Human Capital Management, HR Technology Conference 2006 #9***Standing room only session***
This was a great session where you learned about how to truly implement complex change across an organization.
Brian Bohling, SVP HR, Hess Corp.
Hess, $18 million case with Authoria
86 of Fortune 100
$23 Billion in revenue
12,000 employees
Headquarters in NYC
Authoria provides enterprise-scale technology across all aspects of the talent management lifecycle.
Performance management process Hess had been using 6 different systems. Our technology stuck. Revamped it from scratch.
Strategic map designed by employees. We changed 401K vendors. We are building transparency.
We got people to use the tool, redesigned rating metrics and emphasis on results.
Training, onboarding, objectives create performance, money, career paths, everything, etc.
Made certain to check with internal clients to make sure things worked along the way. Started with remote locations first then brought it to home office.
Feedback and buy in were critical. People like the intuitive an online support.
Tod Loofbourrow, Authoria, 9 year old company, 300 customers representing 4.2 million software installations…almost ten times salesforce,com
30 of the 300 clients are full talent management clients integrating all of those pieces in a simple and branded fashion is something Hess did well. Having a vision of the desktop. One less complicated system. Understanding key talent drivers. Look a the way business processes link. Career development and learning.
Is this stuff real. Remove silo problem perspective. This is a line of business and CEO issue. ERP, CRM, etc.
You need Integrated Talent Management drives client experience.
Example about Raytheon they need to hire 11,000 engineers and scientists annually. A massive challenge given the constraints.
Competencies – keep it simple, yet learning is driving change in Hess process. Select on fit for purpose.
(Human Capital Management, HR Technology Conference 2006 #9)