BlogERP: Jim Holincheck's HCM Software Blog

Gartner HCM Research -- June 2006

Below is some of the more recent HCM-related research from Gartner.

How to Lead and Manage the IT-Literate Workforce

Author: Flint, David

People with IT-related skills are now spread across the enterprise, but conventional organizational hierarchies can't manage these dispersed resources effectively. To ensure that these people receive the advice and development they need, organize them into a set of internal "professions."

Contact Center Workforce Optimization: A Framework for Success

Author: Davies, Jim

Contact center performance is affected by its employees, technologies and processes. Gartner has developed a framework that encapsulates an emerging software market focused on delivering effective and efficient contact center environments.

Evaluating the Use of One Provider for Global Payroll Outsourcing

Author: Holincheck, James; Tornbohm, Cathy

In small markets, most global organizations outsource payroll to local service providers. However, new models have emerged that enable organizations to outsource payroll to a single vendor. Early adopters must understand the pros and cons of these models to choose the most appropriate provider.

E-Learning Suites Are More Than Just 'One-Stop Shopping' Solutions

Author: Arevolo De Azevedo Filho, Waldir; Lundy, James

The rapid evolution of e-learning suites, coupled with the integration of learning management systems, learning content management systems and collaboration functionality, has generated significant interest from enterprises, presenting opportunities and challenges.

As Promised -- More Thoughts on Key Trends in HCM Applications

In my previous post, I discussed my view back in late 2002/early 2003 that competency management was going to become important again. Competencies are a fundamental component of talent management applications. They are used as part of the hiring process to determine candidate fit. They can be used in performance reviews (though not everyone thinks this is a good idea). They are used in assessments that drive training and development. The results of those assessments also drive succession planning. Finally, in some cases, they can even drive compensation (e.g., pay-for-skills programs). The reason that competencies can link these various activities is that it is structured data. This is a good thing -- but it is also a not so good thing. It can be limiting.

Competencies are usually defined for jobs (or job families). So, basically the systems track individual competencies only for the job that that person is in. That is the limiting part. It does not provide a complete talent profile for that individual. I may have other competencies that have nothing to do with the job that may be useful to an employer. It is not easy to capture, much less maintain this full picture. In a earlier post, I provided a link to a Gartner High Performance Workplace blog entry on dynamic profiling which is one approach to helping fill in the blanks of a talent profile. I will not repeat all of the details here, but the concept is to build a dynamic profile that uses both structured (e.g., competencies, certifications, etc.) and unstructured (e.g., resume, e-mail, discussion forums, etc.) information to build a more dynamic (and complete view of the) talent profile. Think ZoomInfo but leveraging internal and external data.

I think this is a good direction, but there are more opportunities for a richer model. I have to give credit where credit is due. I was having dinner with the Workday folks last week and Mark Nittler , Karen Beaman, and I were discussing tags (i.e., as used in sites like del.icio.us and digg, etc.). As I thought about the conversation the next day, it struck me that this could be very useful for talent profiling. Imagine a system that allows you extracts a set of tags from a resume and that would allow a candidate to self-describe their capabilities using tags. What if you could easily tag documents that you create with tags that describe the competencies demonstrated in producing those documents (and the system could read those tags and associate it with your talent profile)? It would be pretty cool. As much as I think competencies are important, I think within five years we will see systems supporting richer, more dynamic talent profiles.

Technorati Tags: HCM, Talent Management, Competency Management, Recruitment, Performance Management, Succession Planning

Gartner E-Learning Research

Magic Quadrant for Learning Management Systems, 2005

The 2005 LMS Magic Quadrant reflects market consolidation driven by customer base acquisitions. This will compel customers and prospects to prioritize financial viability and product interoperability in their selection criteria to reduce the risk that their products will become orphaned.

Magic Quadrant for E-Learning Suites, 2005

E-learning suite vendors continue to expand their products' functionality and market presence. These trends have altered the position of the vendors in our latest Magic Quadrant.

Magic Quadrant for E-Learning Content, 2004

Interest in e-learning content continues to increase, with demand concentrated on custom content. The 2004 E-Learning Content Magic Quadrant reflects significant changes compared to 2003.

Justify E-Learning Investments in Three Phases

E-learning requires sustained investments over many years; however, the justification for this spending will change with time. To retain the support of corporate managers, use a three-phase approach to explain the benefits e-learning will provide.

How to Move to the Next Level of E-Learning

A Gartner survey shows that many companies are moving from departmental to enterprisewide e-learning. Take concrete steps to make that transition successful and improve the benefits received.

Hype Cycle for E-Learning, 2005

Gartner's 2005 E-Learning Hype Cycle defines the stages of e-learning technologies. Understanding the drivers and inhibitors of these technologies will help organizations mitigate risks and generate greater rewards for their e-learning strategies.