David Pumpelly, Director of Talent Solutions at Avature, talked about how incorporating the social intranet enhances talent management.
“I’m going to talk about strategic HR,” announced Pumpelly at the outset of his thought leadership presentation at the 2016 Human Capital Leadership Forum held on September 28 in Los Angeles. “Strategic HR involves two core concepts—what helps companies compete to attract the best talent and what helps companies compete to retain the best talent. Strategic HR can be leveraged to allow HR to have a seat at the table for important planning and decision making. We need to be part of the overarching business strategy,” he emphasized.
“Strategic HR involves two core concepts—what helps companies compete to attract the best talent and what helps companies compete to retain the best talent.”
“In this presentation, I’m going to focus on talent management,” said Pumpelly. “What is talent management? That’s a difficult question to answer. I see people defining it by cobbling solutions together—succession planning, compensation, etc.—and calling that talent management. I think that’s a mistake. Talent management is much more fundamental and much more complex. To achieve strategic talent management, we in HR have to understand our corporate society, how to engage in that society, and how we can shape human interaction in a way that’s consistent with the business goals and objectives,” he explained.
“I’m going to discuss how you can move into the role of understanding your organization so you can listen to and converse with people, which is how things get done. There are some challenges,” said Pumpelly, specfically:
• Our employee base doesn’t report to HR.
• Our employees often don’t know why or when they need to engage with HR.
• HR often isn’t clear about what it should know as part of the organization.
• We have environments now that are entirely different than environments 30 years ago—they’re nodal, distributed, and not as hierarchical—so it’s difficult to know how we can have a hand in shaping employees’ lives.
• Up to this point, software hasn’t been much help in talent management. It was mostly tracking software that maybe aligned with some financial systems.
“The talent management platform can’t simply be tracking based,” advised Pumpelly. “That’s 10-year-old technology. There’s so much more that can be done to foster understanding and collaboration. Don’t just cobble together tools; get more fundamental. That means getting a system that gives you engagement with your employees. This is the first thing your platform needs to do. The next thing it needs to do is collect and present you with information. This information will allow you to have an impact in your organization,” he said.
“There’s so much more that can be done to foster understanding and collaboration. Don’t just cobble together tools; get more fundamental. That means getting a system that gives you engagement with your employees.”
Pumpelly continued, “To get to engagement, you need to think outside the box. Social media is a good box to look into when developing a talent management program. At a strategy level, your programs need to be social. If we join this social conversation, we can shape that conversation,” he stated.
“The concept of the social intranet is so huge for some companies that we, at Avature, had to take the concept out of the Cloud for them and work on specific use cases. The three popular ones that we’re seeing are onboarding, internal mobility, and performance management. Introducing a social concept in the onboarding process makes sense because onboarding is the bridge between talent acquisition and talent management. Adding the social component eases the burden for management and the new employee by providing a way for the company and the individual to get to know each other,” he said.
“Social helps internal mobility by providing a way to get out in front of employees’ plans to move on. One way of doing this is recruiting talent internally and using the social intranet to broadcast these movements,” he noted.
“Performance management is the hot topic today. For example, big companies are getting rid of forced rankings and changing the annual review process. Right now we’re in a talent shortage and we’re looking at how to solve this.” These are the common themes in performance management that Pumpelly has seen among his company’s customers:
• A focus on high performers
• Moving to a context of continuous feedback loops
• Understanding that recognition is perhaps the most important driver of motivation and employee satisfaction—“This is where social comes in,” he said.
“Performance management is the hot topic today. For example, big companies are getting rid of forced rankings and changing the annual review process. Right now we’re in a talent shortage and we’re looking at how to solve this.”
ABOUT DAVID PUMPELLY:
Currently Director of Talent Solutions for Avature, a fast-growing global enterprise HCM platform, David has dedicated his career to help 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.