How to Avoid a Talent Acquisition System Meltdown

January 24, 2014


The fight for talent is one which is truly on a global scale with companies constantly looking for that competitive advantage that will enable them to attract and hire the best talent, as well as retain that talent and continue to develop the company talent base to ensure ongoing success. Over the years solutions have been developed to meet these objectives – first as point solutions and then into more evolved integrated solutions. Selection and implementation of these solutions is a top priority for more and more companies but to do so successfully is not a foregone conclusion. A successful implementation is not measured ultimately in terms of “on time” and “within budget” but rather whether the deployed solution is adopted by its user constituency in the way envisioned by the organization.

In “How to Avoid a Talent Management System Meltdown” the idea that failed deployments is due to “bad product” or “product deficiencies” is addressed. The reality is that failed implementations can be attributed to more fundamental evaluation, selection and implementation issues – issues that when understood will greatly increase the probability of a successful implementation. Although the focus of discussion will be on the front end of the TMS footprint (i.e., Talent Acquisition and Onboarding), the concepts presented certainly relate directly to other TMS components such as Performance, Compensation, Succession Planning and Learning.

“How to Avoid a Talent Management System Meltdown” webinar is being offered as the first webinar of the The IHRIM Online Talent Management Forum on January 27th at 11am CST. Click here for registration details and complete details on the IHRIM Online Talent Management Forum.

Participants will leave with a clearer understanding of the pitfalls inherent in the selection and implementation process as well as learn best practices to ensure a successful Talent Acquisition implementation that will provide a solid platform to build out to encompass a full TMS solution.

Brian KimballBrian has over 20 years of expertise in the human resources domain including over 10 years in systems development and implementation. In his role at HRchitect, Brian manages Talent Acquisition and Talent Management consulting activities and resources.


The Challenge of Going Global

February 1, 2012

Global companies often struggle with the challenge of deploying technology solutions and process automation in regions that perceive the demanded changes as “corporate mandated” and specific to the location of the company’s corporate offices. How often do we hear the sentiment expressed that this is just another corporate initiative that has nothing to do with how we do business in the region? Consequently, many system initiatives fail miserably when the regions are asked to adopt it. Projected ROI is not realized, organizational ineffectiveness continues, and careers are adversely impacted – despite the well intentioned deployment.

Over the last several years I have had the opportunity to work with many world-leading companies that have deployed solutions throughout the various world regions – to local end user populations with very distinct processes, business cultures, and language requirements. In working with these companies one of the first thing we have done is assess the company culture to determine if the organization is truly ready to deploy a global system that will be adopted as envisioned. After all – “if you build it they will come” only works in the movies.

In response to this problem, countless books, articles and white papers have been written and an equally large amount of seminars and workshops delivered. So why not (I ask myself) a blog on lessons learned over my years working with companies that have ventured into the world of global system deployment? Lessons learned from working with executives, project team members and system end users – both at Corporate as well as in the regions. A blog that discusses how to create a more effective deployment atmosphere and culture during system definition and implementation and prepare the ground properly to ensure that the actual system deployment is positive and yields the desired response at the Corporate and Regional level.
So, from scheduling calls and engaging virtual teams, to walking the fine line between localizations and standardization; from ensuring representation and commitment at the regional level, to overcoming project stereotypes and misconceptions across the board; from defining deployment strategies and managing system rollout tasks – stay tuned. Practical tips and suggestions I have learned (sometimes through my own mistakes) over the past decade as I have worked with well intentioned, conscientious and highly motivated colleagues thrown into the deep end and asked to swim.


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