David Pumpelly, Director of Talent Solutions at Avature, talked about the importance of culture and social media in the new vision of talent management.
Pumpelly began his thought leadership presentation at the 2016 Human Capital Leadership Forum held on November 15 in Dallas by defining strategic HR as how to find and keep the best talent. “Anything other than this is more in the core HR bucket—payroll, benefits, attendance, etc. These are the functions, systems, and processes necessary to run the day-to-day business, but they don’t set strategic direction and align employees with that direction, and they don’t innovate or help design and grow the business. HR needs to be at the table to ensure that talent strategies are reflective of the overarching business strategies of where the organization is heading,” he said.
“HR needs to be at the table to ensure that talent strategies are reflective of the overarching business strategies of where the organization is heading.”
“I’m going to focus on talent management, because that seems to be a hot topic. What is talent management? Succession planning? Compensation? Learning? To me, those are programs. They’re like flags in the wind in that they’re reactive to influences like market conditions, macroeconomic trends, competitive situations, etc. Talent management is much more fundamental and complex,” said Pumpelly. “Talent management for HR should be about having an understanding of our corporate society and HR’s ability in that society to shape human interactions consistent with the business’s goals and objectives.” Pumpelly noted that this is a big challenge for the following reasons:
• HR doesn’t directly manage employees.
• Employees don’t understand why they should be engaging with HR consistently.
• Companies have become much more team- and project-oriented and employees are more distributed.
• Companies have legacy tools that are tracking-based and more aligned with big ERP systems. “Because they’re tracking based, they reflect hierarchical models that are breaking down today. You don’t want tracking-based systems or cobbled-together tools to define your program.”
“Talent management for HR should be about having an understanding of our corporate society and HR’s ability in that society to shape human interactions consistent with the business’s goals and objectives.”
Pumpelly continued, “One of the ways companies are moving away from the old talent management model is dispensing with the annual review. We’ve moved to more subtle forms of employee engagement that are more frequent—surveys, etc. If you really want to know what’s going on in your organization, you need to be at the party. To shape the culture of the organization, we have to become part of the culture,” he advised.
“A big part of the culture is social media. Your strategic talent management platform, the programs it supports, and the programs you’re delivering to your constituents need to be socially enabled. Your talent management program needs to be a social employee portal—you need to Yelpify your HR talent management programs to become a part of the employee conversation,” he said.
“Your strategic talent management platform, the programs it supports, and the programs you’re delivering to your constituents need to be socially enabled.”
Pumpelly emphasized that “Strategy is as much about what you should not do as it is about what you should do. I’m a big believer in having a very lean plan for success. Once you figure out the right strategy to win, you need to stop doing all those things that don’t get you there and put a lot of effort into the few things that do. And start small,” he said.
To enhance engagement, Pumpelly discussed three areas of focus: onboarding (using social media as the platform), internal mobility (recruiting from inside the organization and creating opportunities for employees using a transparent social framework), and performance management (focusing on retaining high performers, on-demand and on-the-spot reviews, and recognition as a strong driver of satisfaction and motivation).
With respect to technology, Pumpelly suggested that we need to get past the big buzz words like Big Data, stop struggling with other people’s ideas of what we should be using, and root our technology decisions in a very clear idea of what it is we want those systems to facilitate. “Using the social intranet, you can target special programs and job opportunities to specific segments of your employee base,” he said. “A social media platform allows HR to subtly nudge employees to do things like update their goals or provide feedback on peers, and it’s a great way to publicly recognize high performers.”
ABOUT DAVID PUMPELLY:
Currently Director of Talent Solutions for Avature, a fast-growing global enterprise HCM platform, David has dedicated his career to helping clients overcome business challenges, optimize efficiency, and improve overall profitability by utilizing his leadership skills, operations experience, and massive technology-integration expertise.
A subject matter expert on the HR tech industry, David possesses an acute grasp of the big picture with a strong focus on how to leverage technology to achieve talent acquisition, talent attraction, and talent management objectives. During his free time, he enjoys spending time with his family as well as snow skiing, boating, golfing, hiking, and reading.