This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
The document provides an overview of competencies and development strategies for HR business partners (HRBPs). It defines four roles for HRBPs - strategic partner, operations manager, emergency responder, and employee mediator. It then outlines a competency model for HRBPs with business acumen and innovation at the core, and specialized competencies for each role. Finally, it discusses that on-the-job development is critical for improving HRBP abilities, and provides examples of development experiences tailored to each role.
This document outlines a roadmap for human resources (HR) to transform into strategic business partners. It begins with an overview of why HR needs to transform, focusing on key concerns around learning and development, reinvention of HR, culture and engagement, and leadership development. Next, it provides a framework for how HR should transform and deliver value, focusing on understanding the context, stakeholders, talent needs, and linking HR practices to business outcomes. It then discusses best practices in talent analytics and understanding business elements from HR's perspective. Finally, it concludes with a roadmap for implementing the HR business partner model that includes strengthening partnering between HR and the business.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
The document discusses transforming the role of the HR business partner in a shared services model. It outlines the traditional HR business partner role versus the transformed role in a shared services environment. The key steps in transforming the role are to assess the current competencies and skills of HR business partners, define the new competencies and skills needed for the transformed role, and develop training and development plans based on gaps identified in the assessment. The timing of transforming the role should be integrated with the implementation of the shared services model.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
The document provides an overview of competencies and development strategies for HR business partners (HRBPs). It defines four roles for HRBPs - strategic partner, operations manager, emergency responder, and employee mediator. It then outlines a competency model for HRBPs with business acumen and innovation at the core, and specialized competencies for each role. Finally, it discusses that on-the-job development is critical for improving HRBP abilities, and provides examples of development experiences tailored to each role.
This document outlines a roadmap for human resources (HR) to transform into strategic business partners. It begins with an overview of why HR needs to transform, focusing on key concerns around learning and development, reinvention of HR, culture and engagement, and leadership development. Next, it provides a framework for how HR should transform and deliver value, focusing on understanding the context, stakeholders, talent needs, and linking HR practices to business outcomes. It then discusses best practices in talent analytics and understanding business elements from HR's perspective. Finally, it concludes with a roadmap for implementing the HR business partner model that includes strengthening partnering between HR and the business.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
The document discusses transforming the role of the HR business partner in a shared services model. It outlines the traditional HR business partner role versus the transformed role in a shared services environment. The key steps in transforming the role are to assess the current competencies and skills of HR business partners, define the new competencies and skills needed for the transformed role, and develop training and development plans based on gaps identified in the assessment. The timing of transforming the role should be integrated with the implementation of the shared services model.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
This document outlines trends and best practices in talent acquisition based on a presentation by Simon Parkin. It discusses moving away from an overly automated applicant tracking system (ATS) to a candidate relationship management (CRM) tool. It also emphasizes deeper candidate assessment, balancing candidate experience with evaluation, using data to calibrate internal and external talent, and training recruiters to serve as talent advisors rather than just administrators. Recruitment is seen as underfunded and in need of improved capabilities, sourcing, and executive support. Best practices highlighted include boomerang hiring, varied interview panels, mobile optimization, and leveraging LinkedIn.
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Talent Acquisition Best Practices Process Mapblayton551
Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
The document outlines an implementation plan for establishing a strategic HR business partner function. It includes definitions of the HR business partner role, components for success, a proposed model, and a change management model. The implementation plan has 5 phases: assess readiness, prepare for implementation, plan implementation, roll out the new HR model and partner function, and evaluate. A timeline shows the plan will be implemented over 9 months. Appendices provide supporting documents like assessments and descriptions to aid implementation.
This document discusses the need for HR professionals to develop new strategic competencies to help organizations achieve their business goals and make HR a true business partner. It argues that HR must shift from traditional transactional roles to focus on strategic performance management, linking people strategies to organizational strategy and performance. Specifically, it outlines how HR can measure its impact on productivity, processes, costs and benefits, employee metrics, and organizational capabilities to demonstrate its value creation for the business.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Rise of Talent Operations - What Good Looks LikeBeamery
We invited Eileen Kovalsky, Global Head of Talent Acquisition Operations at Avanade, and Nikki Cochran, Recruiting and Operations Lead at Humans Doing, to walk us through their personal vision of what good looks like in talent operations. Together, they will discuss what they expect from this function, the impact they’re looking for, and how they set their teams up for success.
The document discusses strategies for efficiently identifying talent, managing high application volumes, and improving conversion rates and time-to-fill for job openings. It proposes an automated process involving prescreening questions, online interviews, phone screens, and networking events to qualify candidates, with the goal of reducing time-to-fill and costs while improving hiring quality and client satisfaction. Key aspects include building talent pools, screening out unqualified applicants, mapping candidates to current and future roles, and providing timely feedback.
HR now plays an important role as a business partner that has significant impact on business performance. HR owns change management projects and introduces policies focused on increasing employee performance and satisfaction as well as designing a unique corporate culture. HR business partners work closely with senior leaders to develop an HR agenda that supports organizational aims, and the process of aligning HR with business goals is known as HR business partnering. Qualities of successful HR business partners include self-belief, belief in HR, confidence, relationship building skills, business knowledge, and communicating in business terms.
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
The document discusses objectives, essentials, elements and strategies of talent management. It aims to capture and retain talent, identify challenges, and establish trends. Talent management involves identifying and developing potential in people through a supportive culture. Key elements include resourcing, attraction, retention, performance management and learning. Strategies center around acquiring, developing and retaining top talent through internal and external approaches.
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
HR FOR NON HR MANAGER by DANIEL DONI SUNDJOJODaniel Doni
HR for non-HR managers focuses on serving internal and external stakeholders by understanding the business, crafting HR practices and systems, and building human resources. The roles include recruitment and selection of candidates, managing probation periods and training, compensation, performance evaluation, terminations, and retirement. The overall goal is to support the business through strategic people management.
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
This document discusses talent management and its importance for organizations. It notes that senior leadership often overlooks talent management in favor of short-term cost savings. Talent management is defined as using strategic human resource planning to improve business value and help organizations reach their goals. The document then lists some negative impacts of bad hiring decisions and lack of talent management, such as lost time, lower morale, and poorer client solutions. It identifies the six key elements of talent management as workforce planning, talent acquisition, performance management, learning and development, succession management, and retention and engagement. Benefits of talent management include higher productivity, profits, retaining top talent, and helping organizations achieve long-term goals.
The document discusses the role of an HR Business Partner (HRBP) in the retail sector of an organization. The HRBP acts as a strategic partner between HR and retail management to align business objectives with employees. Key responsibilities of the HRBP include developing HR solutions that support retail goals, maintaining business knowledge, resolving employee issues, providing HR guidance and policy interpretation to retail management, and identifying and monitoring training needs for retail employees.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Talent Acquisition Best Practices Process Mapblayton551
Stanton Chase views the talent acquisition process as an ongoing strategic initiative focused on mid and senior level management positions. They utilize a best practices approach including engagement refinement, program assessment and launch, candidate development, research, soft qualification and assessment, coordination of interviews, and feedback and negotiations. The goal is attraction, assessment, and acquisition of top talent as a key business process.
The document outlines an implementation plan for establishing a strategic HR business partner function. It includes definitions of the HR business partner role, components for success, a proposed model, and a change management model. The implementation plan has 5 phases: assess readiness, prepare for implementation, plan implementation, roll out the new HR model and partner function, and evaluate. A timeline shows the plan will be implemented over 9 months. Appendices provide supporting documents like assessments and descriptions to aid implementation.
This document discusses the need for HR professionals to develop new strategic competencies to help organizations achieve their business goals and make HR a true business partner. It argues that HR must shift from traditional transactional roles to focus on strategic performance management, linking people strategies to organizational strategy and performance. Specifically, it outlines how HR can measure its impact on productivity, processes, costs and benefits, employee metrics, and organizational capabilities to demonstrate its value creation for the business.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Rise of Talent Operations - What Good Looks LikeBeamery
We invited Eileen Kovalsky, Global Head of Talent Acquisition Operations at Avanade, and Nikki Cochran, Recruiting and Operations Lead at Humans Doing, to walk us through their personal vision of what good looks like in talent operations. Together, they will discuss what they expect from this function, the impact they’re looking for, and how they set their teams up for success.
The document discusses strategies for efficiently identifying talent, managing high application volumes, and improving conversion rates and time-to-fill for job openings. It proposes an automated process involving prescreening questions, online interviews, phone screens, and networking events to qualify candidates, with the goal of reducing time-to-fill and costs while improving hiring quality and client satisfaction. Key aspects include building talent pools, screening out unqualified applicants, mapping candidates to current and future roles, and providing timely feedback.
HR now plays an important role as a business partner that has significant impact on business performance. HR owns change management projects and introduces policies focused on increasing employee performance and satisfaction as well as designing a unique corporate culture. HR business partners work closely with senior leaders to develop an HR agenda that supports organizational aims, and the process of aligning HR with business goals is known as HR business partnering. Qualities of successful HR business partners include self-belief, belief in HR, confidence, relationship building skills, business knowledge, and communicating in business terms.
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
The document discusses objectives, essentials, elements and strategies of talent management. It aims to capture and retain talent, identify challenges, and establish trends. Talent management involves identifying and developing potential in people through a supportive culture. Key elements include resourcing, attraction, retention, performance management and learning. Strategies center around acquiring, developing and retaining top talent through internal and external approaches.
Presented at the Montana Hospital Association's Spring 2009 Conference.
See more at: http://www.integratedhealthcarestrategies.com/knowledgecenter.aspx.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
HR FOR NON HR MANAGER by DANIEL DONI SUNDJOJODaniel Doni
HR for non-HR managers focuses on serving internal and external stakeholders by understanding the business, crafting HR practices and systems, and building human resources. The roles include recruitment and selection of candidates, managing probation periods and training, compensation, performance evaluation, terminations, and retirement. The overall goal is to support the business through strategic people management.
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
This document discusses talent management and its importance for organizations. It notes that senior leadership often overlooks talent management in favor of short-term cost savings. Talent management is defined as using strategic human resource planning to improve business value and help organizations reach their goals. The document then lists some negative impacts of bad hiring decisions and lack of talent management, such as lost time, lower morale, and poorer client solutions. It identifies the six key elements of talent management as workforce planning, talent acquisition, performance management, learning and development, succession management, and retention and engagement. Benefits of talent management include higher productivity, profits, retaining top talent, and helping organizations achieve long-term goals.
The document discusses the role of an HR Business Partner (HRBP) in the retail sector of an organization. The HRBP acts as a strategic partner between HR and retail management to align business objectives with employees. Key responsibilities of the HRBP include developing HR solutions that support retail goals, maintaining business knowledge, resolving employee issues, providing HR guidance and policy interpretation to retail management, and identifying and monitoring training needs for retail employees.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
The document summarizes Zinfra Group's efforts to invest in developing their workforce. It discusses:
1) Zinfra Group's strategic focus on shaping a values-driven, high-performing culture through leadership development, talent management, and building performance-oriented work models.
2) The development of an integrated approach to talent management, including competency frameworks, succession planning, and a leadership development center.
3) A roadmap outlining Zinfra Group's initiatives from 2013-2020 to accelerate leadership development, strengthen capabilities, and achieve industry-leading employee engagement and performance.
Strategic leadership development contentThom Powell
The document discusses how leadership development helps organizations achieve strategic goals and business results. It explores processes for effective leadership development, including assessment of competencies, development programs, and evaluation. The agenda covers outcomes, competencies, assessment, development, and evaluation. Leadership development aims to improve outcomes like strategic challenges, human capital challenges, and competitive advantage through developing the right competencies in leaders.
The document discusses setting HR standards in schools. It summarizes a presentation given by the CEO of SABPP on the role of HR standards and audits in advancing the HR profession and improving school performance. Key points included defining what standards are, developing HR standards projects in Africa, and a case study of St Stithians College undergoing an HR audit to identify areas of excellence and improvement in line with HR standards.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
This document discusses various topics related to human resource development (HRD), including:
- The evolving role of HRD from an operational to more strategic focus.
- Different types of "capital" that are assets for organizations, including human capital, social capital, and intellectual capital.
- Frameworks for conceptualizing the multiple roles of HR, such as strategic, operational, and administrative.
- Challenges for HRD, including changing demographics, globalization, and the need for lifelong learning.
The document provides an overview of key concepts and issues in understanding the field of HRD.
This document provides an implementation plan for establishing a strategic HR business partner function. It includes defining the role of the business partner, components for success, a business partner model, a change management model, and a timeline. The implementation plan has five phases: assess readiness, prepare for implementation, plan implementation, roll out the new model and function, and evaluate. The timeline estimates completing implementation within 9 months.
The document provides an overview of topics related to human resources and HR management. It discusses the perception of HR, the contribution of various HR roles, avoiding costly mistakes, foundations of business savvy, components of strategic HR, talent planning vs workforce strategy, deploying analytics, changing priorities, employee surveys, auditing policies, outsourcing, union disruptions, return on investment, self-service functionality, remote working, service delivery issues, changing structures, HR planning, admired companies, the future of HR, and case studies. Key questions are posed at the conclusion to prompt further discussion.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
The document discusses the South African Board for People Practices' (SABPP) efforts to establish national HR standards and competencies to improve consistency and quality in HR management. It provides an overview of SABPP's work developing an HR management system standard, professional practice standards, and HR metrics. The ultimate goals are to advance the HR profession and better align HR with business strategy.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
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.
Smrita Rawat Gupta has over 10 years of experience in talent acquisition, HR business partnering, capability building, and talent management. She is currently an HR Business Partner for HCL Services Ltd, where she partners with business leaders and supports over 1,000 employees. Previously, she led talent acquisition teams of up to 18 people. Her responsibilities in her current role include strategic HR planning, performance management, talent development, talent acquisition, and employee engagement. She holds a diploma in web design and computer networking, as well as a commerce graduation.
HR Professional Practice Standards Launch - Marius MeyerSABPP
The document discusses the development of HR Professional Practice Standards (PPS) in South Africa. It provides context on the development of PPS as more specific standards that supplement the broader HR Management System Standard. 19 initial PPS were developed through collaboration in areas like workforce planning, learning and development, performance management, and leadership development. Feedback from HR practitioners was positive and saw PPS as revitalizing HR practice. The document outlines next steps like expanding PPS coverage and resources to help practitioners apply the standards.
The document discusses the changing role of HR in business from a traditional personnel management role to strategic partner, change agent, employee champion, and administrative expert. It outlines the four main roles of HR in business and lists some key focus areas, success factors, and trends for HR, including managing different generations, retaining talent and critical knowledge, and addressing top concerns like attracting and retaining talent and managing healthcare costs.
Bishan Chakraborty has over 16 years of experience in human resource development, leadership hiring, and senior consulting. He specializes in areas such as performance management, employee engagement, change management, leadership development, and talent acquisition. Bishan has worked with various organizations helping them solve business problems through training, development, and engagement of employees. He has a proven track record of successfully hiring leaders and developing high-performing teams.
"Project Management is the essential skills that is needed by any industry and organisation in this 21st Century no matter how big or small it is."
This is because the world is changing and transforming rapidly every day. As a resident of this world, we need to adopt and adapt the changes and demands into our life and organisation consistently. One of the top 3 skills that meets these rapidly changing demands is project management skills. Becoming the project management practitioner, you will be empowered and entrusted to help the organisation to align to its strategies and realising the vision.
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This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Today HR and L&D organizations can finally deliver learning directly to people in the flow of work. This presentation describes this exciting new strategy, and how micro-learning (also called microlearning) can transform an organization's culture.
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This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
High-Impact HR: Building a Business-Driven HR Organization
1. High Impact HR 2015
Delivering on the Promise
of Talent-Driven Business Value
Josh Bersin
Principal and Founder
Bersin by Deloitte
November, 2014
2. Who We Are
Global provider of leading practices, trends, and benchmarking research in talent
management, learning, and strategic HR.
6 Research Areas
• Human Resources
• Leadership Development
• Learning & Development
• Talent Acquisition
• Talent Management
• Tools & Technology
Integrated Membership Offering
• WhatWorks® Membership: Research, Tools, Education, Consulting
• IMPACT: The industry’s premiere conference on the Business of Talent
• Advisory Services & Consulting
Human
Resources
Leadership
Development
Learning &
Development
Talent
Acquisition
Talent
Management
Tools &
Technology
3. Create competitive
advantage through
strategic
investments in
technology
• HR Operations
Technology
• Learning
Technology
• Talent
Acquisition
Technology
• Talent
Management
Technology
• Technology
Strategy &
Execution
Bersin Practices and Subject Areas
Bersin by Deloitte’s Research Library
Create highly
effective HR
organizations
• Engagement
• HR & Talent
Analytics
• HR Organization
& Governance
• HR Strategy &
Benchmarking
• HR Tools &
Technology
• Rewards &
Recognition
• Services &
Programs
Build the right
skills for a
successful
organization
• Content
Development
• Informal Learning
• Learning Culture
• Learning
Measurement
• Learning
Programs
• Learning
Technology
• Organization &
Governance
• Performance
Consulting
Drive leadership
programs with
bottom line
impact
• Executive
Development
• HiPo
Development
• Leadership
Competencies
• Leadership
Development
Evaluation
• Leadership
Development
Solutions
• Leadership
Organization &
Governance
• Leadership
Strategy
Deliver bottom
line benefits of
integrated talent
• Career
Management
• Competency
Management
• Performance
Management
• Succession
Management
• Talent
Management
Systems
• Talent Strategy
• Workforce
Planning
Source, recruit,
and onboard
the very best
• Employment
Branding
• Hiring &
Onboarding
• Screening &
Interviewing
• Sourcing &
Recruiting
• Talent
Acquisition
Strategy
• Talent
Acquisition
Technology
Human
Resources
Learning &
Development
Leadership
Development
Talent
Management
Talent
Acquisition
Tools &
Technology
Content and Service Providers
5. Quick access to research and tools
• An integrated set of data-driven research and tools for problem solving,
benchmarking, vendor selection, and professional development.
• “Product” = content, technology and service
Industry Studies
High-impact best
practices and solution
provider research
Factbooks®
Benchmarking
metrics and data
for comparison to
industry norms
Case Studies
In-depth look at an
organization’s approach
to specific challenges
Frameworks
Structure illustrating
interrelation of key processes
Research Bulletins
Updates on vendors,
market trends, and new
best practices
Maturity Models
Framework for assessing an
organization’s level of
sophistication in given areas
Webcasts & Tools
Webinars on the latest talent,
learning, and HR issues.
7. Incidental Training
High-Impact Learning Organization
® Maturity Model
Source of Ad-hoc Job Support • Mentoring & Apprenticeship •
Emerging Need for Professional Training • SME-Focused
Level 1
Training & Development Excellence
Source of Designed Instruction • Evolving Governance & Operations •
Improving L&D Core Processes • Program-Focused
Level 2
Talent & Performance Improvement
Source of Talent Development & Performance Consulting • Integrated with HR/TM •
Improving Alignment • Process & Tech Focus
Level 3
Organizational Capability Development
Source of Business Performance Capability & Learning Agility •
Business Executive–Driven • Cultural & Systemic Focus
Level 4
B e r s i n b y D e l o i t t e
9. Top Global Talent Priorities
% Rated “Urgent” or “Important” in Asia
78%
78%
75%
75%
71%
70%
69%
67%
62%
60%
74%
89%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Leadership Gaps
Retention & Engagement
Reskilling HR
Talent Acquisition & Access
Workforce Capabilities
Talent & HR Analytics
Globalized HR & Talent Management
Integrated HR Technology
Reinvent L&D
Fix Performance Management
The Overwhelmed Employee
Diversity & Inclusion
Deloitte Global Human Capital Trends Research, n=2500, 2/2014
Areas of Biggest
Capability Gap
32% Urgent
24% Urgent
22% Urgent
18% Urgent
21% Urgent
22% Urgent
10. The Original Idea of Integrated Talent
Management
• 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
Traditional Silos of HR
Learning & Development
Sourcing & Recruiting
Performance Management
Leadership Development
Succession Planning
Workforce Planning
Compensation - Benefits
11. Attracting &
Job
Acquiring Talent
Networks Brand
Managing &
College Recruiting Alumni Programs
Developing Talent
Partners
Extending
Talent
Employment Brand Social Sourcing
Talent Networks Mobile Job Sites Candidate
Diversity &
Inclusion
Engagement
Retention Mgt
HIPO Assessment Professional
Management
Development Career
Segmentation
Understanding &
Planning Talent
Marketing
External Brand Work Environment
Mission and Values
Work-Life Balance
Rewards
Recognition
Performance
Management
Goal Setting
Career
Management
Leadership
Development
Career Mgt
Technical Career
Mgt
Contract Labor
Talent Networks
Supply Chain of
Analytics Skills Workforce
Planning
L&D
Coaching
Certification
LinkedIn
Glassdoor
Reputation
Suppliers
Assessments
MOOCs, Content Data Providers
Providers
Lattice
Academia
Partners
How Talent Issues Work Today:
Everything is Connected
Hourly Work
Policies
12. Talent Imperatives for 2015
Driving
Performance &
Development
Assessing &
Improving
Corporate
Culture
Accelerating
Time to
Competency
Improving
Management &
Leadership
Delivering and
Managing
Employment Brand
Planning &
Analyzing
Talent
Improving
Career & Talent
Mobility
Improving Speed
and Quality of Hire
Driving
Engagement
and Retention
Diversity & Inclusion, Work Environment, Purpose, Values, and Mission
14. 97%
Of HR professionals report their HR
organization stays within budget… yet…
Source: Bersin by Deloitte High Impact HR Research 2014
15. Yet, HR Professionals Don’t Believe Their
Functions are Driving Impact
28%
30% FEEL HIGHLY
STRONGLY
BELIEVE THEY
HAVE A
REPUTATION FOR
SOUND BUSINESS
DECISIONS
CONFIDENT THAT
THEY ARE
EFFICIENT
22%
FEEL CONFIDENT
THAT THEY ARE
ADAPTING TO
EMPLOYEE NEEDS
WELL
20%
FEEL THAT THEY ARE
ADEQUATELY
PLANNING HR FOR
THE COMPANY’S
FUTURE NEEDS
Source: Bersin by Deloitte High Impact HR Research 2014
16. Challenges for Modern HR
• Need to develop leaders at all levels, globally and locally
• Younger workforce than ever before, with new and
Responsiveness & Coordination
different demands
• Broader spans of control and global teams
• Low levels of engagement, high competition for top talent
• Technology still not integrated, analytics not mature
• Innovation and success demands collaboration and
engagement
• Performance management weak, succession weak
• CEOs and CXOs demand HR to “solve talent problems”
17. Management Skills are Lacking
Fewer than 10% of organizations are “excellent” in every area
6%
Aligning and setting expectations and goals
Supporting employee engagement
Attracting top talent
Responsiveness & Coordination
12%
32%
32%
33%
32%
13%
21%
19%
5%
5%
5%
4%
3%
5%
9%
0 5 10 15 20 25 30 35
Identifying and developing leaders
Managing performance problems
Coaching and developing people
Onboarding new staff
Assessing and selecting the right
candidates
Excellent Poor or Below Avg
19. Time to Transform HR
72%
8% RATED THE NEED TO RESKILL,
REORGANIZE, AND TRANSFORM
FEEL THEY HAVE ROBUST
PROGRAMS TO HELP IN
TRANSFORMING THE
HR FUNCTION
HR AS A HIGH PRIORITY
Source: Bersin by Deloitte High Impact HR Research 2014
24. Key Findings of High-Impact HR:
A more “distributed” and “intelligent” approach to HR drives greater impact
1. Specialization & Skills Devt
− 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 & 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
26. Evolution of HR Structure
From Centralized to Rationalized to Optimized
Service delivery optimized
efficiency, service delivery,
Small to Mid Sized
Organization
Business Reach and Impact
“Anarchy”
Uncoordinated
HR staffs, tools,
vendors, consultants
Large Global
Organization
“Rationalized”
Efficient
Standard platforms
Roles defined
Focus: Platforms,
role clarity
Rationalized
HR Service
Delivery
Optimized
Business-
Integrated
HR
“Business Optimized”
Federated: Coordinated
Intelligent at the end nodes
Highly trained and
empowered HR partners
External intelligence and
networks of expertise
Focus: Talent, Leadership,
Management, Global
Localization
Centralized
HR
33. Value of HR Innovation(Innovation)
Operates efficiently and keeps
costs lower than competitors
Wins over the competition in the
market
Creates new products/services
more NQuickly than competitors
Adapts to market changes faster
than competitors
Improves processes to maximize
efficiency
Responds to customer needs
Meets or exceeds customers
“Innovative HR”
expectations
companies reported
30% higher profit than
average
Attracting top talent
1.20
1.00
0.80
0.60
0.40
0.20
0.00
-0.20
-0.40
Assessing and selecting the right
candidates
Onboarding new staff
Aligning and setting expectations
and goals
Coaching and developing people
Managing performance problems
Identifying and developing
leaders
Supporting employee
engagement
Making smart decisions about the
direction of our company
Clearly communicating the
company strategy
Overall leadership capability
quickly
Relentlessly Innovates
Innovates heavily Does not innovate heavily
35. Moving “Local” HR to Greater Impact
LOW HIGH
Problem-Solving Abilities
/ Analytical Background
Line-of-Business
Acumen
LOW HIGH
Generalist
Low Analytical
Low LoB or Business Acumen
HRBP
Business Oriented “VP” of HR
High Analytical
High LoB or Business Acumen
Leverages specialists and COEs
39. The Five Personalities of the HRBP
39
Business Player
(Co-responsible for
business success)
Professional
Partner
(using expertise to
shape direction)
Enabler of HR
Governance
(Holding the line on functional
policy & principles)
Functional Broker
(Manage interface
between business and
functional resources)
Independent
Leader
(Challenging the
business and the
function)
40. Typical HRBP Development Programy
A Business Partner Development Program
40
Competency Framework for future
HRBP role Pre-assessment
Pre-work
Core training
programme
Self
Further
Learning
assessment
Participant self assessment
against the competency
framework, to inform PDP and
further learning modules
Competency framework
shared with participants,
opportunity to reflect on
individual learning needs
prior to training session
Participants keep an
active log of development
needs against core
competencies
Further learning identified in
line with core competency
areas for development
HRLT have opportunity to
reflect on learning needs
of participants based on
agreed competency
framework
41. Competency Frameworks Analysis
Analysis of the existing competency frameworks – focusing on the competencies required of an HR Business partner.
Serving the Client
Retaining the Client
Managing the Practice
Implementing
Following Through
Understanding the Market
Creating a Vision
Building the Market Developing Commitment
Making Decisions
Reward Talent Management
People Relations
Achieving Results
Team Playing
Change Management
HRIM
Business skills
(Functional Broker)
Commercial
Effectiveness
(Business player)
Personal and
interpersonal skills
(Professional Partner)
Governance skills
(Enabler of HR
Governance)
Leadership and People
Management Skills
Team work and collaboration Managing risk
Commercial acumen Managing people
Business and client
understanding
Stakeholder management
Results orientation
Project and programme
management
Talent
Management
Relationship management
Analytics
Change management
Communication
Negotiation /Influencing and
Coaching skills
Policy , process and HR
legislation
Key :
Deloitte HRBP
Leading practice
examples
Global Leader
Framework
ICS Competency
Framework
HR Client Service
competency
framework
Inspirational Leadership
Performance Drive
Competitive Edge / Innovation
Collegiality
Candor
Strategic Direction Talent Development
Influence
Quality, Ethics and
Integrity
Motivational Potential
People Potential
Intellectual Potential
Change Potential
Mobility
42. Value of Bringing HRBP Close to the Business
Impact of HR Being Close to the Business
Attracting top talent
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00
-0.20
-0.40
Assessing and selecting the right
candidates
Onboarding new staff
Aligning and setting expectations
and goals
Coaching and developing people
Managing performance problems
Identifying and developing leaders
Supporting employee engagement
Making smart decisions about the
direction of our company
Operates efficiently and keeps costs
Clearly communicating the company
strategy
lower than competitors
Wins over the competition in the
Creates new products/services more
NQuickly than competitors
Adapts to market changes faster
than competitors
Improves processes to maximize
Responds to customer needs quickly
Meets or exceeds customers
expectations
Overall leadership capability
efficiency
market
Close to business Not close to business
“HR Close to
Business” companies
reported 21% higher
profit than average
44. Benefits &
Compensation
Hiring
Recruiting
E-Learning
Performance
Talent
Integrated TM
Solutions
Systems of
Engagement
Evolution of HR Systems
M A R K E T G R O W T H - A D O P T I O N
Back Office
on-premise ERP
Benefits
Administration
Compensation
HRIS
Applicant
Tracking
Recruiting
Sourcing
SaaS and
Cloud
Learning
Management
Integrated
Talent Mgmt
Performance
Management
Succession
Management
Competency
Management
“Systems of
Integrated
Engagement”
Recruiting
Social
Recognition
Talent
Analytics
End to End
Suite
ERP and
HRMS
Integrated
Mobile and
Tablet, HTML5
Analytics
Segmentation
Prediction
Consumer
User Interfaces
Integrated into
Work
2 0 0 0 P R O G R E S S I O N O V E R T I M E 2 0 1 2
45. Delivers Full Suite of Talent Offerings
Has Full Suite of Talent Offerings
Attracting top talent
1.20
1.00
0.80
0.60
0.40
0.20
0.00
-0.20
-0.40
-0.60
Assessing and selecting the
right candidates
Onboarding new staff
Aligning and setting
expectations and goals
Coaching and developing
people
Managing performance
problems
Identifying and developing
leaders
Supporting employee
engagement
Improves processes to
maximize efficiency
Responds to customer needs
quickly
Meets or exceeds customers
Overall leadership capability
Clearly communicating the
company strategy
Making smart decisions about
the direction of our company
expectations
Adapts to market changes
faster than competitors
“Full Suite of Talent” Has full suite Does not have full suite
companies reported
25% higher profit than
average