Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
The Employee Experience: From Engagement to EnergyGlintInc
In times of change, the employee experience helps hold the company together. Whether it be changes to leadership, products, or culture, the employee experience is the one item that should remain constant and strong in order to keep employees engaged. In this research-based presentation, Josh Bersin, principal and founder, Bersin™, Deloitte Consulting LLP, will highlight the latest trends in the employee engagement market and explain why citizenship, purpose, meaningful work, and “energy, not just engagement” are the most important business strategies you have.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
The Simplification of Work: What can HR and business leaders do to make work ...Josh Bersin
The Simplification of Work: What can HR and business leaders do to make work more simple, enjoyable, and productive? This presentation reviews the five major steps to simplifying the workplace and your entire organization.
The Employee Experience: From Engagement to EnergyGlintInc
In times of change, the employee experience helps hold the company together. Whether it be changes to leadership, products, or culture, the employee experience is the one item that should remain constant and strong in order to keep employees engaged. In this research-based presentation, Josh Bersin, principal and founder, Bersin™, Deloitte Consulting LLP, will highlight the latest trends in the employee engagement market and explain why citizenship, purpose, meaningful work, and “energy, not just engagement” are the most important business strategies you have.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
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.
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
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.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
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.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
Strategic Workforce Planning Model Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Our content-ready strategic workforce planning PowerPoint presentation has pre-designed templates that provide fact-based methods of understanding workforce behavior. This human resource management PPT presentation contain varied range of PowerPoint templates on organizational development, employee plan, vision mission and values, goals and objectives, performance requirements, core skills and competencies, industry trends external analysis, labor market forecast, demographic makeup of customers, human resource trends, levels of employee performance, current staff composition, managing future workforce needs, gap analysis, gap closing strategies, and employee action management. Our workforce developments strategies framework PowerPoint template can impress your viewers and leave an impact on your audiences. Create the impact you wish to deserve. Download our impressive human capital presentation design for topics like succession planning, workforce management, staffing and personnel, human resource management, human capital, capacity building, workload analysis, supply and demand forecasting and business transformation. This strategic workforce planning model PPT slides can make your presentation look even more impressive. Give off confidence with our Strategic Workforce Planning Model Powerpoint Presentation Slides. Display an attitude of self assurance. https://bit.ly/3ETrVdj
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
Shedding some light on the staunch HR leaders in the niche, Insights Success features some of the enthralling stories of the “Most Influential HR Leaders of – 2022.”
In this issue, Insights Success features enthralling stories of the bright HR leaders in its latest edition, ‘Most Influential HR Leaders of - 2022.
Read More: https://www.insightssuccess.in/most-influential-hr-leaders-of-2022-august2022/
The Future of Corporate Learning - Ten Disruptive TrendsJosh Bersin
The corporate learning market is exploding with change, growth, and disruption. This detailed presentation discusses our findings and perspectives on all the changes taking place.
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.
The leaders of LinkedIn’s People Analytics team, Lorenzo Canlas and Will Gaker, walk through what people analytics is, how it’s growing & evolving, and how you can build your own people analytics function today. Check out their keynote presentation from the Wharton People Analytics Conference in April 2015.
Learn more about people analytics and data-driven recruiting: http://linkd.in/1KJMC8D
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
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.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
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.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
Strategic Workforce Planning Model Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Our content-ready strategic workforce planning PowerPoint presentation has pre-designed templates that provide fact-based methods of understanding workforce behavior. This human resource management PPT presentation contain varied range of PowerPoint templates on organizational development, employee plan, vision mission and values, goals and objectives, performance requirements, core skills and competencies, industry trends external analysis, labor market forecast, demographic makeup of customers, human resource trends, levels of employee performance, current staff composition, managing future workforce needs, gap analysis, gap closing strategies, and employee action management. Our workforce developments strategies framework PowerPoint template can impress your viewers and leave an impact on your audiences. Create the impact you wish to deserve. Download our impressive human capital presentation design for topics like succession planning, workforce management, staffing and personnel, human resource management, human capital, capacity building, workload analysis, supply and demand forecasting and business transformation. This strategic workforce planning model PPT slides can make your presentation look even more impressive. Give off confidence with our Strategic Workforce Planning Model Powerpoint Presentation Slides. Display an attitude of self assurance. https://bit.ly/3ETrVdj
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
People Analytics: State of the Market - Top Ten ListJosh Bersin
What are the "Top Ten" trends in People Analytics? This presentation reviews the research and discusses how you should prepare for this exciting and fast growing but emerging market.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Agile recruiting: Optimizing your Talent Acquisition Operating ModelBeamery
The agile management methodology brings concrete, measurable improvements to the companies who use it, from better stakeholder management and clearer priorities to faster delivery and go-to-market times. In recruiting specifically, it means a better way to prioritize hiring projects, improved visibility for both recruiters and hiring managers, and overall a more efficient, iterative recruiting process.
We've invited Mitzi Shafar, an experienced talent acquisition leader and currently lead partner at Talent Collective, to tell us more about the agile recruiting methodology.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
Shedding some light on the staunch HR leaders in the niche, Insights Success features some of the enthralling stories of the “Most Influential HR Leaders of – 2022.”
In this issue, Insights Success features enthralling stories of the bright HR leaders in its latest edition, ‘Most Influential HR Leaders of - 2022.
Read More: https://www.insightssuccess.in/most-influential-hr-leaders-of-2022-august2022/
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
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.
J.V.M.S is a management consulting firm that believes in utilizing the best industry practices for the development of world-class organizations that make the most of their resources, competency and skill force.
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.
dr Agata Dulnik - Supporting leadership effectiveness during times of rapid o...Certes
Wspieranie skuteczności liderów w czasach szybkiej zmiany organizacyjnej – studium przypadku
» Ludzka strona fuzji i przejęć
» Rozwój przywództwa w fuzjach i przejęciach
» Action Learning jako kluczowy komponent rozwiązania
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after 3,000+ hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to improve the “HR and Talent Management” function of your organization, and help you attract, develop and retain top talent.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
-Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business Strategy, (2) HR Analysis, (3) HR and Talent Management Capability Maturity Model, (4) Current State And Target State, (5) HR and Talent Management Mission, Vision & Values, (6) Strategic Objectives & KPIs to Reach our Vision, (7) Team & Budget, (8) Guiding Principles
-Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment & Termination
-List your Potential Initiatives for each pillar
-Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4) Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6) Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons Learnt
-Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
In today’s light, succession planning is not only a must have for organizations but must also evolve and be agile to adapt to demanding and constantly changing business environments.
We need to relook into our succession planning practices, repurpose why we do it and redefine what it means as a whole. We need to put a new lens to succession planning.
How To Attract & Retain High Potential EmployeesNicole Yean
What we'll look at:
- Re-looking at HiPo's definition
- Why are HiPo's important
- Major roadblocks with HiPo's
- Tools to help you identify and retain HiPo's
- Shifts in your HiPo program
- A revamp of traditional methods
Learn about:
- History of Assessments
- Key Benefits of Assessments
- Types of Assessments & Experience
- 4 Key Considerations of Assessments
- 3 Challenges Faced by HR
- Case Studies on ROI
Hiring and Retaining Young Talents- Millennial & Gen Z BlueprintNicole Yean
Millennials and their Gen Z counterparts are increasingly getting the spotlight in today’s workforce and redefining the idea of work.
Despite the challenge of attracting and retaining them, these young talents are important assets to organisations.
A lot of our focus, especially during times of crisis is focused on business continuity. Succession planning, the right people to rill the right roles, goes hand in hand with this.
Business continuity is there to ensure continued service
Succession planning is there to ensure the right talent is there to deliver those services
Virtual Assessment Centre Ebook- The Edge of Virtual Over PhysicalNicole Yean
This guide takes you along the journey of the
Assessment Centre’s virtualization path and
shows how to retain proven validity whilst
leveraging technological advantages.
How To Virtualise Your Assessment CentresNicole Yean
Increase engagement and streamline business efficiencies for business continuity with a Virtual Assessment Centre.
With many limitations on Assessment Centres like resources and logistical hassle, commitment by stakeholders and scale limitations, why not transform it into a Virtual Assessment Centre?
1. 1
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1 Shape job architectures to enable agile career paths
2 Assess behaviours to prepare talent for a digital mindset
3 Guide talent for success in current and future roles
Succession Planning For 2021 and Beyond:
A Leadership Pipeline For The New Business Environment
19th January 2021
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2. 2
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A m a z e E v e r y o n e
With You Today
Sharma Lachu
CEO
Accendo
Ishita Bandyopadhyay
Director Human Capital Solutions
Aon
3. 3
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Let’s Talk About 2021
2021
HR’s current
state
Business
expectations
Finding Alignment Between HR Agenda and Business Expectations
• Finding a standardized
approach
• Building long term plans
• Operational excellence
• Building an agile structure
• Quicker reviews of strategy
• Antifragility
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Antifragility in 2021
At Risk Resilient Antifragile
Purpose/St
rategy/Bus
iness
Model
Unaware of assumptions
our purpose, business
model, how we win,
depends on
Purpose/business model
crafted to survive
expected environmental
changes
• Purpose/business
model crafted to benefit
from expected
changes.
• Continuous questioning
viability
• Adapting
Culture/Se
nsing/Lear
ning
• Closed, hierarchical,
siloed culture
• Lack of diversity
• Listening to weak
signals
• Fast information
diffusion
• Sense making
• Diverse workforce
• Externally collaborative
• Ecosystem learning
• Learn through teaching
5. 5
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Achieving Great Succession Planning in 2021
Who are the people we’ll need What are the processes we’ll need
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The Changing Role of Leadership
Increased business complexity
Faster product innovation cycles, Omni-
channel business and ever-growing eco-
system of partner companies
Constant change
Digitalisation enables faster decision-
making and execution
Technological advancements
Rapid development within IT and
innovation technology
Good leaders are able to simplify all three for their employees.
They encourage their employees to harness technology and subsequently create a competitive advantage.
Good leaders are able to innovate and collaborate in new ways and are humble enough to move into a role of
a facilitator. They act as agents of change - sparking a multiplying effect across their areas of responsibility.
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Leadership in the Digital World
Leadership for digital transformation
Many organizations are struggling with their digital
transformation journeys, caused by the lack of digital, but
also leadership capabilities.
Only
35%
say they have the leadership capabilities
required for digital transformation
The most digitally mature companies are
4x
as likely to be developing needed digital leaders
than the least digitally mature companies
Developing the right leaders
It is important to develop – not just have – digital leaders.
The most digitally mature companies still report needing new
leaders, but they are also taking steps to develop them.
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Digital Leader Model
Agile Mindset
Leading Change
Driving Business
o Learnability
o Agility
o Curiosity
o Drive to Lead
o Championing Collaboration
o Humility
o Empowerment
o Handling Data
o Strategic Solutioning
o Business Acumen
o Digital Communication
o Mental Endurance
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Digital Leader Model: 3 Pillars
Agile
Mindset
Leading
Change
Driving
Business
Agile Mindset is about being open-minded and learning-oriented, willing to reflect own strengths
and weaknesses, intellectually curious and displaying positive attitude towards change and
development.
Driving Business is about global networking, identifying and developing business opportunities,
generating solutions and taking calculated risks, and ultimately driving business success. It is also
about integrity, reliability and resilience which are needed to handle pressure and continuous
regulatory changes.
Leading Change is about showing interest in leadership in a volatile work environment, promoting
and inspiring collaboration, empowering team members to embrace change and drive their self-
development, being self-aware and willing to move into a role of a humble facilitator.
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Organisation
structure
Hierarchical
business functions
Projects, squads,
shared service
Teams
and projects
Teams formed
over time
Teams form and
dissolve quickly
Flexibility
and space
People assigned jobs
by managers
People sought out
based on skills
Jobs
and roles
Job descriptions,
job levels and titles
Assignment, tasks,
expert roles
Careers
Jobs are ‘owned’
by the managers
Jobs open in
transparent
marketspace
Managers
Managers ‘own’
teams & career paths
Managers
manage projects,
sponsor people
Rewards
Basis level,
tenure, experience
Basis outcomes,
reputation,
sponsorship
Culture
Inclusion,
sustainability, diversity
Citizenship,
collective thinking,
shared values
Agile Organizations: New Relationships
As job architectures evolve around Craftsmen, there is downstream impact on team structures and processes. Structures become
project-based, teams form and dissolve quickly, and jobs are linked to projects and assignments.
Designing
Future Jobs
From To From
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Talent Fitment with Evolving Jobs
35%
Problem Solving
Degree of complexity and
judgement required
28%
Knowledge
Level of knowledge,
and how it’s applied
17%
Interaction
Level of communication
and cultural complexity
11%
Accountability
Financial scope and
breadth of the role
9%
Impact
Geographic span and
time horizon
Key factors for role impact and talent mobility
Uncovering new
career paths
Traits assessed currently for digital readiness
22%
39%
69%
63%
Agility:
flexibility adapting to
changing situations
Curiosity:
being curious and open
to change and novelty
Learnability:
seeking continual
self-improvement
All three:
Learnability, Agility
and Curiosity
Source: Aon, n=663
Source: Aon, n=663
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Case study:
Building an agile workforce at a worldwide investment bank
“So now talent leaders know
what the development
priorities are at different parts
of the organization. They
know which people need
additional support and
resources to become more
agile”
Helping Employees fit into Agile
Job Roles
• Fast-paced financial environment
• Swiftly adapt to consumer expectations
• Shift to a nimble model, rapid iterations
• Connect code to business results
Building a Strategic Development Center
Agile Project
Managers
Scrum
Masters
Area Team
Leaders
Project
Owners
Uncovering new
career paths
Demonstrate the commitment in investing in
people throughout the transformation
Communication
Challenge
Custom development report, as well as follow-up
courses to help develop their skill sets
Strengths and
Weaknesses
92% of participants took training actions,
significantly increase readiness for agile roles
Capabilities
Development
Behavioral
styles survey
agileChat Coach and
employee
interview
Coach,
manager and
employee
feedback
session
Ongoing
manager and
employee
dialogue
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15%
19%
31%
47%
0% 20% 40%
First-time managers
All candidates
All employees
Key talent
Source: Aon, n=663
Key Talent Segments
`Current Assessment Focus for Digital Readiness
Guiding talent
for success
First-time managers are often first ones to be impacted, a greater emphasis on measuring their readiness is critical.
Characteristics of ‘Digital Leaders’
Leading Change
Driving Business
Agile Mindset
o Learnability
o Agility
o Curiosity
o Drive to Lead
o Championing Collaboration
o Humility
o Empowerment
o Handling Data
o Strategic Solutioning
o Business Acumen
o Digital Communication
o Mental Endurance
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Learning Culture
Self-paced learning with a strong learning culture helps to acquire new skills
and behaviours seamlessly
29%
43%
52%
57%
64%
0% 20% 40% 60% 80%
Group learning journeys
Self paced learning
Link new roles to individual aspirations
Mentor for increased effectiveness
Clear development plans
Source: Aon, n=663
Future Jobs Finder is freely accessible via futurejobsfinder.vodafone.com
Approaches to support talent during transformation
Case study
15. 15
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Achieving Great Succession Planning in 2021
Who are the people we’ll need What are the processes we’ll need
16. 16
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Stepping Outside HR for a View
To get some perspective on how HR should be thinking about Succession Planning, we can look to an industry
where Talent Strategies are.. Talked about 5 x more, Budgets are 10 x more, and Results Yield are 20 x more
Why Sports?
• Constant player succession data collection, despite once
a year transfer window
• Hyper-personalized training upon selection
• The Talent Pooling Model, ensuring succession ease for
players and managers
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Understand Your Talent Risk in 2021
See if your organization is facing the same
talent risk as most businesses in the market
1. Build a catalog of top potential talent risks that
seem more likely to affect the business based
on characteristics of the business
2. HR leaders should conduct a rigorous, formal
evaluation to determine which risks are most
likely to occur and to impact the execution of
future business strategy
3. HR must then formulate an effective risk
mitigation plan to be communicated to
shareholders to anticipate rather than react
4. Stress testing these mitigation plans leads to an
antifragile organization
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Changes in 2021 That Will Impact Succession Planning.. Drastically
Transforming
jobs & success
profiles
Evolving
work policies &
practices
Shortening
skill shelf life
Based on research by Gartner, McKinsey, Accenture and Deloitte
While technology further impacts
jobs, all jobs will be bucketed into
3 areas ; Extinct, Augmented,
Created
Pandemic driven work styles
have had a paradoxical effect
on talent – talent identification
is harder due to lack of
performance visibility, yet talent
availability is easier due to
global availability
Innovation will make skills
obsolete faster, leaving
organizations who thrived
on “specialist for life” in a
vulnerable place
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Key Processes You Need in Succession Planning for 2021 and Beyond
Companies that had a solid succession plan in place experienced better business continuity through the
pandemic compared to those that didn’t.
Fluid
Succession Planning
24/7
Talent Availability
Future-looking
Career Pathing
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• Succession planning is no longer a one time static practice and needs to be looked at as a living
process – its continuous and learns to get better
• HR teams have to get better at harnessing data in order to build a resilient organization. HR systems
today 3-5 years behind CRM
• Leveraging on this process also helps build diversity in thought and leadership. According to Gartner,
88% of D&I leaders identified promotions and/or succession as one of the talent processes most
susceptible to bias
Fluid Succession Planning
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24/7 Talent Availability
• HR teams have to consider developing their own internal talent marketplace. This is no longer an if
question, but a when question. This internal talent marketplace will:
ü Maximize internal recruitment
ü Reduce external recruitment cost
ü Optimize talent utilization
ü Reduce attrition
• This will allow a connect between talent buyers and talent sellers which means companies can create
jobs and fill them almost instantly
• Projects can also be launched in tremendous scale because employees become a resource of the
company not of the function
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Future Looking Career Pathing
• In 2020, we put the accountability of work in the employee’s hands, now in 2021 its time to put the
accountability of careers there. HR then serves as the organizations vehicle to drive employees along
their career paths
• HR Teams should implement career paths to boost employee engagement. However just saying with
engagement, productivity rises, and profitability soon follows isnt enough, it must now be quantified.
• Some organizations “can precisely identify the value of a 0.1% increase in engagement among
employees in a particular store.” Take the example of Best Buy, where a 0.1% increase in engagement
results in over $ 100,000 in annual operating income per store
• The rise of Career Nomads - high-performing talented pros who have no qualms switching jobs,
organizations and even careers
• Talent is expensive to replace, so organizations are increasingly aiming to keep these nomads happy by
laying out career paths
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Winning the Change with Process Innovation
Transforming
jobs & success profiles
Evolving
work policies &
practices
Shorter
skill shelf
life
Fluid
Succession Planning
24/7
Talent Availability
Future-looking
Career Pathing
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Food For Thought
We can’t outsource our moral
responsibility despite technology being
the forefront of work
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Question & Answer Session
Sharma Lachu
CEO
Accendo
Ishita Bandyopadhyay
Director Human Capital Solutions
Aon