| | SEPTEMBER 20198CIOReviewBy Keith Meyerson, Sr. Director of Talent & Organization Development, American First FinanceLet's begin this piece with the understanding that this is an editorial, not an endorsement of any particular platform or process. I feel the need to set that as a foundational understanding as so many people in Talent Management are grappling with how best to support their organizations. I don't feel there is any one correct platform or methodology ­ it has to work for your given environment. That said, the following is simply one person's opinion and hopefully it will either reinforce or inform your personal thoughts on the topic.We experienced the first wave of performance platforms as standalone solutions, first behind our firewalls and then SaaS. Then came the cannibalization of platforms to form what we now refer to as Integrated Platforms. While we can still purchase "best in class" or standalone systems, the move from 2010 to current times has seen the rise of the Integrated Talent Management Platforms.Now, we're seeing a move towards channel environments, or a more user-centric focus where we push data to mobile applications of which users are familiar. The thought being to meet people where they are, rather than where the organization is. This has the potential to yield a higher degree of engagement (and compliance) but means we may have many disparate and unattached systems behind the scenes.My concern is two-fold; access to platforms and the ability to manage the data. In other words, do we really want our employees to download/use multiple mobile apps? Or would the experience be better with one seamless interface? Also ­ while it may be convenient to respond to a sms text or link, will the information we obtain be meaningful or useful to the organization?My personal feeling is that we shouldn't have to sacrifice the user experience or the data we need. I still believe in the "promise" of integrated talent systems in that with one simplified UI, we could, as one example, take a competency assessment (performance), be pushed a development plan with appropriate learning resources (learning management) and have the progress visible during talent reviews (succession planning). I don't see this capability being present with multi-channel delivery vehicles. An advancement would be the ability to configure one UI that could bring best in class systems under one umbrella. Instead of being forced to choose between the 3-5 major integrated platforms (the variance in numbers reflects how people may define "major"), instead we could pick and choose modules from different vendors and simply "add" them to our talent ecosystem. I don't see this happening anytime soon as the variety of coding and feature sets makes this a very ENTERPRISE PERFORMANCE MANAGEMENT:THE ONE OVER THE MANYIN MY OPINION
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