September 20169 integrating talent management processes and systems is particularly beneficial because it provides a holistic view of a global workforce. In fact, in a PageUp study of Southeast Asian organizations, 76 percent of respon-dents agreed that integrated talent management process-es were business critical, although only 8 percent felt that they had done an adequate job of integrating their processes and using technology to manage their work-forces globally.By uniting many of the disparate processes that can create costly fragmentation and inefficiencies, integrated talent management can enhance all stages of the employee lifecycle ­ from recruitment to retention and from on boarding to succession. For instance, learning and development data can form part of an integrated feedback cycle for improved performance management, which can then feed into a healthy succession plan. Coupled with human resources best practices, organisations that implement unified talent management technology can expect to experience higher levels of employee engagement, better quality talent, improved retention and an overall increase in business performance. Even in light of these competitive advantages, many companies in the APAC region are reluctant to take the leap to full automation of their talent management processes. The FUD factor ­ Fear, Uncertainty and Doubt ­ continues to inhibit HR moving forward with advanced technologies that can provide the workforce insights necessary to make meaningful, business-driven HR decisions. The daunting change management process involved in integrating disparate sources of talent management data also stops many organisations in their tracks. To assist with overcoming the natural resistance to change, HR and technology leaders need to gain buy-in in advance from the organization's leadership.Regardless of the FUD factor, the reality is that in today's economy, MNCs cannot afford to ignore technology's many benefits. To make the most of an integrated talent management solution, MNCs should consider the following components:· A cloud-based SaaS solu-tion, which enables scal-ability, flexibility and cost efficiencies. · Mobile device optimization and mobile apps that facilitate real-time talent management across borders and in remote locations.· Integrated social media applications to harness the power of the world's social networking sites for finding and attracting new talent.· Integrated HR analytics and Big Data applications for predictive workforce planning.· A solution that is reflective of regional needs to ensure localized compliance, adequate flexibility and cultural adaptation. · A simple and engaging platform that supports speed and reliability with cultural characteristics built into the user experience.· A support model that provides both high- and low-touch assistance through direct and partner channels, as well as regional support that caters to local languages and time zones. Even with the most sophisticated of talent management technology solutions, however, the bottom line is that technology cannot help an organization overcome poor people practices. The first step in effective talent management, then, is to ensure that the human element of human resources is not ignored. The foundational elements of strong leadership, engaging managers and robust communications will go further than any functional improvements that advanced technology could bring.The foundational elements of strong leadership, engaging managers and robust communications will go further than any functional improvements that advanced technology could bring Tal Rotbart
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