Wednesday, May 18, 2016

Deltek Talent Management for Dummies: Win the War for Talent

By Michelle Cipollone

Today there is a War for Talent. Just google that and you will see article after article with that in the title. There are a ton of metrics that HR professionals are looking at and constantly trying to figure out how to stay ahead of this. But for organizations where people are the product, this is a huge deal because people are the business. But more importantly, the BEST people are your competitive differentiation. But the game has changed over the last few years and finding and retaining people is more important than ever.

So why is this a big deal now?

It used to be that you only looked for another job when you needed a job. Either you lost your job or you hated it so much that you went looking for another job. The other thing that changed is that the definition of loyalty is not what it used to be. After several economic crises and changes in the market (2000 tech bubble and 2008 housing market crash) employees learned that just because you were loyal to the company did not mean your job was secure. Employees are not as loyal as they used to be. In fact, 25% of Millennials believe that staying at a job for seven months indicates they're loyal; Boomers believe that number is five years (Ultimate Software.) And by the age of 35, 25% of workers have held five jobs or more. For workers ages 55 and older, 20% have held ten jobs or more (CareerBuilder.) People are now more open than ever to a new job and in fact, 51% of workers who currently have a job are either actively seeking, or open to a new job. This means fully 71% of all workers in the U.S. are "on the job market.” Employers no longer have the power, employees do. So there is more competition to find, hire and keep the best resources that are the key to your organization.

How are some of the best organizations tackling finding and keeping talent?

They are fighting for talent and fighting to keep talent with a broad talent strategy that includes,

1. Hiring the Best Talent Faster Than the Competition
The days of having your pick of the litter of great candidates are over. Remember, if they are a great employee, you can bet you are not the only one trying to court them and convince them that your organization is the best place for them. It is no longer the "why should we give you a job", now it’s the "here is why our organization will be a great place for you to build your career." This means we have to think about our hiring process a little different that we might have in the past.  

2. Managing Performance for Employee Growth
There is a myth that you need to give people more money so they feel appreciated and stay with your organization. The truth is 89% of employers assume that their employees leave for more money elsewhere, but only 12% of employees actually earn more from their next company. What many don't realize is that praise and commendation from managers was rated the top motivator for performance, beating out other noncash and financial incentives, by a majority of workers (67%) (McKinsey.) So how are your employees recognized or promoted? Does it happen at random intervals? Do managers regularly review the performance of their people and teams and if so, how is this balanced across the entire organization?

3. Developing Talent and Planning for Succession
41% of employees said they would need to leave their current employer in order to advance their careers. (Towers Watson). Great leaders aren’t born, they are built. And when you think about the next great leaders within your organizations, where will they come from? It is key for organizations to identify their top performers to groom and coach to become the next leaders of the organization. Do you know what the average tenure is of key roles in your organization? Who are the current key leaders and if they left the firm who is the next logical person to step up? Many organizations do not have a plan for this and when there is a key opening in leadership they are forced to look outside. That can take key time because new leaders must first learn the business before they are ready to lead.

4. Leveraging Technology to Manage Talent
I just spoke with an organization that was managing their potential candidates in an excel spreadsheet. That’s not going to help anyone win the war for talent. Look at it this way, no one would enter a war without the latest weapons and technology, so why would you do so in the war for talent? Remember what is at risk in this war: your ability to attract, develop and retain top talent. The good news is there is no shortage of cutting-edge technology for managing talent.

This post is based on the just released book, Deltek Special Edition, Talent Management for Dummies. For more information, download the full book here.
Make sure to register for the remaining webinars in the series

June 16 Finding Qualified Talent Fast

July 21 Retaining Top Talent

August 9th Investing in Your People

September 14 Leveraging Technology to Manage Talent

Currently the Senior Manager of Product Marketing for Deltek, Michelle is responsible for overseeing the team responsible for product marketing of Deltek's Talent Management solutions and Deltek's commercial and professional services industries. Michelle has spent the last twenty years working with organizations in many industries helping them understand trends, best practices and tools that help people and organizations streamline their business and processes. Ms. Cipollone holds a bachelor's degree in International Business and Economics from the University of Wisconsin.  Read more by Michelle. Connect with Michelle on LinkedIn.

Friday, May 13, 2016

Introducing Deltek Talent Management for Dummies

By Michelle Cipollone

In case you missed it, last week Deltek released the new information book, Talent Management for Dummies, Deltek Special Edition.

Talent Management for Dummies details how an effective talent strategy can impact your company's success. People are the greatest asset in your organization. Managing employees through the entire employee lifecycle, from hire to retire, is the key to attracting and retaining the best talent.

Talent Management for Dummies will help you:

  • Understand the concepts of an effective "people" strategy
  • Learn how to use technology to acquire, develop and retain top employees
  • Accelerate the human performance of your organization to the next level
The components of a robust talent strategy are broad-reaching, touching all facets of your business. The talent war is on, but it isn't too late to play on the winning side by developing and implementing an effective talent plan. Download your copy of the book here. 

With the release of the book, we also kicked off the first of a five-part informational webinar series. 

In Deltek's first educational installment of the series, Win the War for Talent, attendees began the journey to understand the talent management components that will help their organizations win the war for talent, including: 
  • Understanding the challenges of a multi-generational workforce
  • The importance of aligning your talent management strategy to your business strategy
  • Why companies who are winning the war for talent are embracing technology to help them be competitive
To listen to the recorded webinar, click here

Make sure to register for the remaining webinars in the series: 
For the latest information on Deltek Talent Management, follow @DeltekTalent and join Deltek's Talent Management LinkedIn Showcase page.

Currently the Senior Manager of Product Marketing for Deltek, Michelle is responsible for overseeing the team responsible for product marketing of Deltek's Talent Management solutions and Deltek's commercial and professional services industries. Michelle has spent the last twenty years working with organizations in many industries helping them understand trends, best practices and tools that help people and organizations streamline their business and processes. Ms. Cipollone holds a bachelor's degree in International Business and Economics from the University of Wisconsin.  Read more by Michelle. Connect with Michelle on LinkedIn.

Wednesday, May 11, 2016

Are You Ready for Deltek Talent Management 14.1?

Are You Ready for Deltek Talent Management 14.1?

The next release of Deltek Talent Management will be here soon. Helping our customers manage talent more effectively, the Deltek Talent Management Product team selects the best features and enhancements for each release. And, with Talent Management 14.1 just around the corner, we want to make sure you are prepared.

Here are a few highlights of what’s coming with Talent Management 14.1:
  • Support for the new v29 platform of E-Verify
  • Easier Integration with Job Boards • Greater Visibility into Incomplete Applications
  • Editable Interview Forms
  • New Onboarding Data Capture Options
  • Appraisal Scoring Enhancements
  • Certification Enhancements
  • Learning Profile User Interface Enhancements
  • Basic Reporting Wizard Enhancements

Customers will be upgraded to Deltek Talent Management the weekend of May 13th. There will be outages that may occur as the upgrade is performed.
For additional details,

View the What’s New in Deltek Talent Management 14.1 Slideshare to learn what’s being enhanced with this new version.

Watch the What’s New in Deltek Talent Management 14.1 Video to see the enhancements in action

If you haven’t already, subscribe to the Talent Management blog so you don’t miss critical information about product updates and industry news.

Monday, April 18, 2016

Never Gonna Let You Down

by Evan Fort (guest blogger)

Let's face it: in many parts of the world today, it's a job seeker's market. Deltek has an office in Richardson, Texas which currently has an overall unemployment rate of 3.4%. The average technology worker is getting contacted every week about other positions. And these days, we even see exciting Silicon Valley firms traveling to set up interviews elsewhere. Employee retention is key, but how do you go about keeping your top talent?

Never Gonna Run Around and Desert You

First things first: you need to face facts. You are in competition to keep your employees. Most employees don't want to make waves and it's likely easier for them to leave than it is to take on the daunting task of fixing their current situation.
  1. Take the time to really understand your compensation package versus your competition. Use of a compensation software solution can help you put this on auto-pilot. Remember to consider the whole package: benefits, vacation, retirement, etc., and not just pay. Many employees also value learning; putting a good employee on a learning plan will help you keep him or her longer.
  2. Make sure your employees are really happy. Most employees will tell their direct manager that they are happy, even if they aren't. Make sure you give them opportunities to give feedback to people other than their direct manager. The main reason that people leave a job is their direct manager. You need to be looking for patterns and encouraging more than just performance appraisals from top down. Also, don't give up the great opportunity of the exit interview. Give the ex-employee a safe place to share real feedback without fear of retribution.
And on that note...

Never Gonna Say Goodbye

Be ready for turnover; career paths are for people, succession plans are for jobs. Be thinking of who is ready to advance in the event that an important member of staff chooses to exit. This planning also helps your current staff know they are appreciated and lets you plan for exits instead of scrambling at the last minute. Consider using a career development and succession planning tool to involve everyone in the process. If it is a normal part of management, it's easier to have the important conversations with employees you may have to replace in the future instead of scrambling if they do leave you.

Evan Fort is the Head of Cloud Operations at Point of Rental Software. In this role, he is adept at building and leading top-performing teams, developing long-term relationships with partners and customers, and overseeing project portfolios. Read more by Evan. Connect with Evan on LinkedIn.

Wednesday, April 6, 2016

Five Tips to Manage Talent Like The Boss- Recruiting & Retention Tips Straight From Springsteen’s Lyrics

By: Ed Hunter

I can still remember the first time I listened to Bruce Springsteen’s “The River” album, enthralled by his stories of people struggling for a better life. As he sang, dock workers, Cadillac drivers, tough guys and restless hearts came vividly to life – all longing for something better, something more. In a word, opportunity.

I’ve been a fan of Springsteen ever since and have always remembered those characters. So I was thrilled to recently see him live for The River Tour 2016. I was again struck by his stories, just as I was many years ago. But this time, I was also moved by a new insight – that recruiting and retaining employees is about connecting people with that same something more: opportunity.
So, with a little help from The Boss, I’d like to share some tips for how your company can improve its talent management strategy and increase opportunity.

Tip #1: Stay Hungry
Yes, as Springsteen’s familiar lyrics say, “Everybody’s got a hungry heart” (“Hungry Heart,” The River, 1980) – and that includes employers. Great candidates can be hard to find and positions can open up unexpectedly. So, stay hungry and keep networking! You never know when a contact may turn out to be an exceptional prospective hire.

Tip #2: Make Recruiting A Company-Wide Effort
Recruiting is a team effort, best accomplished by everyone in the organization. As Springsteen sang, “Here everybody has a neighbor, everybody has a friend” (“Long Walk Home,” Magic, 2007) – and your business is no different. Have a position to fill? Ask your best people for referrals! Great people know other great people. Springsteen himself knows this, adding to the E Street Band Jake Clemons, nephew of the band’s former saxophonist Clarence Clemons, who passed away in 2011.

Tip #3: Hire For Qualities That You Can’t Train
Your company may have an excellent training program. But, as any Springsteen fan knows, “You can't start a fire without a spark” (“Dancing In The Dark,” Born In The U.S.A., 1984). And, you can’t train for certain personal qualities – including integrity, drive and dedication. At the end of the day, make sure that any candidate embraces the values that your company holds dear. Then hire for character and motivation, and train for skills as needed.

Tip #4: Give Clear Direction & Training
In “Badlands,” Springsteen sang, “Talk about a dream, try to make it real” (Darkness On The Edge Of Town, 1978). Communicating goals -- for individual employees, business units and your company as a whole – is key for workforce success. Provide an easy-to-understand roadmap for defining achievement, supported by training, tools and resources. Your tools don’t have to be expensive, they just need to give employees a path to accomplishing professional goals.

And remember…

Tip #5: Let Your Employees “Run” With Projects
Springsteen said it best: “Baby we were born to run” (“Born To Run,” Born To Run, 1975). Once you’ve set your employees on a path to success, get out of their way! Give them to space to innovate and let them run with ideas. If you have the right people on your team, the added responsibility will be an important opportunity for them to demonstrate leadership and grow their skills.

Sometimes it can take a “leap of faith” to build a talent management culture that has a “human touch.” But by always remaining open to new contacts, involving your whole team and empowering your people, you’ll give employees a “reason to believe” in your business – and motivate them to take your company to the next level. Now that’s managing talent like The Boss.

Ed Hutner is Senior Vice President, Human Resources for Herndon-based Deltek, the leading global provider of enterprise software and information solutions for professional services firms and government contractors.Read more by Ed. Connect with Ed on LinkedIn.

Thursday, March 31, 2016

Give Your Employees More Options and More Control- Collaborating with your employees for flexibitiy and tasks

By: Vincent Fabello

Previous blogs have covered differences between being a manager and a leader. We’ve also covered the different styles and motivations that speak to with different types of workers or colleagues from millennials, to boomers. In looking at winning the war on talent, it’s also clear that giving employees more options and control is a sound tactic to growing good employee and a better workplace.

This blog covers thoughts on setting up employees in the best possible environment for success, focusing on the best items, and growing your employee.

How are they going to work?

For some demographics, flexibility in the workplace is a key to productivity and work life balance. A Boston College study on workplace flexibility found that everyone benefitted not only from working remotely, but also having a hand in deciding how, when, and with what tools enabled them to work remotely. Be it an employee led collaboration, or manager led with employee input, the numbers showed increases in team interaction, corporation, and communications. So work with your employees on what the remote work arrangement looks like. Decide on what areas you’ll leave to them or collaborate with them on from communication tools used, how to measure success, and other details of the arrangement. This will help clarify not only the arrangement, but give them ownership for the arrangement and making it work.

What are they going to work on?

At one time, companies could afford to have employees only make Spacely Sprockets or Cogwell Coggs. These days that not only limits ho employees can contribute, but also limits utilizing your most important assets, your people. Allocating time and resources for your employees to work on employee directed items. These could be items they have identified that hamper their productivity, personal projects that may help the entire group, or items you come up with together to help grow or stretch your employee. By giving your employee ownership and autonomy in choosing work items, you’ll give them incentive to not only watch for ways that their processes can be improved, but also where your part of the organization can be strengthened. They have the eyes on the ground and expertise to know what’s not working and are the best to collaborate on how to make it better. A system that helps you capture these projects and get feedback on them will help you evaluate your employee and the impact of such.

How do you work on them?

Your employees are you greatest asset. To further that investment, collaborate with them on how to help them grow. Certainly, make sure that you’re both putting job related activities or growth areas on the table. But allow yourself and the employee to think about areas around an employee’s interests and make accommodations for them. Giving them the flexibility to volunteer for events or charities, opportunity to lead projects, or even just time to research areas of interests may have additional dividends. Work with them and give them collaborate on which growth areas they work on so that they have ownership in the end results. Leadership skills and confidence from events and projects will translate to day to day activities. Those research projects may lead to new areas of innovation for processes or products.
Giving your employee’s more options and more control is about giving them ownership in the process and the result. It’s not all on the manager, it’s not all on the employee, and it’s something that you can do together. And more importantly, working through all the options gives employees ownership in the process and the result.
National Workplace Flexibility Study This study, conducted with three different organizations in different industries, reveals a strategy to help managers overcome objections to flexible work. Please visit workplaceflex.org

Vincent Fabello is a Solutions Engineer with a technology background. As a developer, he has worked for a number of software companies in various client facing roles and in industries ranging from data consulting, real estate, insurance, to human resources Read more by Vincent . Connect with Vincent on LinkedIn

Wednesday, March 23, 2016

Improve Your Attractiveness as an Employer: Connecting with candidates, employees, and the community

by Michelle Cipollone

It's not by accident Google ( has been on the Fortune's "100 Best Companies to Work For" list for 10 years, spending seven of those years at number one. Who doesn't want to work for Google? Everyone knows Google is a great place to work and they respect their employees, offering unique projects and opportunities to advance as well as fantastic benefits. Last year alone, Google enhanced health care coverage by offering virtual doctor visits, second-opinion services, and breast-cancer screenings at headquarters. One Googler explained, "The company culture truly makes workers feel they're valued and respected as a human being, not as a cog in a machine. The perks are phenomenal. From three prepared organic meals a day to unlimited snacks, artisan coffee and tea to free personal-fitness classes, health clinics, on-site oil changes, haircuts, spa truck, bike-repair truck, nap pods, free on-site laundry rooms, and subsidized wash and fold. The list is endless." Google attracts highly talented people and they retain many of their top talent, but not every organization can offer the perks and be as attractive to candidates as Google, but we can learn from them.

In the ever increasing war for talent, what can your organization do to improve your attractiveness as an employer to attract top talent and keep with the organization?

Corporate Culture

First, take a look at your corporate culture. When we look at what employees of Google are saying about their culture, over 95% of workers at Google say, they are challenged with interesting projects and work, they work in a great atmosphere that is encouraging and provides learning and development, they get rewarded for a job well done, they have pride in their work, in their teams, in their leadership and in their organization, the organization communicates well to its employees and they have great bosses. Do your employees think management is doing the right thing and making ethical business decisions, are your employees willing to go the extra mile for the organization or is everyone clocking out at 5:00 or just doing what they need to do to get by? Do your employees have the tools to get their job done or are they struggling to get what they need to do their job? All of these things impact employee morale and the culture of the organization. Creating a culture where employees like to come to work and are willing to give extra to get the job done is important for attracting new talent and keeping talent in your organization.

Employee Engagement

How engaged are your employees? 51% of workers who currently have a job are either actively seeking, or open to a new job. This means fully 71% of all workers in the U.S. are "on the job market." According to workplace experts, the driver for employees thinking the grass is greener can be explained by one word – engagement or the lack of it.

Engagement is often described as employees willing to go the extra mile. Of Google's employee's, 95% say they are willing to give extra to get the job done, but in most organizations statistics show 71% of employees are not engaged.

Try a few of these thing to boost engagement in your organization.

Give support. Employees who say they have more supportive supervisors are 1.3 times as likely to stay with the organization and are 67 percent more engaged, according to research by The Energy Project.

Let employees know they're valued. Dissatisfied employees most often cite not feeling valued among reasons for their dissatisfaction, according to CareerBuilder research. It’s a complaint shared by 65 percent of dissatisfied employees.

Make sure reviews are fair and accurate. Employees who see performance reviews as inaccurate are twice as likely to look for another job, according to research from Globoforce.

Make it clear what matters. What employee attributes are most important to the employer? Oxford Economics research finds that employees believe these things are most important to their organizations: job performance and results (46 percent); the ability to learn and be trained quickly (29 percent); and loyalty and long‐term commitment to the company (28 percent).


Deloitte estimates millennials will comprise 75% of the global workforce by 2025, so it is critical organizations understand the talent management of this generation. Millennials, those born between the early 80's and early-2000's crave variety, pace, knowledge and a work environment the gives back to the community.

"Do Cool Things that Matter" is the tag line on Google’s career site page. This tag line speaks directly to Millennials. Millennials seek purpose, they want purpose in the organization and with charity initiatives. Google's career site talks about life at Google, their locations, their teams and roles, is easy to read on a mobile device, allows interested candidates to apply easily from any device they choose. Does your career site do this? If not, you may be losing out on attracting millennials to your organizations. Organizations who ignore the recruitment and development of millennials in their workforce, are already behind their competitors. In most global companies, 40-50% the workforce are millennials.

The millennial generation isn't particularly loyal to their employers which presents a big talent management challenge to organizations to retain a large segment of their workforce. Start now to understand what Millennials value – they constantly seek interesting and challenging work, they value coaching and mentoring, they value technology to access things quickly and get real time feedback. They are more sensitive to what organizations are doing for their communities. Many organizations are aligning their charitable activities in response to this. Google Reach Global sends a small group of Googlers to a developing area where they help local organizations and small businesses address development challenges. Closer to home, Google Reach Local offers the opportunity for Googlers to focus on social issues impacting the communities where they live and work. Organizations will need to adapt their talent management to the emergence of millennials and the millennial leaders to stay competitive.

While our organizations may not be Google, we can make sure our culture is one where employees want to come to work every day, we can engage our workers so they feel valued and want to go the extra mile and we can make sure we are understanding the millennial generation so we can grow our leaders and are poised to compete in the future. Connecting with candidates, employees, and the community can have a big impact on improving our attractiveness as an employer and in helping us attract and retain talent in our organization. What tip are you going to implement in your organization?

Michelle Cipollone is a Product Marketing Manager at Deltek. Since 1994, she has worked within the software and ERP industry evangelizing and showing organizations how ERP systems can streamline business processes. Read more by Michelle. Connect with Michelle on LinkedIn.