HR 트렌드 및 인재관리 중요성

Oct. 15, 2015

Organization & Transformation LeaderA.T. Kearney Korea

박승열전무 ([email protected])

Talent Management

Harnessing the power of talent in the race for high performance

2

Agenda

■ Trend and Importance of Talent Management

■ Leading Practices

■ Approach and Keys to Success

3

전통적인재관리의방향은여전히유효하며, 이에더해최근부각되는경향은보다더세분화, 차별화, 집중화된요건을담고있음

핵심인재이탈방지

성과향상을위한동기부여

내부중심인재파이프라인(리더십, 승계, 스킬)

인력다양성관리

적기에필요스킬공급

세대간차이의이해및조화성과창출과멘토/코칭을 겸비한리더양성

내/외부인재파이프라인의집중육성(전략적중요도에따른핵심직무/스킬/포지션)

글로벌모빌리티, 모바일근무, 내/외부협업의최적지원

핵심스킬/인력의 상시관리및선제확보

Traditional Trends Emerging Trends

명확한인재운영전략활용가능한인재프로파일

인재운영전략과연계된확보, 육성, 유지프로그램

인재운영성과를측정하고모니터링하는지표및데이터상시관리

Talent Management Outcomes

Trends

전통적요건과새로운요건을함께충족시키기위한, 보다전방위적이고체계화된인재관리접근법이필요함: Strategy ~ Profile ~ Program ~ Evaluation

Who

What

Where

How

Source : A.T. Kearney analysis

4

이러한변화요건을반영하여, 전략을제대로실행하기위한인재운영/육성체계인Talent Management Framework을정의함

A.T. Kearney Talent Management Framework

Profile

•인력운영전략을달성하기위한요구인력프로파일정의

•현보유인력의프로파일진단및 Gap 분석

Workforce Strategy

•제반인사업무수행의방향과전략적의지가정의된인력운영전략및목표수립

Ongoing Evaluation

•인재관리활동의목표대비진행성과모니터링 (Dashboards)

•지속적인개선

Retain/Deploy

•직원몰입/참여및동기부여

• Career Path 개발및활용

•글로벌모빌리티관리

•모바일/원격 근무관리

Develop

•지속적인혁신/육성환경조성

•리더십/멘토/코칭 프로그램개발

•승계계획 / 핵심인재관리

•세대간차이/갈등 관리

Identify / Attract

•조직미션과연계된필요인재확보

•인재확보전략수립

•채용프로세스개선

Definition

Profile

Organization Goals and Strategies

Ongoing Evaluation

Workforce Strategy

Activities

5

효과적인인재관리를통해사업성과를창출하고고객만족도및직원몰입도를극대화하는것이전략적 HR의주요사명임

비즈니스성과창출요소

Note: Support Systems : Career Pathing; Coaching; Leadership Development; Compensation / Rewards; Mentoring; etc.

Right

Competencies

Right Employees

Talent Management

Competencies align to achieve:

•Corporate Business Results

•Customer Expectations

•Employee Engagement

Importance of Talent Management

6

최근의경제위기상황에서 Fortune 500 기업의결과를보면인재관리(TM) 가성과창출의핵심요소임이증명됨

매우다이나믹한경제환경속에있는오늘날비즈니스리더는각기업에최적화된인재관리전략및접근방법을찾고적용하는능력이필수적으로요구됨

체계적인인재관리프로그램의사전준비를통해최적의시점에최적의비용으로인재관리의효과성을극대화할수있는 Timing이매우중요해짐

• 인재관리에탁월한기업은평균기업대비EBITDA가 15% 높음1

• 특히경제위기상황에서는 18% 더높은결과를보임

• 이에 45% 의기업이 Talent Gap을인식하고인재관리비용을늘릴계획에있음4

• 인재관리비용의축소는매우근시안적결정임이증명되고있음.

• 이는중장기인재관리계획을훼손하고,

약 1/3 핵심인력의이탈로이어짐3

• 최근의경기침체상황속에서직원사기의저하와리더십에대한불신이가속화되고있으며, 경영진의약 40%가 이런상황에매우큰우려를보임2

• 따라서경제회복기에진입하게되면대규모인재이탈이예상됨

• 경영진의 43%는인재 이탈가능성에매우큰우려를보임 2

Not in economic downturn

EBITDA of average companies

EBITDA of companies excelled at TMIn economic

downturn

EBITDA comparison

Disengaged 1/3

workforce

Disrupted TM plans

Promotion

Training

Succession

+ 18%+15%

특히장기간경제침체상황을겪으면서, 효과적이고집중적인인재관리를해온기업이보다더큰성과를창출하고있음이입증됨

A Call to Action for Talent Management

1. The Hackett Group Report 2. Managing talent in a turbulent economy, Deloitte 3. Mercer Report4. New Talent Management Network, Business Week. A.T. Kearney analysis

Importance of Talent Management

7

글로벌선도기업의인재관리에나타나는공통적이고특징적인경향이있음

Talent Management Leading Practices

Identify/Attract Develop Retain/Deploy

Talent Management Enablers

Leading Practices

• 리더는보다폭넓은리더십스킬을보유(기술적, 관리적, 전략적)

• 리더는직원에게단순히직접적인업무영향력행사를하는관계를넘어서, 항상가시적으로접근가능한신뢰관계

• Cross-functional 한교육기회충분제공

• 교육효과를극대화하기위해세대간차이의면밀한고려

• 직무수행요건과역할/책임이명확히기술되어있음

• 조직운영의투명성/가시성 존재

• 인력배치/운영을총괄적으로관리/모니터링할수있는 Tool의활용

• 사업필요성과각종기회에대한 Open

communication 체계

• 직원니즈를수렴/관리하는 유연성

• 조직내/외부의핵심인재를식별/관찰하고추적하는통합 Tool의활용

• 각각의사업조직단위보다는그조직에속한개별인재의중요성에대한강조

• 전사차원에서미래리더를찾아내고육성하는일관된방법의활용

• 리더십개발전략및프로그램, 승계계획에대한강력한조직적지원

• 일관성있고조화로운리더십개발프로그램운영에대한지속적수행

• 전사/조직단위에서의성과지표관리및합의/조정, 지표의지속적점검/확인을위한 Tool 의활용

• 고성과자를독려할수있는보상, 인센티브, 인정프로그램의일관성있는적용

• 전사차원의협업을촉진할수있는체계적인커뮤니케이션 체계

• 최신의기술을적용한깊이있는인재관리체계보유

Source : A.T. Kearney analysis

8

인재관리체계의혁신을위해서는, 각기업의필요와상황에맞는적절한영역에대한진단과개선이필요함

A.T. Kearney Talent Management Framework

Profile


Ongoing Evaluation

Activities

Workforce Strategy

인력운영의전략적방향과구체적목표수립

핵심프로파일의정립및인력운영전략을달성하기위한채용, 육성, 유지활동수행

인재관리성과의모니터링및지속적개선을위한지표및데이터관리

Talent Management Approach

1

2

3

9

전체인재관리체계의효과적운영을위해서는, 인력운영전략이조직목표와긴밀히연계되어있어야함

Workforce Strategy Alignment

1. Should Your Talent Management Strategy Be Regionalized? Bersin & Associates Research Bulletin2. The NEWMAN Group3. Making talent a strategic priority, McKinsey Quarterly

Reality and Challenges

Concrete Actions

• 60% 이상기업의 인재전략이사업전략과연계가안되어있거나,

연계작업을아직진행중에있음1

• 27% 기업이사업전략과인재요건의연계가가장큰어려운과제라고응답함2

• 39% 기업응답자가 CEO와최고경영진은인재전략을수립하는데충분히관여하고있지않는다고생각한다고응답함3

Need for Alignment

사업과연계되지않은인력운영전략은제대로실행되지않음.

인력운영전략이조직목표와연계되어야하는이유 :

• 사업목표를실행하고고객니즈를충족시킬수있도록직원에대한동기부여및필요역량확보

• 사업전략의수립과정에서우리가보유한인력의특성과제약조건을고려

• 의사결정권자에게인력운영관련핵심정보의제공

• 비즈니스성장을도모하는 지속가능한차별화포인트의개발


Workforce Strategy

− Driven by Corporate Executives

− Enabled by HR Leaders

• CxO의참여와합의하에인재관리의비전/목표수립

• 전략달성을위한스킬, 가치, 인력특성요건에대한정의

• 조직목표달성을위한가시적이고강력한지원을포함

• 전사차원의약속과지원하에필요자원배분

• 지역간/기능간/직급간조화고려

• 설정된방향과목표에대한실제실행

Alignment

Talent Management Approach: Workforce Strategy

1

10

프로파일수립은직원스킬/행동진단을위한스킬구체화및역량모델링포함

Resistant Hesitant Participant Contributor Innovator

Behavior Dimension

Ca

pa

bil

ity D

ime

ns

ion

Minimum

for Grade

Excellent

for Grade

Mid

Grade

Motivate

skilled

employees

Potential

Realignment

Retain &

Grow

Train motivated

employees

Talent Gap Assessment= Group 4

= Group 3

= Group 2

Talent Management Approach: Profile

Key Benefits of a Competency Model

•전략실행을위해필요한핵심스킬의과/부족진단 Tool

•성공적인성과창출을위해필요한역량의기준을전사공통의표준언어로공유

•인사운영활동전반을연계하는통합적접근방법제공(인력계획, 채용, 평가, 육성, 승계,

핵심인재관리등의연계)

•직원들에게양질의객관화된정보제공

•조직을보다유연하고민첩하게운영할수있도록하는수단

2-1

11

내/외부인재확보는수립된역량/스킬요건과연계되어야함

Career CultureBenefits

BrandWork ContentCompensationEV

P

스킬정의서

Role

General Summary

Ensure that COMPANY provides top service to gain and retain customers

Dept. DSS

Reports to …..

Liaises with

Site Lead, HR, Training, other Front Line Leaders, Cross site counterparts

Job Specifications

• …..

Principal Accountabilities

• Supervise the work of relevant Representatives

• Champion the use of an ef fective sales and service mixed approach

• Acts as key member of the site leadership team

• Create a culture that promotes teamwork

• Provide input on how the to improve the training and on-boarding processes

• Help resolve customer issues / complaints

• ….

Required Competencies

Basic Qualified Experienced Master

Leadership Skills

Inspire Trust

Create Direction

Drive Organizational Alignment

Build Organizational Vitality

Execute with Excellence

Produce Extraordinary Results

Functional Skills

Resource Management

Problem Solving

Multi-Tasking

Sales and Conversion

Customer Relationship Management

Risk Management

Product expertise

Key Performance Metrics

• …..

• …..

• …..

• …..

• …..

• …..

Typical Education/Experience

• 4 year degree desired

• 5-7 years relevant experience in call center and insurance sales

포지션정의서

Employee Referrals

College Campus

Recruiting Agencies

Internet

Corporate Job Board

Resume Screen

Interviews / Tests

Selection& Offer

Internal Fill

Talent Management Approach: Identify/Attract

2-2

Key Success Factors

•내부 vs. 외부인재 Mix

방향과기준에대한정의

•필요역할과요구역량에따라적절한확보채널의선택

•최적의후보자를선정하기위한차별화된검증방법의정의

•핵심인재를확보하기위한EVP (직원가치제안)의정립및효과적인커뮤니케이션수행

12

직원의유지와몰입을위해서는, 진단 – 분석 – 실행과정을직원의성장과개발관점에서지원하고커뮤니케이션해야함

Potential

Ski

ll F

it

Well-Placed Expandable High Potential

Exc

eptio

nal

Goo

dG

aps

Survey Number

1

Section 2: Skills Survey

For the following sections, please mark an "X' in the column that best describes the individual.

For any “Unable to Comment” response, supervisors MUST select a reason from the drop down menu in the N/A Explanation box provided.

For any “Subject Matter Expert” response, supervisors MUST select a reason from the drop down menu in the SME Support / Evidence box provided.

Scale

Please use ' X ' to score the survey

A

B

C

D

E

Grade BU Region Functional Area

Contracting

Supporting Comments

No

Experience

Some

Familiarity

Working

KnowledgeDeep Insights

Expertise &

SME

Unable to

Comment

SME Support/

Evidence

N/A

Explanation

2.3 Analytical Skills/Decision Making Skills

Demonstrates strong reasoning skills by identifying

applicable rules, principles, or relationships that explain facts,

data, or other information leading to supportable conclusions

Makes decisions based on facts and logical reasoning within

legal boundaries that are in the best interests of the company

Identifies and analyzes relevant data to draw supportable

conclusions

Makes and commits to decisions, even with ambiguous or

incomplete data, by using educated and sound judgment

Analyzes the impact, implications, and consequences of

decisions

Employee …

Survey Number

1





Scale


A

B

C

D

E


Contracting

Supporting Comments

No

Experience

Some

Familiarity

Working


Expertise &

SME

Unable to

Comment

SME Support/

Evidence

N/A

Explanation








conclusions




decisions

Employee 2

Survey Number

1





Scale


A

B

C

D

E


Contracting

Supporting Comments

No

Experience

Some

Familiarity

Working


Expertise &

SME

Unable to

Comment

SME Support/

Evidence

N/A

Explanation








conclusions




decisions

Employee 1

Career Progression Map

Skill Assessments

Coaching & Individual

Development Plans108319 _Macros

86

Training and coaching plans include technical skills and behavior change, and use

appropriate delivery methods, including web-basedJane Perkins:

#6

Placeholder for

now – this is the

training page.

Add this lead to

new page

Jane Perkins:

#6

Placeholder for

now – this is the

training page.

Add this lead to

new page

• Course 1, Project InVision Overview

• Course 2, Accessing Project InVision

and Getting Started

• Course 3, Project InVision for Project

Team Members


Managers/ Leaders

• Project InVision 5 Standard

Configuration (Project Managers only)

• Internal Cost Funding Time Tracking

Standards

Individuals who have

project management

and/or Centre Leadership

responsibilities.

This audience includes

Centre Management,

Team Leaders and

Delivery/Project Managers

Managers/

Leaders



and Getting Started


Team Members


Managers/ Leaders

• Course 5, Project InVision for

Administrators


Standards


Configuration

Individuals who have

Project InVision

administration

responsibilities

Project InVision

Administrators



and Getting Started


Team Members


Managers/Leaders


Configuration


Standards

A group of site

implementation leads who

provide deployment

support.

This audience includes at

a minimum the Solution

Centre PIV Administrator

and Business Leader

Site Subject

Matter Experts

(PIV SMEs)

Subject MatterDescriptionAudience

• Self-paced training to be coordinated

by Site SMEs. Note that the courses

are taken self-paced, with a

recommended follow-up Question and

Answer session, facilitated by the Site

SMEs

One DayManagers/

Leaders

• Site Project InVision Administrators

will typically be a part of the Site

Subject Matter Experts (SMEs), and

will receive training with them.

• In addition, Project InVision

Consultants will provide a lecture-style

class on the Project InVision

Administration application. Depending

on the geographic location of the

Project InVision Administrators, the

class may be delivered in a classroom

or via NetMeeting. Materials will

include a PowerPoint Presentation,

the Project InVision Administration

application, and reference material

Five days for Site SME

training, above, plus four

hours for Project InVision

Administration training

(Course 5).

Project InVision

Administrators

• Lecture style training, to be delivered

by Project InVision Consultants.

Depending on geographic location of

attendees may be delivered in a

classroom, NetMeeting, or a

combination of both.

• Presentation material will comprise

Self-Paced Training PowerPoint

presentations, a hands-on in-class

practice scenario and reference

documents.

• Post-class exercises will also be

available (optional) for reinforcement

Five days Site Subject

Matter Experts

(PIV SMEs)

Delivery MethodApproximate DurationAudience

A.T. Kearney 63/15014/A 12

One example of a High Potential Program demonstrates that the nomination and

selection process is cyclical—people are not high potentials indefinitely

High Potential Program

High Potential Program Design

Begin Program

Communications

1

Begin Nomination

Process

2

Assess Nominee

Potential

3

Define size and

profile of HiPo pool

4

Plan and Hold

Nomination Board

Meeting

5

Exit Non-

Confirmed HiPos

from the Program

8

Admit New HiPos

to the Program

7

Review Existing

HiPo Pool

6

Select HiPos for

Specialized

Assignments9

Plan and Hold

HiPo Training and

Networking Events10

Assess HiPo

Performance

11

High Potential

Nomination

and

Selection

Process

Illustrative

High-Po Program

(High Potential)

Training Programs

and Materials 108319 _Macros

88

Training example

Talent Management Approach: Retain/Deploy

2-3

Key Success Factors

•직무이동및승진단계설정시각필요역량을연계하여정의

•직무스킬과행동모두에대한진단/평가수행

•승진/보직결정시보유역량과포지션요구역량과의 Gap 분석

•역량개발을유도하고지원할수있는전방위적인육성프로그램

13

Areas of Talent Management Evaluation

인재관리가목적에맞게수행되고있는지확인/보완을위해, 데이터기반의성과측정을지속적/상시적으로수행하여야함

개인성과관리

성과기반의핵심과제관리

전략연계관리

Initial Evaluation Activities

• 핵심성과지표를 Top Performer

Profile에연계반영

• 가용한데이터를진단하고, 필요한지표와 KPI 산출을위해필요한데이터정의

• 초기벤치마크수행및결과분석

• 초기보완이필요한 Action Plan

수립(예: 직원프로파일보완, 교육프로그램보완, 성과기대목표보완)

• 대시보드를통한모니터링및 KPI

보완

Sample Dashboards

Talent Management Approach: Evaluate

3

14

Questions

•우리조직은향후성공적인사업수행을위해필요한적절한인재를보유하고있는가?

•우리조직은인재관리전략을보유하고있는가?

•우리조직이현재가장필요로하고있는 Top Skill은무엇인가?

•우리조직의직원이직추이는어떠하고원인은무엇인가?

• ……

For HR LeadersFor Business Leaders

•현재관리하고있는 HR 지표중가장중요한핵심지표는무엇인가? 이지표의추이는어떠하고, 원인은무엇인가?

•우리회사는인재를확보, 육성, 유지하기위한통합연계프로그램이있는가?

•우리회사의현재/미래사업수행을위해필요로하는스킬요건을정의하고있는가?

•우리회사의현재인력이보유하고있는스킬과향후회사가필요로하는스킬과의차이를파악하고있는가?

•우리회사의성과영향도가높은핵심포지션에대한준비된승계후보자 pool이존재하는가?

• ……

15

현재우리조직의현황과요건에맞는적절한수행단계/범위선정 ( 전체단계 vs. 특정단계, 특정 Task )

Phased Approach

3단계인재관리혁신표준 Approach

Phase I – 진단Opportunity Assessment

1. Pilot 대상인재관리프로그램 PoC 수행(Proof of Concept)

2. PoC 수행모니터링결과반영설계보완(전사적용세부보완)

3.전사적용(조직, 프로세스, 시스템변화반영)

4.성과측정및모니터링

1.인재관리필요요건의분석/정의및현재Baseline 분석

2.인재관리개선기회정의및우선순위분석

3. To-Be 인재관리운영모델정의

4. To-Be 영역별세부구현로드맵정의

5. Benefit 분석 (Business Case)

1. To-Be 인재관리상세설계 (필요영역별)

– 필요시직원별계획수립

2.커뮤니케이션계획수립

3.비즈니스케이스및기대효과보완

4.이행계획수립 ( 필요시과제별오너선정 )

Phase II – 계획/설계Planning & Design

Phase III – 실행/모니터링/보완Benefits Realization &

Implementation

Approach

변화관리 / 커뮤니케이션

16

Summary

■ 성공적인인재관리수행을위해서는인재관리의전통적요건과새로운요건을함께감안한체계적인재관리체계수립이필요

• * Emerging Trends :–세대간차이의이해와조화, 성과/코칭을겸비한리더양성

–핵심직무/포지션대상내/외부인재파이프라인육성

–글로벌모빌리티, 모바일근무, 내/외부협업지원

–성과영향도가높은핵심스킬/인력의상시관리및선제확보

■ 인재관리는비즈니스성과창출의핵심동인이며, 장기간경제침체상황에서효과적이고집중적인인재관리를해온기업이보다더큰성과를창출하고있음이검증됨

–인재관리에탁월한기업은평균기업대비 EBITDA가 15% 높음

–특히경제위기상황에서는 18% 더높은결과를보임

■ 인재관리의성공/실패 case를분석하여 A.T. Kearney 는최적의인재관리를위한 Talent Management Framework을구성함– Workforce Strategy : 조직전략/목표와연계된인력운영전략

– Profile : 인력운영전략실행을위한요구프로파일정의

– Identify/Attract : 적시에적정인재의확보

– Develop : 지속적개선과성장을위한공식/비공식육성전략및환경

– Retain/Deploy : 인재의유지와몰입을위한, 역량진단 – CDP 수립 – Gap 분석 – 실행

– Ongoing Evaluation: 데이터기반의인재관리성과측정및보완

■ 인재관리혁신의시작을위해서 3단계 Phased Approach 를기반으로, 기업의요건과상황에알맞은방식을선택함– Phase 1 : 인재관리현황진단

– Phase 2 : 인재관리계획/설계

– Phase 3 : 실행/모니터링/보완

17

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Recruiting & HR

HR 트렌드 및 인재관리 중요성