The HAMS and the Top 22 Best Practices for Talent Management

I came across this after reading about it on Training Magazine’s Training Directors Forum…from the Bersin & Associates web site:

The Top 22 High Impact Talent Management Best Practices based on their research, which you can buy via their site at:

 

– from their web site:

High Impact Talent Management®: Top 22 Best Practices
Corporate Talent Management is one of the most important business initiatives in the coming decade. After more than 2 years of research including 750+ corporations and 1 million data elements, Bersin & Associates has discovered the top 22 talent management proecesses which drive the highest levels of business impact. By popular request, here they are!

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Click on all graphics to enlarge.

And I wondered how their listings “link” to my model for Human Asset Management Systems – HAMS.

In other words, which Human Resource Systems – Human Capital Systems – Talent Management Systems – or: HAMS get these best practices accomplished? Here is my HAMS Model:

The HAMS are a component in my EPPI – Enterprise Process Performance Improvement methodology-set. Here is my table of the linkages…

A description of these HAMS follows…from my March 2005 quarterly column in the series that I am doing for http://www.bptrends.com/

The HAMS’s Organization & Job (Re-)Design Systems provide a set of job designs and an organization design conducive to the needs of the process, it’s volume, and configured for the likely abilities and capabilities of the human performers who will be selected into those jobs in the locations where the performers will perform.

The job designs then roll up into the organization design. It is a “bottoms-up” approach driven by the visible top down “end goals” of the process performance.

The HAMS’s Staffing & Succession Systems provide the strategies, plans and mechanisms for staffing plan development and the succession strategies, plans and mechanisms necessary to populate the organization’s jobs with people in an efficient manner, providing career and growth opportunities where possible/feasible.

Staffing & Succession Planning Systems takes the job designs, their process performance requirements, and the enabler requirements, and determines who to recruit, how many, from where, and how.

The HAMS’s Recruiting & Selection Systems provide the strategies, plans and mechanisms for first recruiting and then selecting the best candidates in the right quantities, consistent with the Staffing & Succession plans, and populating the organization’s jobs.

This system must bring humans into the enterprise that have as much of the human attributes needed as possible.

The HAMS’s Training & Development Systems provide the strategies, plans and mechanisms to train and develop the new hires and incumbents consistent with their performance requirements in the organization’s jobs, as they have been designed.

This system takes the individual and back-fills them with the missing key knowledge and skills not acquired during the recruiting and selection processes.

The HAMS’s Performance Appraisal & Management Systems provide the strategies, plans and mechanisms for appraising the job task performance and managing all issues (problems/opportunities) as appropriate, and consistent with laws/regulations/codes and enterprise policies/procedures.

Where performance is falling short of the requirements, performance management, including “development planning (back to the T&D System) as well as last resort efforts such as “progressive discipline” and possible “termination” may be required to resolve the issue and meet the process needs.

The HAMS’s Compensation & Benefits Systems provide the strategies, plans and mechanisms to ensure that the total pay and benefits attract and retain competent staff, appropriate for the various labor markets for the various locations of enterprise operations, and are consistent with laws/regulations/codes, any labor contracts (if applicable), and enterprise policies/procedures.

Pay for performance, or knowledge, or skills, is fairly easy to structure, build and maintain when you understand clearly the process performance requirements and the human enablers. And it is ultimately more equitable.

The HAMS’s Reward & Recognition Systems provide the strategies, plans and mechanisms for providing non-monetary and small-monetary rewards and recognition to appeal to the ego needs of staff, and are consistent with laws/regulations/codes, any labor contracts (if applicable), and enterprise policies/procedures.

Recognizing a job well done requires understanding what a well done job looks like.

Those are the Human Asset Management Systems in the EPPI methodology-set.

For copies of my columns at Business Process Trends, use their search function for “Wallace” at http://www.bptrends.com/

In the big picture of Enterprise Process Performance there are 3 key variables…the Process itself …the People enablers and the Environmental enablers.

Processes are from the Systems that are themselves either core, or leadership or support oriented…to that “department/entity” in the WBS of entities/departments that make up the Enterprise.

Human and Environmental Assets either have what is needed for the specific process performance – or they are lacking.

My “bug” about using generic competencies, those that Don Tosti refers to as aspirational, is that they are too general and non-specific that they shouldn’t be used to guide/direct training development, or performance measurement.

They are using enablers and not the “surface performance” that should be the targeted measures driving these HAMS type systems and processes.

My preference is to generate specific process performance data, either Process Maps or Performance Models to generate the real enablers of Peak Performance.

As John Coné wrote in his review of my latest book: One of the great strengths of the book is that it is NOT about competencies.You make an outstanding point that there is more to the job than just possessing (or even exhibiting) competencies.

I use the following model to guide analysis of a department and/or managerial performance.

More can be learned about that model by applying it in your own “acid test” situation.

And you can do that by downloading for free, a PDF of my new book (new in 2007):

Management Areas of Performance. Available at http://www.eppic.biz/

Early reviews for
“Management Areas of Performance”

Mark Graham Brown
Large government and corporate organizations continue to spend money on canned or custom-developed leadership programs that fail to produce effective managers. This book presents a proven methodology for determining the specific management competencies needed for success in your own organization. By using this approach, based on studies of your most effective managers, you will build the foundation of a program that will allow you to select and train a large cadre of effective managers and leaders.

John Coné
One of the great strengths of the book is that it is NOT about competencies.
You make an outstanding point that there is more to the job than just
possessing (or even exhibiting) competencies.

I really liked the book. Now, I have to be honest with you – it surprised
me that I did. I have never been a fan of “workbook” type books that
require me to do a lot of introspection and homework. Maybe that’s because
I’m lazy, or maybe because they require me to accept the models in the book
as I go along rather than deciding after I have read it all how well they
will apply to my world. Whatever the case, when I saw how your book was
organized, I figured I wouldn’t like the format and then I’d have to figure
out how to tell you that.

But it didn’t happen that way.

I think it is because of the way the book is organized, and perhaps also because you keep things relatively simple. You don’t ask me to buy into a complicated and unusual model; but one that is pretty straightforward and logical. I also think that using the technique of directing people to the chapters that apply to them the most (as you do in Chapters 4 and 18, for example) prevents us from having to slog through work that we are not sure goes to the heart of our concerns. That is a brilliant move, and I wish more authors used the approach.

Thanks for the chapter summaries. They keep the reader on track and tell us
what you as the author think are the key points of each chapter. The intros
also do a great job of keeping us oriented.

The book reads easily and is very clear and concise.

Judy Hale
I do like the way you have grouped the areas of performance. You have developed a useful tool and process to help identify, define, and evaluate managerial competencies.

Margo Murray
How I spent my holiday weekend ….Actually several enjoyable hours of it were spent reading your new book! Congratulations on completing this comprehensive treatment of an essential subject. Here are some general impressions:
► It will be very useful as a handbook and desk reference for managers, especially newer ones
► I like the flexibility to access and use the sections most relevant to a current role or responsibility
► Some chapters will serve as excellent checklists, for example the troubleshooting ones
I found myself many times thinking, “I wish I had written this book when my management experiences were being tested and improved.”

Joe Sener
I like the model. It will help organizations on several levels:
► Clarity of what should be the responsibility of each level of management
in the organization.
► The recognition that different individuals will be better at some of
these AoP’s than at others — and that is not only OK but that diversity
adds strength to the organization.
► A detailed description of the skills required of each role at the
individual contributor line as well as an assay of those skills at the
organizational level.
► A recognition of the time required at the Management Support level which
is seldom, if ever budgeted for by the organization but is just assumed
that we will find the time for it. I believe that upwards of 40% of my
time is spent just managing Human Assets.

Darlene Van Tiem
Tremendous performance management tool! Competence is key to inspiring, challenging, and coaching employees. Every leader should require Management Areas of Performance as part of a performance assessment empowering their managers to develop competencies, thus improving competitiveness and organizational effectiveness.

Comprehensive, well organized, and motivational.

Actually, I think that it is a terrific succession planning, career development, and employee development piece. You have presented, in detail fashion, the full set of competencies. You have not glossed over issues and made it a simple book.

Frank Wydra
I like where you are going with Management Areas of Performance and I believe it will prove a useful workbook for many who are trying to move beyond training and development and into the bright, glowing work of human performance technology. You can quote me on that, if you so choose.

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