledge Infusion continues to run into organizations daily that have created too many silos with their talent management and HR technology solutions. This is usually the result of a lack of HR technology strategy.
In the absence of a centrally managed talent management system, savvy lines of business or pockets within some organizations have developed their own systems to meet needs; particularly in the areas of succession planning and performance management. As HR departments develop their talent management strategy, they should allocate time during discovery to identify these organically grown systems.
To fully harness the power and benefit of a centralized (and integrated) talent management system, a set of common job/role competencies, data gathering forms, and rating scales will support consolidation of data. Aggregated data can then be used within the management hierarchy to: Identify organizational strengths and weaknesses, include a larger number of positions and employees in succession planning, and to identify bench strength (or weakness) as corporate priorities shift.
If your organization is considering the purchase of an integrated talent management system, project team management should focus on the politics and work effort required to socialize and build acceptance within these pockets. Extra time may also need to be allocated during requirements gathering and the solution design phase to ensure the individual needs understood and met.
Another infusion of knowledge (from the field)...
