21st Century Talent Management: Imperatives for 2014 and 2015

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What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.

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  • (c) Bersin and Associates
  • (c) Bersin and Associates
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
    Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
    This is why
    AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
    When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
    JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • The fourth topic to discuss in localization is talent acquisition. We are in a war for talent around the world.
  • Our statistical analysis found these 12 drivers of TA performance outcomes, for example, hiring manager relationships, candidate pool development, social media campaigns, recruiter training, employment branding, employee referral programs.
    For the next part of this presentation, I’m going to show you, with some cold hard facts, how Level 4 organizations perform relative to organizations at the lower levels of maturity.
  • Overall, we found that Level 4 organizations are 2.6 times more likely to perform higher than Levels 1& 2 across all TA performance drivers. That’s 160% higher, folks! That’s a big return!
    I’m now going to drill down on the two most impactful TA performance drivers– hiring manager relationships and candidate pool development.
  • If you don’t believe me on this topic, let me introduce you to the science.
    An Australian neuro scientist named David Rock has conducted research showing that we humans have different regions in our brain. These include the front part (prefrontal cortex), which helps us with learning, creativity, problem-solving, organization, and other important skills. And a deeper region called the limbic system, where the amygdala resides. The amygdala is the “survival” part of the brain.”
    Dr. Rock’s team discovered that when we as humans are threatened, our cognitive processing immediately shifts from the front to the back. In other words, we are “survival” machines. So if you’re at work, happily working away to solve a problem, work in a team, or learn something new and you suddenly feel threatened, all your productivity goes away.
    In fact, not only do you become defensive, but you start to make mistakes, avoid risks, communicate poorly, and generally worry and become unproductive.
    What causes this shift in processing from the front to the back of your brain? A loss of status, certainty, autonomy, relatedness, or fairness. What causes these things? Your boss criticizes you. You don’t get promoted. You hear about a reorg which wasn’t announced. Your boss micro-manages you. You aren’t invited to a meeting. Someone else gets promoted and you don’t. In fact, most of the things that happen in traditional performance reviews create this effect.
    This is such a strong effect that companies can measure its result. Steven Rice, the CHRO of Juniper, actually looked at Juniper’s business performance right after their twice per year performance reviews and saw a measureable dip. He concluded that their entire performance management process was doing exactly the wrong thing – forcing their entire company to shift from “front brain thinking” to “rear brain thinking” twice a year every year. And that is why they totally revamped their performance management process. Which is now one of the biggest topics in business.
  • Kelly Services offers outsourcing and consulting services, including recruitment, HR management and vendor management to companies worldwide. The organization, which had $5.5 billion in revenue in 2012, has about 1,100 permanent employees at its headquarters in Troy, Michigan, and about 6,800 more in branch offices worldwide. The company provides temporary employment to about 560,000 people each year.
    In 2008, the HR leadership team at Kelly decided it was time to take a fresh approach to performance management. There was a general sense that the old way was not working, but it was unclear exactly what lay at the root of the problem.
     
    Kelly assembled a team to set a new course – purposely without a vision for what that course would look like. Open-mindedness and candor were important elements of what participants recall as a deeply introspective process. A key element of the process was a focus on Kelly’s fundamental beliefs and assumptions about its people.  Specifically, Kelly looked at how policies and procedures can either communicate or undermine the core beliefs and expectations that leaders have regarding employees. For example, too much emphasis on monitoring behavior through tools like time clocks and activity logs can suggest distrust or an expectation that employees work only for their paychecks, not out of integrity or a desire to do a good job. Kelly took a step back to identify what managers and leaders believed about employees, then let those beliefs guide subsequent decisions.
     
    Leaders at Kelly ultimately decided that past approaches to performance management had been paternalistic, rather than collegial. In examining their core beliefs about employees, leaders concluded that such a tone did not accurately reflect their expectations of employees. The leaders believed most employees cared about their jobs and wanted to do them well.
     
    It followed that the aim of performance management should be to help employees follow through on their natural motivation. But conversation after conversation revealed that many regarded the performance management score as a hindrance.
     
    Kelly could have renewed efforts to standardize the scoring process, but that began to seem like a case of the tail wagging the dog. What leaders and employees primarily wanted wasn’t more consistent scoring; it was more fruitful performance-management conversations.
     
    In the end, the decision came down to what the scores represented for Kelly and its workforce. Rightly or wrongly, the scores had become emblematic of a management-driven, red-tape-laden approach to performance management. So, Kelly decided to abolish them. In one sense, abandoning scores was a tactical move. But in perhaps an even more important sense, the change was strategic and symbolic – an opportunity to redirect thinking across the enterprise.
     
    Since Kelly has abolished performance scores, they have seen higher levels of engagement from employees and received reports that performance conversations are much more honest and effective.
  • (c) Bersin and Associates
  • (c) Bersin and Associates
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
    Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
    This is why
    AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
    When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
    JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • Speaker Notes:

    • Traditional employee training is being revolutionized by flipped classrooms, learning centric models, and an explosion of content delivered over a variety of new online and mobile platforms.
    • More than two-thirds of companies in our global survey see this trend as “urgent” or “important,” yet only 6 percent believe they have mastered the content and technology capabilities needed to make online learning an accessible tool and a compelling experience for their employees.
    • By empowering employees to become equal partners in the learning process, HR organizations can foster a culture of development and growth—driving performance, engagement, and career development.

    BOTTOM LINE
    Corporate training today requires content, context, and deep expertise. Companies should rationalize their HR spending, develop a global learning architecture, and shift the focus from “delivering training” to “developing capability.” Many leading companies focus on putting the learner in charge (flipping corporate training in the same way schools are experimenting with flipped classrooms), building mastery, improving time to autonomy, and unlocking the power of expertise to ensure it is shared throughout the firm. Effective corporate learning encourages a culture of growth, empowering employees and driving performance, engagement, and career development.
  • (c) Bersin and Associates
  • (c) Bersin and Associates
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
    Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
    This is why
    AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
    When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
    JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • (c) Bersin and Associates
  • Karen

    As mentioned we analyzed competency data from SHL from 3 leader levels in 10 countries :
    US, UK
    Nordic countries: Norway, Sweden, Denmark,
    Belgium, the Netherlands,
    In asia we have India, China and Austraiia

    So we’re going to look at the differences in leadership styles across these 10 countries, starting with Developing the Vision.
    ===
    Sample covered executives, mid-level and first-level managers per country
    30,576 across 778 organizations with a minimum sample per country of 1,000
    Coverage by industry included Banking, Construction, Manufacturing, Healthcare, Financial and Insurance Services, Public Sector, Oil & Gas, Pharmaceuticals, Retail, Technology and Telecommunications
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
    Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
    This is why
    AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
    When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
    JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • But what about this issue of the “overwhelmed employee”? Where does that fit into the calculus of building the “irresistible organization”?
    First, it’s a big problem. Research shows that the average cell phone user checks his mobile device 150 times a day. Neurologist Larry Rosen has found that today’s office worker can only focus for six minutes on a single task, and then opens a window to check Facebook or do something else. We have become physically and emotionally addicted to the buzz, beep, or flash that comes from our devices.
    Julian Birkenshaw and Jordan Cohen noted in the Harvard Business Review that knowledge workers spend 41% of their time on discretionary activities that could be handled by others? Why? Because it’s easier to “complete” these little tasks than it is to ponder and struggle with more complex and difficult projects at work. They found that by changing work habits and reducing time-wasting meetings, people could save 15% of their time in a typical insurance company.
    The bigger issue, of course, is that society is now wired this way. Twitter’s explosive IPO says it all: if you can squeeze your message into 140 characters and blast it out by the millisecond, people will get addicted. Have you noticed how TV shows move faster than ever? They do. The broadcasters now change scenes 35% more frequently than they did only four years ago.
    This problem is here to stay, and our job is to figure out what to do about it. Mindfulness has become a fast-growing industry, moving beyond the best-seller list and newsstand.
    Pfizer recently told me they are putting “mindfulness” into their leadership curriculum, and “self-awareness” came up as one of the most important competencies in new leadership programs.
    Google and Patagonia offer yoga and meditation at work. Huffington Post has nap rooms. Arianna Huffington’s new website The Third Metric, which focuses on work-life balance, is the fastest growing part of her online presence.
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
    Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
    This is why
    AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
    When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
    JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • Josh– I asked Charles Coy is we can use this – but I think Risk and Independence will object -- Logos, which they don’t like, Sumtotal and halogen are Attest
  • And now poor HR has to catch up. The book Moneyball certainly educated us that data can make a big difference in selection, and people like Malcolm Gladwell and many others have popularized the idea of using data to make more scientific decisions about people.

    I seem to read an article in the New York Times every week about this topic now, and more and more stories about how companies are using data to better select people keep appearing.

    Finally of course the big software players (SAP, Oracle, and Workday) have now turned their massive resources in this direction and are starting to buy up and build integrated data platforms to help you make talent analytics easier.

    Unfortunately today tools are not the answer, as I will show you in a minute, but the “dataifaction of HR” has a long history and now it has become hot.
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
    Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
    This is why
    AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
    When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
    JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • Speaker Notes:
    • Less than 8 percent of HR leaders have confidence that their teams have the skills needed to meet the challenge of today’s global environment and consistently deliver innovative programs that drive business impact.
    • Business leaders agree: 42 percent of business leaders believe their HR teams are underperforming or just getting by, compared to the 27 percent who rate HR as excellent or good when assessing HR and talent programs.
    • To become an effective business partner, HR teams need to develop deeper business acumen, build analytical skills to underwrite their leadership, learn to operate as performance advisors, and develop an understanding of the needs of the 21st-century workforce.

    BOTTOM LINE
    The global economy is poised for a growth cycle. A limiting factor will be the increasing scarcity of talent, which will only intensify the need for HR to ably lead the organization forward. HR teams that rise to the challenge will see their internal effectiveness, external market value, and overall stature climb.
    Reskilling HR was rated the third most urgent and important trend in our 2014 global survey, with 77 percent of respondents ranking it as “urgent” or “important.” Businesses report that their HR teams are “not ready” or up to the job in critical areas including leadership, retention, global, and analytics. To achieve better business results, companies will need to reskill and invest in their HR and talent capabilities. Focusing on emerging HR skills, such as analytics and deep business and global skills, is a place to start.
  • Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
    Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
    This is why
    AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
    When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
    JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  • 21st Century Talent Management: Imperatives for 2014 and 2015

    1. 1 2014-2015 Imperatives: Talent, Learning and Human Resources Engaging the 21st Century Workforce Josh Bersin Principal, Deloitte Consulting LLP June, 2014
    2. 2  Who We Are - Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. - 60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research.  Broad Research Practices • Human Resources • Leadership Development • Learning & Development • Talent Acquisition • Talent Management  Offerings - WhatWorks® Membership: Research, Tools, Education, Benchmarking - IMPACT®: The industry’s premiere conference on the Business of Talent - Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management
    3. 3 Agenda: Talent, Organization, Culture, HR Excellence  21st Century Workforce  Modernized View of Talent Management  Shifts in Talent Acquisition, Management, Mobility  Changes in Learning and Leadership  New Model for Employee Engagement  Analytics and Technology  High-Impact HR
    4. 4 Research Basis
    5. 5 Lead and develop Attract and engage Transform and reinvent Leaders at all levels: Close the gap between hype and readiness Talent acquisition revisited: Deploy new approaches for the new battlefield The reskilled HR team: Transform HR professionals into skilled business consultants Corporate learning redefined: Prepare for a revolution Beyond retention: Build passion and purpose Talent analytics in practice: Go from talking to delivering on big data Performance management is broken: Replace “rank and yank” with coaching and development From diversity to inclusion: Move from compliance to diversity as a business strategy Race to the cloud: Integrate talent, HR, and business technologies The quest for workforce capability: Create a global skills supply chain The overwhelmed employee: Simplify the work environment The global and local HR function: Balance scale and agility 12 Trends Define HR’s Agenda Many transformational, some disruptive
    6. 6 How the Talent World has Changed “Our candidates today are not looking for a career…” “They’re looking for an Experience.”
    7. 7 Top Global Talent Priorities % Rated “Urgent” or “Important” 60% 62% 67% 69% 70% 71% 74% 75% 75% 78% 78% 89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Diversity & Inclusion The Overwhelmed Employee Fix Performance Management Reinvent L&D Integrated HR Technology Globalized HR & Talent Management Talent & HR Analytics Workforce Capabilities Talent Acquisition & Access Reskilling HR Retention & Engagement Leadership Gaps Deloitte Global Human Capital Trends Research, n=2500, 2/2014 v Areas of Biggest Capability Gap
    8. 8 Where Talent Management Started  Slow Response to Changing Business Needs - Inability to identify current and future talent gaps - Hiring strategy and development planning not in sync - No clear picture of future “talent profile” - Leadership pipelines in jeopardy  Disconnected Decision Making - Data and processes not integrated - Talent not shared across business units - Learning plans not linked to assessments and skills gaps in current talent pool - Lack of visibility into talent gaps  Not responsive to Employee Demands - Employees want career development - Defined career paths and competencies not clear and consistent - Talent mobility difficult during change - Managers still the weakest link in organizational performance  Administratively Intensive - Data entry is repetitive - High volume of manual work to complete HR review processes - Difficult to obtain executive-level talent information - Hard to plan for the future Learning&Development Sourcing&Recruiting PerformanceManagement LeadershipDevelopment SuccessionPlanning WorkforcePlanning Compensation-Benefits Traditional Silos of HR
    9. 9 Attracting & Acquiring Talent Managing & Developing Talent Extending Talent Understanding & Planning Talent Employment Brand Social Sourcing Talent Networks Mobile Job Sites Candidate Marketing External Brand Work Environment Mission and Values Diversity & Inclusion Work-Life Balance Rewards Recognition Performance Management Goal Setting Career Management Leadership Development HIPO Assessment Professional Career Mgt Technical Career Mgt Contract Labor Alumni Programs College Recruiting Talent Networks Supply Chain Talent Analytics WF Planning Engagement Retention Mgt Segmentation L&D Coaching Certification LinkedIn Glassdoor Reputation Suppliers Partners Data ProvidersMOOCs, Content Providers Assessments Job Networks Brand Management Development Career Lattice Academia Partners Talent Management Today: A Holistic Talent System Improving Time to Competency Changing Corporate Culture Improving Time and Quality of Hire Driving Passionate Engagement Rebuilding Management Skills and PM Creating Magnetic Employment Brand Creating Talent Mobility
    10. 10 Talent Acquisition, Management, Mobility 21st Century Approaches to Talent
    11. 11 The War for The Best People 87% of Organizations are Revamping, Restructuring, or Considering a Redesign of their Talent Acquisition Function
    12. 12 Hiring Manager Relationships Candidate Pool Development Social Media Campaign Recruiter Training Governance & Decision Making Employee Referral Program TA Program Management Optimized TA Technology Diverse Candidate Slates Employment Branding Assessment Against Requirements Reporting & Analytics Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Key Drivers of Success in Talent Acquisition – It’s Complex
    13. 13 Capabilities are Mixed or Low 17% 12% 9% 8% 10% % Excellent 7%
    14. 14 TA Performance Outcomes Overall, we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers Level 1 Level 2 Level 3 Level 4 160% more likely to perform higher Level 1 Level 3 Level 4
    15. 15
    16. 16
    17. 17 Value of Purpose and Mission Deloitte 2014 Value of Purpose Survey
    18. 18 New Assessment Science Linked to Big Data  16,500 retail employees  Turnover rate - 72%  Shift in business from collectors to jewelry buyers Clearly Define Role Design High Value Assessment Implement (Games and Assessments) Amazing Results Turnover reduced by ½ to 36% Sales improvement of 26% 90% improvement in screening
    19. 19 Cognitive Ability Friendliness and Leadership
    20. 20 Epidemic in Performance Mgt. Only 8% of respondents said “their performance management process was worth the time people put into it.”
    21. 21 The Two Philosophies of PM
    22. 22 Science Behind Performance Management Status Certainty Autonomy Relatedness Fairness
    23. 23 Performance Management Today From… To… Annual appraisal and rating Continuous feedback and coaching Annual goals and objectives Quarterly or regular goal setting Focus on weaknesses Focus on strengths Development as afterthought Development as core Recognition by manager Recognition by peers Career plan for promotion Career plan for growth and experience Up or Out Across, down, up, and around Complex and Intimidating Simple and meaningful
    24. 24 Clarifying the Purpose of PM Coaching for Development Talent Decisions Performance Improvement Legal Documents Employee Motivation Compensation Performance Feedback PERFORMANCE MANAGEMENT Coaching for Development Talent Decisions Performance Improvement Legal Documents Employee Motivation Compensation Performance Feedback PERFORMANCE MANAGEMENT Kelly Services Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. .
    25. 25 Value of Development Planning  Organizations with effective development planning significantly outperform those without. Outcome With Without Voluntary Turnover 8% 11% Turnover among High- Performers 2% 3% Ability to “develop great leaders” 23% 7% Ability to “plan for future talent needs” 22% 6% Median Revenue per Employee $169,000 $82,800
    26. 26 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management Traditional View Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management
    27. 27 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management The Reality SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management Top Management Contract Hire Job Intern Developmental Assignment Lateral Promotion Stretch Assignment External AssignmentUpward Promotion Lateral Assignment New Assignment Part Time Loan New Candidate New Leader Exec Succession
    28. 28 The Talent Mobility Formula Bringing the Talent System Together DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) OPEN POSITIONS & OPPORTUNITIES INDIVIDUAL NEEDS / DESIRES INDIVIDUAL DEVELOPMENT PLAN (IDP) VISION STRATEGIC INITIATIVES DESIRED BUSINESS OUTCOMES VALUES MISSION ORGANIZATION NEEDS MOBILITY STRENGTHS DEVELOPMENT NEEDS CAREER ASPIRATIONS ANNUAL GOALS Succession Management Career Development Individual Development Plan (IDP) Strategic Competencies Organizational Planning / Analytics Performance Management Development Planning
    29. 29 Entire Organization Must Contribute to World-Class Career Management • Identify Career Goals • Maintain Profiles • Demonstrate Values • Socialize Interests • Create Internal Network • Share Expertise Employee • Define Job Profiles • Provide Coaching • Assess Potential • Identify Development Opportunities • Provide Candid Feedback • Share Talent Openly Manager • Provides Tools & Resources • Develop Career Models • Facilitate Process • Offer Career Coaching • Career Development Training • Integrate with Talent Mgmt HR • Infrastructure – Process, Technology, People • Create Culture of Mobility • Communicate Expectations • Create Transparent Marketplace Company
    30. 30 Important New Ideas to Help  “Facilitated Talent Mobility” team and model  Professional Career Coaches  Tolerance for “Incompetence” During Development  Internal Mentor Networks  Reward systems based on “Talent Production” not “Talent Hoarding”  Tracking project assignments and feedback on each  Rich employee profiles  Dynamic talent pools
    31. 31 How Do We Avoid Complexity? PS - “Simplicity does not mean “simplistic.”
    32. 32 Redefining Corporate Learning Modernized Approach
    33. 33 Corporate learning redefined Prepare for a revolution • Biggest problem today is the uncoordinated structure of learning and development • Corporate training requires content, context, and deep expertise Slow adoption of leading-edge learning tools Focus on continuous learning and the move from “push” training to “pull” learning 33 Building a Skills Supply Chain
    34. 34 We Need Deep Expertise, Faster The Lifecycle of a Specialist or Leader Novice Beginner Capable Expert World Class Business Contribution and Ability to Innovate + Positive - Negative You invest in the individual Payoff to the Organization Individual Develops others“Even when we hire a senior engineer from a competitor it takes them 5-7 years to be fully productive in our environment.” - Global Energy Company
    35. 35 Get Materials Online Expand, Blend Improve E-Learning Solve Talent Problems Content Experience Job Work Experience Continuous Culture 2001 2004 2011 Evolution of Learning Solutions From Content-Centric to Continuous and Experience-Centric 2007 LMS E-Learning Platform LMS Enterprise Learning Platform Learning Portal Blogs, Wikis, Twitter, Mobile, and Social Networks Instructional Design Kirkpatrick Rapid E-Learning Information vs. Instruction Search, Collaboration, Community Information Architecture E-Learning Get Materials Online Blended Learning Collaborative / Social Learning, Content Mgt, Rich Media Interactivity Simulation Learning Paths Role-Based Competency-Based Learning Career Development Deep Specialization Leadership Development Rich Catalog University 2015 MobileInternetEverywhere Locationawareness InformationFeeds LearningandPerformanceIntegrated We are Here
    36. 36 Continuous LearningExpert Novice Time Rethink Learning Approach Traditional Training Training Event Job Aids E-learning courses Coaching Mentoring Social, Mobile Sharing Career Pathways Communities of Practice Career Development Deliberate Practice
    37. 37 The Continuous Learning Model Education, Experience, Environment, Exposure EDUCATION EXPOSURE ENVIRONMENT EXPERIENCE Intermediate – Grow in Role Current job development and competency expansion WHAT DO I NEED TO GROW IN MY CURRENT ROLE? Immediate – Perform Well Performance support and other tools for point-of- need learning WHAT DO I NEED TO PERFORM NOW? Transitional – Next Role Development of skills and relationships that will meet long-term business goals WHAT DO I NEED TO GROW IN MY CAREER?
    38. 38 21st Century Talent Acquisition Connecting the Skills Supply Chain Today we hire for potential, motivation, and fit – not only for core skills and experience. This means that L&D and Leadership team must understand the “capabilities” needed to translate them into sourcing and hiring practices.
    39. 39 MOOCs are Cohort-Based Blended Learning
    40. 40 Video and Social Replacing Web Today 40-50% of job-seekers reach you by mobile device. 20-25% of HR application users drive mobile access. Video is by far the fastest-growing media for training, communication, and even blogging.
    41. 41 Example of MOOCs in Business
    42. 42
    43. 43 Building Global Leaders Deepening the Pipeline at an Accelerated Rate
    44. 44 Leadership Programs Challenged
    45. 45 Strategic Leadership Development Championed by Executives, Talent Management Integration Focused Leadership Development Culture-Setting, Future-Focused, Developing Organization Structured Leadership Training Core Competencies, Well-Defined Curriculum, Developing Individuals Inconsistent Management Training Content Available, No Development Process, Benefit to Employees Level 4 Level 3 Level 2 Level 1 10% 28% 38% 25% Bersin Leadership Development Maturity Model
    46. 46 Our Research 3 levels of leaders across 778 organizations in 10 countries
    47. 47 What We’ve Learned  Individual differences (personality, intelligence - core skills, etc.) are more important than cultural differences  Leaders in remote geographies have less visibility and are more likely to be turned down for key appointments because key stakeholders don’t know them.  Leaders who have lived and worked in one country tend to see the world through the same lens so even if they have strong potential. Mobility matters.  Middle East or APAC leaders often not aware that they need to manage their profile at the corporate level, network with key people, get involved in high visibility projects. Self-promotion may not be highly regarded.  Interpersonal skills and flexibility are important. Leaders who have only been exposed to one culture can become typecast e.g. too deferential, too aggressive, too loud/passionate, too considered, too arrogant etc.  Corporate culture has a strong influence on who gets promoted. Leaders who fit the culture are positively seen because they display the “right” behaviors and values
    48. 48 New Models for Engagement Building the Simply Irresistible Organization
    49. 49 Engagement Still Startlingly Low  Worldwide only 13% of employees are “highly engaged” in their jobs.  63% “disengaged” and 24% “actively disengaged.”  (Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged”  China, Middle East, Africa, India are the lowest at 6-8% fully engaged
    50. 50 Depth of the Engagement Problem
    51. 51
    52. 52 The overwhelmed employee
    53. 53 A New Look at Engagement Great Work which Matters Flexible, Supportive Working Environment Inclusive Culture Superior Management Recognition & Rewards Autonomy and Control Career & Learning Opportunity Trust, Meaning & Purpose The Irresistible Organization TrustinLeadership Career and Personal Opportunity AbilitytoContribute Flexible Work Environment
    54. 54 Recognition Drives Retention 7.2% 8.7% 10.5% 0% 2% 4% 6% 8% 10% 12% Excellent (5) Fair (3-4) Poor (1-2) Effectiveness of Recognition Program at Improving Employee Engagement Voluntary Turnover Rate 31% Reduction in voluntary turnover! Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
    55. 55 New Tools for Employee Sensing Japanese Niko Niko Board  Traditional Engagement Surveys Losing Value - CultureAmp - RoundPegg - BlackbookHR - TinyHR - Good.co  Real Time Analytics - Entelo - Orgstars - Deloitte, IBM  Adage “People leave managers” is no longer true
    56. 56 Changing HR Technology Rapidly Changing the HR Landscape
    57. 57 Benefits & Compensation Hiring Recruiting E-Learning Performance Talent Integrated TM Solutions Systems of Engagement Evolution of HR Systems MARKETGROWTH-ADOPTION 2 0 0 0 2 0 1 2P R O G R E S S I O N O V E R T I M E Compensation HRIS Benefits Administration Applicant Tracking Recruiting Sourcing Learning Management Competency Management Succession Management Performance Management Integrated Talent Mgmt End to End Suite Social Recognition Integrated Recruiting Back Office on-premise ERP SaaS and Cloud Integrated into Work Consumer User Interfaces Analytics Segmentation Prediction Mobile and Tablet, HTML5 ERP and HRMS Integrated“Systems of Engagement” Talent Analytics
    58. 58 Consolidation of Market Players
    59. 59 New Set of ERP Solutions
    60. 60 New Generation of Science & Tools The New Disruptors Coming Search Candidates Engagement Science of Assessment Performance Management LinkedIn CultureAmp Logi-Serve Better Company Entelo TinyPulse Good.co StandOut TalentBin Monster TemboSocial Jobfig Achievers GILD RoundPegg Evolv Globoforce Dice Blackbook HR
    61. 61 Today: HR Analytics is Hot
    62. 62 What Our Research Discovered Bersin by Deloitte Talent Analytics Maturity Model® Level 4: Predictive Analytics Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning 4% Level 3: Advanced Analytics Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions 10% Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards 30% Level 1: Reactive – Operational Reporting Ad-Hoc Operational Reporting Reactive to business demands, data in isolation and difficult to analyze 56%
    63. 63 What is Talent Analytics: Bring HR & Business Data Together Recruiting and Workforce Planning Comp and Benefits Performance Succession Engagement Learning & Leadership HRMS Employee Data Engagement & Assessment + Sales Revenue Productivity Customer Retention Product Mix Accidents Errors Fraud Quality Downtime Losses Groundbreaking New Insights & Tools for Managers to Make Better Decisions =Data management, analytics, IT, and business consulting expertise +
    64. 64 High-Impact HR Reskilling, New Roles, Refocus, and Reorganizing HR
    65. 65 The overwhelmed employee Simplify the work environment Reskilling the HR team Transform HR professionals into skilled business consultants • Businesses report that their HR teams are “not ready” or up to the job • HR teams need to develop: HR and talent skills; Business, industry, and global skills; and Management, leadership, and program implementation skills 65 per cent assess their capabilities as “Adequate” to “Under-performing” Third most urgent and important trend with 77 percent of respondents ranking it as “urgent” or “important”
    66. 66 Our High-Impact HR Research  Detailed survey conducted in 2013-4 on structure, roles, and governance of HR: - CHRO background - Organization structure - Level of specialization - Use of technology - Training of HR teams - External intelligence gathering - Level of HR “independence” - Use of analytics - Talent management solutions - Use of standards  Evaluated impact on customer service, profitability, responsiveness, time to market, HR responsiveness, HR adaptability, and all talent practices (staffing, engagement, performance, leadership, training)
    67. 67 8 Key Findings: A more “distributed” and “intelligent” approach to HR drives greater impact 1. Specialization & Skills Development - Generalists are specialists - Training and continuous development culture - Networks of expertise, not centers 2. Empowered Business Partners - Senior business experience, consultative - Embedded in business - Specialized in role 3. Talent COEs Extend into Business - Collecting information and creating frameworks - Coordinated decision making, sharing expertise - Federated in structure (ie. Learning, staffing) 4. Standard Infrastructure and Vendors - Standard systems and data governance - Easy to use employee facing systems - Mobile, design-centric systems 5. External Intelligence, Research, and Sharing Best Practices - Team or person focused on external world - Practices, data, vendors, benchmarks - Looking forward not backward 6. Data, Planning, & Talent Analytics - Cleaned-up HR data management - Level 3, 4 talent analytics capability - Performance consulting, not just reporting 7. Innovative HR Solutions - New unique approaches - Use uniqueness of culture 8. A Bold CHRO - Push for change and innovation - Reward innovative solutions - Examine business for world class solutions
    68. 68 22% 23% 28% 30% 31% 35% 36% 42% 44% 55% 64% 81% 72% 72% 72% 94% 75% 94% 94% 81% HIHR Overall Manages budget Advice to leadership Impacts organization success Supports organizational agility Meets internal goals Adapts to changing strategy Reputation for smart decisions Operates efficiently Provides effective services Adapts to changing employee needs +52% +59% +58% High-Impact HR Teams Outperform
    69. 69 The Bold CHRO
    70. 70 Need for Innovation: Bold CHRO • 76% of candidates want to work for a company with “innovative work practices” … yet • 37% of HR managers say their “culture” prevents innovation • 28% say they have no money to innovate • 27% say they don’t have the experience or skills What impact would innovative work and management practices have on your work? “The Innovation Imperative,” June 2013, Korn Ferry International, n=4080

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