Its clear the world has changed. While integration is still a big topic in HR (particularly in technology) and most bigger companies are moving toward building more integrated HR technology strategies, this whole market has shifted. Integration of the core HR processes, once considered the nirvana of talent management, is not the top of mind issue today.
In fact today, whether we like it or not, everything in HR is connected. Since those early days we now have social networking, total connectivity across all people and systems, and a talent system that leaks and collects data from the outside world like never before. Our recruitment, employment brand, and even employee engagement is extended into the public internet, so our internal systems and data no longer stand alone. Today, while core talent programs must still work together, we need to consider the whole “ecosystem” of talent issues in our strategies, programs, and systems.
Companies not only face leadership and skills gaps, they face new challenges: employee engagement is at an all time low, retention scares everyone. Companies are struggling to figure out how to make work “easy” and “humane” given the fact that the barriers between work and life are all but gone.
Also, as I mentioned earlier, the topics of diversity and inclusion are top of mind. Silicon valley firms are now embarrassed at their male, youth-dominated culture – yet it’s very hard to change. Today businesses need to focus on building a diverse, inclusive, and humane work environment – topics we never talked about ten years ago.
Performance management, once considered the core of all this, is now being totally redesigned – with a focus on much more simplicity, coaching, agile goal management, and developmental feedback.
What about talent analytics? We thought about it a little in 2008 but now it’s the #1 new program on the mind of most HR teams. Today’s analytics is far more than the “HR Analytics” talked about in the 1990s and 2000s – this is a brand new “people analytics center of excellence” that looks at all aspects of people and how we hire, manage, recruit, and retain people based on hundreds of data attributes.
People analytics will rapidly integrate with financial and other business analytics, letting businesses understand the people issues behind all major business challenges (ie. sales productivity, product quality, customer retention, etc.).
So my point is that the original idea of “integrated talent management” is really no longer the problem. We have to accept that everything is related – and now, rather than think about “integration” we need to focus on how we “drive talent outcomes.” We have shifted away from thinking about all the internal HR issues we have toward an outward focus on “solving the talent problems in my company.”
That is what we know as Client Success.