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A 19312. E-mail: rklavans@mapofscience.com The majority of the effort in metrics research has addressed research evaluation. Far less research has addressed the unique problems of research planning. Models and maps of science that can address the detailed problems associated with research planning are needed. This article reports on the creation of an article-level model and map of science covering 16 years and nearly 20 million articles using cocitation-based techniques. The map is then used to define discipline- like structures consisting of natural groupings of articles and clusters of articles. This combination of detail and high-level structure can be used to address planning-related problems such as identification of emerging topics and the identification of which areas of science and technology are innovative and which are simply persisting. In addition to presenting the model and map, several process improvements that result in greater accuracy structures

Transcript of google system 3 2403 s article reports on the creation of an articl

  • 1

    Getting to Yes: Creating a

    Business Case for a Talent

    Management Suite

    Katherine Jones, Ph.D.

    Vice President, HCM Technology Research

    Bersin by Deloitte

    Deloitte Consulting LLP

  • 2

    Agenda

     Software management issues facing HR today

     What research tells us

     The value of the single suite

     Getting started: Business case planning and preparation

  • 33

    Software Issues Facing HR Today

  • 4

    The State of the Art:

    HCM Software in Use Today

    Source: Investments in Human Capital Management Systems 2014. Katherine Jones. Bersin by Deloitte. Spring 2014.

  • 5

    Too Much To Manage

    “Large” = 25,000+ employees

    Source: Investments in Human Capital Management Systems 2014. Katherine Jones. Bersin by Deloitte. Spring 2014.

    2012 18%

    2013 33%

  • 6

    Talent

    applications

    are aging…

    Recruiting

    Performance Management

    Compensation

    Learning

    Time & Attendance

    Succession

    40%

    17%

    19%

    26%

    17%

    12%

    7+ Years Old

    Investments in Human Capital Management Systems 2014, Katherine Jones. Bersin by Deloitte. Spring 2014.

  • 77

    What

    Research

    Tells US

  • 8

    organizations are considering purchasing new

    HR or Talent Management technology in the next

    18 months 54%

    90% replacing the existing solutions used today

    Investments in Human Capital Management Systems 2014, Katherine Jones. Bersin by Deloitte. Spring 2014.

  • 9

    Strategy Matters:

    Business Drivers Push

    New Software Choices

  • 10

    41% Desire to move to new cloud-based technology/SaaS

    Move from disparate local HR

    systems to one global system 35%

    Desire to consolidate around one

    vendor's platform 29%

    Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring 2014.

    Addressing Strategy Shifts through

    Technology

  • 11

  • 12

    Can’t integrate with other systems

    60%

    Can’t get analytics

    53%

    Improve user

    experience

    53%

    Source: Investments in Human Capital Management Systems 2014.

    Katherine Jones. Bersin by Deloitte. 2014.

    Top 3

    Drivers

    for

    Replacing

    TM

    Software

  • 13

    Selection Criteria

    Improved analytics

    Better User

    experience

    Integration

    Cloud

    Source: Deploying HCM Technologies: Making Change Work. Katherine Jones.

    Bersin by Deloitte. 2014.

  • 14

    “Cloud”

    GOAL

    Technology

    Consolidation

    Application

    Integration

    CRITERIA

    User

    Experience

    Analytics

    • Lower cost software

    contractual

    arrangements

    • More rapid response

    to changing labor

    markets

    • Improved employee

    relationship

    management

    • Enhanced scalability

    via SaaS

    • .

    BUSINESS OUTCOMES

  • 1515

    Preparing the

    Business Case

  • 16

    Why Buy New Software?

    Solve a Business Problem

    • Lower operating costs

    • Improve employee productivity

    Pursue a Business Opportunity

    • Increase production

    • Open new markets Gain a

    Competitive

    Edge

  • 17

    Five Steps for Developing a Business Case for a

    Talent Management Suite

  • 18

     Your business case will have a much great likelihood of

    success if you have an executive sponsor or supporter.

     It is critical to find out who the different “players” are and

    what their issues are likely to be.

    - Who are the decision maker(s) for the business case?

    - Who will be affected by the solution?

    - Who are the people to approach when gathering information to

    build the business case?

    - Does the proposal have a champion or sponsor?

    - Who are the potential naysayers?

    Identify the

    Business

    Issues &

    Stakeholders

    Define the

    Solution

    Identify Costs

    & Make

    Informed

    Assumptions

    Quantify

    Impact

  • 19

    CHRO

    • High turnover costs

    • Employee survey results

    • Low employee engagement

    CEO

    • Growing top-line revenues

    • Reducing product costs

    • Expanding into new markets

    CFO

    • Reduce risk exposure

    • Strategic mergers &

    acquisitions

    CMO

    • Capitalizing on social media

    • Building workforce capability to

    deliver a perfect experience

    to the “connected” customer

    What Keeps Executives Up at Night

  • 20

    Identifying Business Problems

    High turnover among

    key positions

    Difficulty hiring

    the right

    person

    Theft / Loss

    Safety issues

    Growing operations

    overseas

    Improving

    performance/

    engagement

    Meeting

    regulatory / compliance

    requirements

    Reducing

    operational costs Innovation— out-

    innovating our

    competitors

  • 21

    • Identify the issues

    impacting the business

    • Identify the organizational

    sponsors/influential

    leaders

    • Articulate in ways that

    engage the key

    stakeholders

    Identify the Issues

    & Stakeholders Example Example Stakeholders Impacted

    • Increased Absenteeism • Line Managers, COO

    • High Turnover • CEO, CHRO, Line Managers

    • System Consolidation • CIO

    • Critical Skill Gaps • CEO, CHRO, Line Managers

    • High Benefit Costs • CFO, CHRO

    • Labor Law Changes • Legal Counsel

    • Environmental Emergencies • Heath & Safety, COO

    Identifying Issues • Talk to business leaders, line managers, HR, and talent

    leaders

    • Conduct industry & market research

    • Identify key stakeholders: Who will make decisions? Who will

    benefit? Who will be impacted?

  • 22

    Structuring the Business Case

    • Identify issues

    impacting the

    business

    • Identify

    organizational

    sponsors /

    influential leaders

    • Articulate in ways

    that engage the

    key stakeholders

    Identify the

    Business

    Issues &

    Stakeholders

    Define the

    Solution

    Identify Costs

    & Make

    Informed

    Assumptions

    Quantify

    Impact

    • Detail the solution

    • Consider

    alternatives

    • Determine risks,

    dependencies, and

    assumptions

    • Identify both hard

    costs and opportunity

    cost drivers

    • Engage stakeholders

    to guide cost

    assumptions and

    validation

    • Provide assumptions

    and benchmarks for

    costs

    • Identify expected

    benefits

    • Quantify the

    benefits

    • Identify intangible

    benefits (and

    quantify if possible)

  • 23

    Define the Solution

     Know what you have

     Consider alternatives

     Account for risks

     Account for dependencies

  • 24

    Detail the Solution: Considerations

     Where will the solution be used? In what

    offices or facilities? In how many countries?

     Does the solution build upon your current

    resources and/or infrastructure?

     How quickly does the solution need to be in

    place?

     Will we roll it out over time or all at once?

     Should we combine the solution with

    another related initiative?

     How should we measure the solution’s

    effectiveness?

  • 25

    Structuring the Business Case

    • Identify issues

    impacting the

    business

    • Identify

    organizational

    sponsors /

    influential leaders

    • Articulate in ways

    that engage the

    key stakeholders

    Identify the

    Business

    Issues &

    Stakeholders

    Define the

    Solution

    Identify Costs

    & Make

    Informed

    Assumptions

    Quantify

    Impact

    • Detail the solution

    • Consider

    alternatives

    • Determine risks,

    dependencies, and

    assumptions

    • Identify both hard

    costs and opportunity

    cost drivers

    • Engage stakeholders

    to guide cost

    assumptions and

    validation

    • Provide assumptions

    and benchmarks for

    costs

    • Identify expected

    benef