Josh Bersin, profile picture
Uploaded byJosh Bersin
PDF, PPTX192,453 views

The New Model for Talent Management: Agenda for 2015

The document outlines the evolving landscape of talent management and the need for organizations to adopt integrated and high-impact talent management strategies. Key priorities for global talent management include diversity, retention, employee engagement, performance management, and talent acquisition, all driven by the shift in employee expectations towards career experiences rather than traditional career paths. It emphasizes the necessity for organizations to create an adaptive workforce culture and modernize learning and development approaches to enhance employee engagement and overall organizational performance.

Embed presentation

Download as PDF, PPTX
1 The Talent Agenda for 2015 What comes after “Integrated Talent Management?” Josh Bersin Principal, Deloitte Consulting LLP October, 2014
2  Who We Are - Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. - 60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research. Broad Research Practices •Human Resources •Leadership Development •Learning & Development •Talent Acquisition •Talent Management Offerings -WhatWorks® Membership: Research, Tools, Education, Benchmarking -IMPACT®: The industry’s premiere conference on the Business of Talent -Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management
3 Research Basis
4 How the Talent World has Changed “Our candidates today are not looking for a career…” “They’re looking for an Experience.”
5 Top Global Talent Priorities % Rated “Urgent” or “Important” 60% 62% 67% 69% 70% 71% 74% 75% 75% 78% 78% 89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Diversity & Inclusion The Overwhelmed Employee Fix Performance Management Reinvent L&D Integrated HR Technology Globalized HR & Talent Management Talent & HR Analytics Workforce Capabilities Talent Acquisition & Access Reskilling HR Retention & Engagement Leadership Gaps Deloitte Global Human Capital Trends Research, n=2500, 2/2014 v Areas of Biggest Capability Gap
6 The Old Idea of Integrated TM  Slow Response to Changing Business Needs - Inability to identify current and future talent gaps - Hiring strategy and development planning not in sync - No clear picture of future “talent profile” - Leadership pipelines in jeopardy  Disconnected Decision Making - Data and processes not integrated - Talent not shared across business units - Learning plans not linked to assessments and skills gaps in current talent pool - Lack of visibility into talent gaps  Not responsive to Employee Demands - Employees want career development - Defined career paths and competencies not clear and consistent - Talent mobility difficult during change - Managers still the weakest link in organizational performance  Administratively Intensive - Data entry is repetitive - High volume of manual work to complete HR review processes - Difficult to obtain executive-level talent information - Hard to plan for the future Learning & Development Sourcing & Recruiting Performance Management Leadership Development Succession Planning Workforce Planning Compensation - Benefits Traditional Silos of HR Integration… But… to what end?
7 High Impact Talent Management® Methodology High Impact Talent Management® © Bersin & Associates Process Redesign Process Integration Talent Gaps and Solution Strategy Performance Management Strategy Business Units Business Units Business Units Talent Plan Talent Plan Talent Plans Sourcing and Recruiting Strategy Talent Systems Strategy Learning and Development Strategy Compensation & Rewards Strategy Workforce and Marketplace Assessment Business Problem Identification Business- Related Talent Challenges HR Processes Systems and Process Implementation 1 2 3 4 Business Plans & Challenges Leadership Devt. Succession Strategy Competency Mgt. Strategy
8 Attracting & Acquiring Talent Managing & Developing Talent Extending Talent Understanding & Planning Talent Employment Brand Social Sourcing Talent Networks Mobile Job Sites Candidate Marketing External Brand Work Environment Mission and Values Diversity & Inclusion Work-Life Balance Rewards Recognition Performance Management Goal Setting Career Management Leadership Development HIPO Assessment Professional Career Mgt Technical Career Mgt Contract Labor Alumni Programs College Recruiting Talent Networks Supply Chain Talent Analytics WF Planning Engagement Retention Mgt Segmentation L&D Coaching Certification LinkedIn Glassdoor Reputation Suppliers Partners Data Providers MOOCs, Content Providers Assessments Job Networks Brand Management Development Career Lattice Academia Partners The Talent Ecosystem: Everything is Connected
9 Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention Talent Imperatives for 2015 Diversity, Work Environment, Purpose, Values, and Mission
10 Agenda  Talent Acquisition  Engagement and “Simply Irresistible”  Performance Management  Talent Mobility – Career Development  Learning & Development  Talent Analytics  Becoming Bold
11 Talent Acquisition Most Important of All Changing the Way We Manage
12 Hiring Manager Relationships Candidate Pool Development Social Media Campaign Recruiter Training Governance & Decision Making Employee Referral Program TA Program Management Optimized TA Technology Diverse Candidate Slates Employment Branding Assessment Against Requirements Reporting & Analytics Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Top Practices in Talent Acquisition
13 Reactive Tactical Recruiting Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring compliance standards met; no real processes defined. No strategic focus on candidate experience. Level 1 Standardized Operational Recruiting Effective assessment of candidates against job requirements. Begin to establish strong relationships with hiring managers. Some link to workforce planning. Standard interview documents. Level 2 Integrated Talent Acquisition Strong employment brand. Active pipeline of candidates. Robust TA programs (e.g., diversity, alumni, employee referral). Investment in new TA products and services. Level 3 Optimized Talent Acquisition Strategic enabler of the business. Successful social media campaign. Recruiter training builds strategic capabilities. Ability to predict external forces & remain agile. Level 4 Talent Acquisition Maturity Model Bersin by Deloitte Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 35% 29% 23% 13%
14 TA Performance Outcomes Overall, we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers Level 1 Level 2 Level 3 Level 4 160% more likely to perform higher Level 1 Level 3 Level 4
15 The top three drivers of talent acquisition maturity are: 1. Building strong relationships with hiring managers 2. Cultivating pools of potential candidates long before hire 3. Driving employment brand 62% Create new products more quickly than competitors 88% Meet or exceed financial targets 100 % Meet or exceed customers’ expectations Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Three Key Drivers of Impact
16 Employment Brand and Employee Engagement? What Is the Difference Between…
17 The Reality Today… Employee Engagement IS Your Employment Brand
18 How The Puzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
19 Re-Thinking Employee Engagement Building the Simply Irresistible Organization
20 Engagement Still Startlingly Low  Worldwide only 13% of employees are “highly engaged” in their jobs.  63% “disengaged” and 24% “actively disengaged.”  (Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged”  China, Middle East, Africa, India are the lowest at 6-8% fully engaged
21 Glassdoor Data Is Startling Rating of Senior Leadership: 2.8 out of 5 Rating of Career Opportunities: 2.9 out of 5 Rating of Company Culture: 3.1 out of 5 Rating of Work-Life Balance: 3.2 out of 5
22 Only 54% of employees would recommend company to a friend - Glassdoor, Bersin Analysis, October, 2014 And Even Worse
23 Yet Some Companies Outperform Average 3.1 What are these guys doing??
24 What we have learned: An Integrated Approach is Needed The Simply Irresistible Organization® Meaningful Work Great Management Fantastic Environment Growth Opportunity Trust in Leadership Autonomy Agile Goal Setting (ie. OKR) Flexible, humane work environment Facilitated talent mobility Mission and purpose Selection to Fit Coaching & feedback Recognition rich culture Career growth in many paths Investment in people, trust Small Teams Leadership Development Open flexible work spaces Self and formal development Transparency and communication Time for Slack Modernized Performance Mgt. Inclusive, diverse culture High impact learning culture Inspiration
25
26 The overwhelmed employee
27 Companies with “soul” had a return from 1996 through 2006, 8x higher than S&P 400 firms 1026% Companies with “soul” experience: • Much higher engagement and retention • Better customer service • Long-term profitability Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, 2014 Mission and Purpose Matters
28
29 Recognition Drives Retention 7.2% 8.7% 10.5% 0% 2% 4% 6% 8% 10% 12% Excellent (5) Fair (3-4) Poor (1-2) Effectiveness of Recognition Program at Improving Employee Engagement Voluntary Turnover Rate 31% Reduction in voluntary turnover! Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
30 Disruptive New Tools & Technology Explosion of New Options to Measure, Monitor, and Sense Engagement  Next Gen Engagement - CultureAmp - RoundPegg - BlackbookHR - TinyHR - BetterCompany - NikoNiko  Culture - CultureIQ - Deloitte - Good.co  Wellness - Upjoy - Happify - Goodthink
31 Role of Organizational Culture Courage Commit ment Inclusion Shared Beliefs Collective Focus Risk & Governance External Orientation Change & Innovation DIFFERENTIATING CORE Courage represents the degree to which employees exhibit courage and resilience when confronting adversity, ethical dilemmas, failures, or opposition. Commitment represents the extent to which employees feel a sense of pride and ownership to the success and brand of the organization. Inclusion represents the degree to which an organization accepts and promotes diversity, uniqueness, and bringing one’s “authentic self” to the workplace. Shared Beliefs represents the degree to which employees demonstrate commitment to organization specific core values / beliefs. Collective Focus represents the degree to which an organization emphasizes collaboration, teaming, and cooperation in its operations. Risk and Governance represents the degree to which an organization emphasizes compliance, quality, and structure in its operations. External Orientation represents the degree to which an organization emphasizes a focus on customers and the external environment. Change & Innovation refers to the extent to which an organization emphasizes embracing ambiguity, change, and risk to drive expansion and innovation.
32 How The Puzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
33 Rethinking Performance Management Changing the Way We Manage
34 The Crux of the Problem Only 8% of organizations believe their performance management process is worth the time they’re putting into it.
35 The Two Philosophies of PM
36 Science Behind Performance Management Status Certainty Autonomy Relatedness Fairness
37 Clarifying the Purpose of PM Coaching for Development Talent Decisions Performance Improvement Legal Documents Performance Feedback PERFORMANCE MANAGEMENT Talent Decisions Legal Documents Employee Motivation Compensation Performance Feedback Kelly Services Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. .
38 10% 19% 26% 36% First-level Mid-level Senior-level Executives Source: Leadership Development Factbook Survey, Bersin by Deloitte, 2014, n=288 % of Positions with Successors Identified Succession Management: Does It Work?
39 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management Traditional View Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management
40 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management The Reality SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management Top Management Contract Hire Job Intern Developmental Assignment Lateral Promotion Stretch Assignment External Assignment Upward Promotion Lateral Assignment New Assignment Part Time Loan New Candidate New Leader Exec Succession
41 The Talent Mobility Formula Bringing the Talent System Together DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) OPEN POSITIONS & OPPORTUNITIES INDIVIDUAL NEEDS / DESIRES INDIVIDUAL DEVELOPMENT PLAN (IDP) VISION STRATEGIC INITIATIVES DESIRED BUSINESS OUTCOMES VALUES MISSION ORGANIZATION NEEDS MOBILITY STRENGTHS DEVELOPMENT NEEDS CAREER ASPIRATIONS ANNUAL GOALS Succession Management Career Development Individual Development Plan (IDP) Strategic Competencies Organizational Planning / Analytics Performance Management Development Planning
42 Entire Organization Must Contribute to World-Class Career Management • Identify Career Goals • Maintain Profiles • Demonstrate Values • Socialize Interests • Create Internal Network • Share Expertise Employee • Define Job Profiles • Provide Coaching • Assess Potential • Identify Development Opportunities • Provide Candid Feedback • Share Talent Openly Manager • Provides Tools & Resources • Develop Career Models • Facilitate Process • Offer Career Coaching • Career Development Training • Integrate with Talent Mgmt HR • Infrastructure – Process, Technology, People • Create Culture of Mobility • Communicate Expectations • Create Transparent Marketplace Company
43 How The Puzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
44 Modern, Disrupted L&D Building a Supply Chain of Skills
45 E-Learning & Blended Talent Management Experiential Learning Continuous Embedded 2001 2005 2015 Evolution of Corporate L&D From Content-Centric to Continuous and Experience-Centric 2010 E-Learning Get Materials Online Content Management Taxonomy Social, Collaborative Corporate University Blended Programs Learning Paths Role-Based Self-Authored Extreme Blended Gaming, Embedded, On-Demand Rich Catalog University 2020 Learning Everywhere All The Time We are Here Intelligent Learning Instructional Design Kirkpatrick Career Curricula Content Community 70-20-10 Job Relevant Classroom LMS as E-Learning Platform LMS as Talent Platform LMS as Data (Where is the LMS?) LMS as Experience Platform
46 The Continuous Learning Model Education, Experience, Environment, Exposure EDUCATION EXPOSURE ENVIRONMENT EXPERIENCE Intermediate – Grow in Role Current job development and competency expansion WHAT DO I NEED TO GROW IN MY CURRENT ROLE? Immediate – Perform Well Performance support and other tools for point-of- need learning WHAT DO I NEED TO PERFORM NOW? Transitional – Next Role Development of skills and relationships that will meet long-term business goals WHAT DO I NEED TO GROW IN MY CAREER?
47 “SUPPLY CHAIN” VIEW OF SKILLS of organizations have a senior leader running the training function 49% of organizations have a written business plan for learning <45% 70% 64% 43% 26% 48% 29% HILO Overall Competencies & Profiles Development Planning Career Paths L&D Has Challenges Leadership & Governance
48 Running L&D Is Complex  Build a local but federated learning organization  Rationale the clutter of content  Learn to leverage MOOCs, and SME authored content  Understand and drive learning culture  Rebuild the corporate university  Modernize learning infrastructure and measurement tools
49 The Workforce is Flocking to MOOCs 1.6m 2.5m 3.0m 3.0m 9.0m 4.0m 5.0m 5.0m 10.0m 19.0m 5 4 3 2 #1 5 4 3 2 #1 Total number of licensed or registered users 5 largest providers in…  Enterprise learning solutions  MOOCs Established enterprise learning solutions Massive, open, online course providers
50 Potential for MOOCs
51 Learning as Solution for Recruiting
52 Sum Total Skillsoft SAP Oracle Cornerstone On Demand Saba Blackboard SkillSoft Dupont NetDimensions Healthstream Cross Knowledge Meridian Halogen Silkroad Peoplefluent RISC Elsevier imc IBM Intellum Kallidus IBM Absorb RedTray Expertus Open Text Lumesse OnPoint Digital Intuition ADP Cegos Bloomfire Wisetail Desire2Learn Docebo Cyberwisdom Digital Ignite Healthcare Source INFOR Litmos CoursePeer Thomson Reuters Underwriters Labs BrainHoney Schoolology TMS K-12 / Higher Ed Vertical Specialists Social / Mobile Content The New Middle Compliance LMS Vendor Evolution Skillsoft Sum Total Content+Technology Wiley CrossKnowledge Content+Technology
53 The 1990s-2000s LMS Course Administration Enrollment and Scheduling Resource Management Extended enterprise e-learning e-commerce Virtual classroom Assessment tool Security and roles Reporting Learning Administration Collaboration “Discussion Group” Portals Learning Experience The Modern LMS “Old LMS” Feature Set + Deeper Analytics Dynamic Profile Expert Directory Communities Tagging Content Management Ratings Multi-rater coaching Feedback Content Sharing Content Management Mobile “New” virtual classroom Highly Flexible UI Talent Management Features Administration & Talent Social & Collaboration User Experience LMS as “Experience Platform”
54 Big Data in L&D Big Data Analytics for L&D Learning activity Employee demographics Employee activity Expert directory Job Performance Career movement The “Netflix” of Learning • Recommendations • New Learning Paths • Content De-Cluttering
55 Talent Analytics The Time is Now
56 Benefits & Compensation Hiring Recruiting E-Learning Performance Talent Integrated TM Solutions Systems of Engagement Evolution of HR Systems MARKET GROWTH - ADOPTION 2000 2012 PROGRESSION OVER TIME Compensation HRIS Benefits Administration Applicant Tracking Recruiting Sourcing Learning Management Competency Management Succession Management Performance Management Integrated Talent Mgmt End to End Suite Social Recognition Integrated Recruiting Back Office on-premise ERP SaaS and Cloud Integrated into Work Consumer User Interfaces Analytics Segmentation Prediction Mobile and Tablet, HTML5 ERP and HRMS Integrated “Systems of Engagement” Talent Analytics
57 Today: HR Analytics is Hot
58 What Our Research Discovered Bersin by Deloitte Talent Analytics Maturity Model® Level 4: Predictive Analytics Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning 4% Level 3: Advanced Analytics Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions 10% Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards 30% Level 1: Reactive – Operational Reporting Ad-Hoc Operational Reporting Reactive to business demands, data in isolation and difficult to analyze 56%
59 What is Talent Analytics: Bring HR & Business Data Together Recruiting and Workforce Planning Comp and Benefits Performance Succession Engagement Learning & Leadership HRMS Employee Data Engagement & Assessment + Sales Revenue Productivity Customer Retention Product Mix Accidents Errors Fraud Quality Downtime Losses Groundbreaking New Insights & Tools for Managers to Make Better Decisions = Data management, analytics, IT, and business consulting expertise +
60 It Takes A Multi-Disciplinary Team Connected To IT Connected to Finance and Operations Connected to Executives Connected to External Data Know the business well Consultant with business Statistical rigor Good with numbers Curious, learning nature Visual storytelling Strong data management Process oriented World Class Analytics Team
61 Focus on The Problem, not the Data Business problem first, then determine what data is needed  Why is turnover high in some areas?  What sales or service processes drive account renewal?  Which training programs drive higher performance?  How do we assess the “right” candidates for sales positions?  What will be our talent gaps next year based on retirement? Business Problem Data
62 Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Increasing Global Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Managing A Compelling Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention Talent Imperatives for 2015
63 A Time for Innovation: Bold CHRO • 76% of candidates want to work for a company with “innovative work practices” … yet • 37% of HR managers say their “culture” prevents innovation • 28% say they have no money to innovate • 27% say they don’t have the experience or skills What impact would innovative work and management practices have on your work? “The Innovation Imperative,” June 2013, Korn Ferry International, n=4080

More Related Content

PPTX
High-Impact HR: Building a Business-Driven HR Organization
byJosh Bersin
 
PPT
Aligning talent management and strategy
byElijah Ezendu
 
PDF
21st Century Talent Management: The New Ways Companies Hire, Engage, and Lead
byJosh Bersin
 
PPTX
Transformation of Talent Management
byMason Stevenson
 
PPTX
Implementing a Talent Retention Strategy
byCatalyst Consulting South Africa
 
PPTX
Talent Management Power Point Presentation
byEdwardsBuice
 
PDF
Talent Management: Framework for design, implementation and improvement
byTim Coburn
 
PDF
Ten Templates for Talent Management
byTalent World Consulting
 
High-Impact HR: Building a Business-Driven HR Organization
byJosh Bersin
 
Aligning talent management and strategy
byElijah Ezendu
 
21st Century Talent Management: The New Ways Companies Hire, Engage, and Lead
byJosh Bersin
 
Transformation of Talent Management
byMason Stevenson
 
Implementing a Talent Retention Strategy
byCatalyst Consulting South Africa
 
Talent Management Power Point Presentation
byEdwardsBuice
 
Talent Management: Framework for design, implementation and improvement
byTim Coburn
 
Ten Templates for Talent Management
byTalent World Consulting
 

What's hot

PPSX
Talent Management
byDoug Young
 
PPTX
Best Practices in Recruiting Today - High-Impact Talent Acquisition
byJosh Bersin
 
PPT
HR presentation
byMauro Calcano
 
PPTX
Talent management
byErdo Deshiant Garnaby
 
PDF
Webinar: Talent Management Strategies In The GCC
byThe HR Observer
 
PPT
Talent Management
byHR at VASHI ELECTRICALS PVT. LTD.
 
PDF
Recruiting Metrics - Strategic and Tactical KPIs for Talent Acquisition
byMaia Josebachvili
 
PDF
Talent Acquisition Best Practices Process Map
byblayton551
 
PPT
Talent management
byyamini-reddy
 
PDF
The Evolution of the HR Business Partner
byScottMadden, Inc.
 
PDF
The HR Business Partner
byScottMadden, Inc.
 
PPTX
Talent management slides
bySchool of Management Studies(NIT calicut)
 
PPTX
Hr as a business partner
bySaurabh Negi
 
PPTX
Hr analytics
byE P John
 
PDF
Talent Management
byEtki Management Consulting
 
PDF
HR / Talent Analytics
byAkshay Raje
 
PPTX
Stratetic HRM & HR Scorecard
byAbhipsha Mishra
 
PDF
HR Business Partner: Critical Role
byCreativeHRM
 
PPTX
The Talent Acquisition Value Matrix
byRob McIntosh
 
PPTX
Talent Acquisition
byDr Kiran Kakade
 
Talent Management
byDoug Young
 
Best Practices in Recruiting Today - High-Impact Talent Acquisition
byJosh Bersin
 
HR presentation
byMauro Calcano
 
Talent management
byErdo Deshiant Garnaby
 
Webinar: Talent Management Strategies In The GCC
byThe HR Observer
 
Talent Management
byHR at VASHI ELECTRICALS PVT. LTD.
 
Recruiting Metrics - Strategic and Tactical KPIs for Talent Acquisition
byMaia Josebachvili
 
Talent Acquisition Best Practices Process Map
byblayton551
 
Talent management
byyamini-reddy
 
The Evolution of the HR Business Partner
byScottMadden, Inc.
 
The HR Business Partner
byScottMadden, Inc.
 
Talent management slides
bySchool of Management Studies(NIT calicut)
 
Hr as a business partner
bySaurabh Negi
 
Hr analytics
byE P John
 
Talent Management
byEtki Management Consulting
 
HR / Talent Analytics
byAkshay Raje
 
Stratetic HRM & HR Scorecard
byAbhipsha Mishra
 
HR Business Partner: Critical Role
byCreativeHRM
 
The Talent Acquisition Value Matrix
byRob McIntosh
 
Talent Acquisition
byDr Kiran Kakade
 

Viewers also liked

PPTX
Talent management
byRiTu Karn
 
PPTX
PowerPoint Talent Acquisition
byMarco Stevens
 
PPS
Succession Planning Model
byJames Baker, SPHR Retired, MAS
 
PPTX
Talent management
byInstitute of Rural Management
 
PPTX
Succession planning
byimmortalsam
 
PPT
Talent Management Presentation
byrobhill73
 
PPTX
Talent management
byUjjwal 'Shanu'
 
PPTX
Talent acquisition
byNalin Goel
 
PDF
9 box matrix
byshakib362
 
PPTX
Succession Planning
byM Dalton
 
PDF
Talent Management : Process & Models
byVinod Bidwaik
 
PPTX
Talent acquisition PPT 2015
byMaria Pacheco
 
PDF
The ROI of Talent Management
byHuman Capital Media
 
PDF
9 box model with titles
byRye Cruz
 
PPTX
How Xerox Services is Driving Learning Culture with New L&D Technologies
byDavid Blake
 
PPT
Benchmarking
byriyasrawther
 
PPTX
Putting Learners First in Enterprise Training
byDavid Blake
 
PPT
Benchmarking
byDebashish Banerjee
 
PPTX
Learning Function Survey
byLaurence Yap M.A. (UM) CHRM
 
PDF
What is a Chief Learning Officer? [Infographic]
byELM Marketing
 
Talent management
byRiTu Karn
 
PowerPoint Talent Acquisition
byMarco Stevens
 
Succession Planning Model
byJames Baker, SPHR Retired, MAS
 
Talent management
byInstitute of Rural Management
 
Succession planning
byimmortalsam
 
Talent Management Presentation
byrobhill73
 
Talent management
byUjjwal 'Shanu'
 
Talent acquisition
byNalin Goel
 
9 box matrix
byshakib362
 
Succession Planning
byM Dalton
 
Talent Management : Process & Models
byVinod Bidwaik
 
Talent acquisition PPT 2015
byMaria Pacheco
 
The ROI of Talent Management
byHuman Capital Media
 
9 box model with titles
byRye Cruz
 
How Xerox Services is Driving Learning Culture with New L&D Technologies
byDavid Blake
 
Benchmarking
byriyasrawther
 
Putting Learners First in Enterprise Training
byDavid Blake
 
Benchmarking
byDebashish Banerjee
 
Learning Function Survey
byLaurence Yap M.A. (UM) CHRM
 
What is a Chief Learning Officer? [Infographic]
byELM Marketing
 

Similar to The New Model for Talent Management: Agenda for 2015

PPTX
21st Century Talent Management: Imperatives for 2014 and 2015
byJosh Bersin
 
PPTX
Data Science and Analytics in Human Resources - Moneyball comes to HR
byJosh Bersin
 
PPTX
Ten Disruptions in HR Technology for 2015: Ignore At Your Peril
byJosh Bersin
 
PPTX
Hiring in the Digital Age
byJenson Tham
 
PPTX
Bold HR: Driving Business Value through People
byJosh Bersin
 
PDF
Business Performance & Strategic HR
byCornerstone OnDemand
 
PPTX
Managing talent
byCity Union Bank Ltd
 
PDF
Fast Tracking High Potential Leaders
byCatalyst Consulting South Africa
 
PDF
The Talent Shift Framework
byCatalyst Consulting South Africa
 
PPTX
Managing talent January 2011
byTimothy Holden
 
PDF
The New Talent Relationship
byGlintInc
 
PDF
#FIRMday London 23 April 2015 - Paul Ryder & Kate Harper, Write Research Grou...
byEmma Mirrington
 
PDF
The Evolution of HR: Is Recruiting HR Too?
byCornerstone OnDemand
 
PDF
HRPA 2016 - Recruiting In A Competitive Market
byThe Talent Company
 
PPTX
Talent retention strategies and methods.pptx
byfahadakram132065
 
PPTX
Talent management November 2014
byTimothy Holden
 
PDF
The New Business of Business Leaders: Talent Management, Filios Papastylianou...
byEwa Stepien
 
PDF
Mercer_Building_Talent_Acquisition_Excellence
byShufang Yeo
 
PPTX
Talent Acquisition - The Customer Perspective
byTALiNT Partners
 
PDF
CTA - 2015 Talent Trends Recap - preview
byJoan Graci
 
21st Century Talent Management: Imperatives for 2014 and 2015
byJosh Bersin
 
Data Science and Analytics in Human Resources - Moneyball comes to HR
byJosh Bersin
 
Ten Disruptions in HR Technology for 2015: Ignore At Your Peril
byJosh Bersin
 
Hiring in the Digital Age
byJenson Tham
 
Bold HR: Driving Business Value through People
byJosh Bersin
 
Business Performance & Strategic HR
byCornerstone OnDemand
 
Managing talent
byCity Union Bank Ltd
 
Fast Tracking High Potential Leaders
byCatalyst Consulting South Africa
 
The Talent Shift Framework
byCatalyst Consulting South Africa
 
Managing talent January 2011
byTimothy Holden
 
The New Talent Relationship
byGlintInc
 
#FIRMday London 23 April 2015 - Paul Ryder & Kate Harper, Write Research Grou...
byEmma Mirrington
 
The Evolution of HR: Is Recruiting HR Too?
byCornerstone OnDemand
 
HRPA 2016 - Recruiting In A Competitive Market
byThe Talent Company
 
Talent retention strategies and methods.pptx
byfahadakram132065
 
Talent management November 2014
byTimothy Holden
 
The New Business of Business Leaders: Talent Management, Filios Papastylianou...
byEwa Stepien
 
Mercer_Building_Talent_Acquisition_Excellence
byShufang Yeo
 
Talent Acquisition - The Customer Perspective
byTALiNT Partners
 
CTA - 2015 Talent Trends Recap - preview
byJoan Graci
 

More from Josh Bersin

PPTX
Making Performance Management Work - 10 Keys to Success
byJosh Bersin
 
PPTX
The Disruptive Nature of Digital Learning: Ten Things We've Learned
byJosh Bersin
 
PPTX
Continuous Performance Management: How To Make It Work
byJosh Bersin
 
PPTX
Learning in the Flow of Work
byJosh Bersin
 
PPTX
The Future of Corporate Learning - Ten Disruptive Trends
byJosh Bersin
 
PPTX
The HR Technology Market: Trends and Disruptions for 2018
byJosh Bersin
 
PPTX
Simply Irresistible: Engaging the 21st Century Workforce
byJosh Bersin
 
PPTX
People Analytics: State of the Market - Top Ten List
byJosh Bersin
 
PPTX
The Simplification of Work: What can HR and business leaders do to make work ...
byJosh Bersin
 
PPTX
Everything Is Digital: Ten HR and Talent Predictions for 2020
byJosh Bersin
 
PPTX
Building the Agile Enterprise: A New Model for HR
byJosh Bersin
 
PPTX
HR Technology 2019: A Wild New World
byJosh Bersin
 
PPTX
The Datafication of HR: People Science is Here
byJosh Bersin
 
PPTX
The New World of Work: Leadership and HR Imperatives for 2015 and beyond
byJosh Bersin
 
PPTX
Mobile and Informal Learning: Trends for 2012
byJosh Bersin
 
PDF
Putting MOOCs to Work: How Online Education Impacts Corporate Training
byJosh Bersin
 
Making Performance Management Work - 10 Keys to Success
byJosh Bersin
 
The Disruptive Nature of Digital Learning: Ten Things We've Learned
byJosh Bersin
 
Continuous Performance Management: How To Make It Work
byJosh Bersin
 
Learning in the Flow of Work
byJosh Bersin
 
The Future of Corporate Learning - Ten Disruptive Trends
byJosh Bersin
 
The HR Technology Market: Trends and Disruptions for 2018
byJosh Bersin
 
Simply Irresistible: Engaging the 21st Century Workforce
byJosh Bersin
 
People Analytics: State of the Market - Top Ten List
byJosh Bersin
 
The Simplification of Work: What can HR and business leaders do to make work ...
byJosh Bersin
 
Everything Is Digital: Ten HR and Talent Predictions for 2020
byJosh Bersin
 
Building the Agile Enterprise: A New Model for HR
byJosh Bersin
 
HR Technology 2019: A Wild New World
byJosh Bersin
 
The Datafication of HR: People Science is Here
byJosh Bersin
 
The New World of Work: Leadership and HR Imperatives for 2015 and beyond
byJosh Bersin
 
Mobile and Informal Learning: Trends for 2012
byJosh Bersin
 
Putting MOOCs to Work: How Online Education Impacts Corporate Training
byJosh Bersin
 

The New Model for Talent Management: Agenda for 2015

  • 1.
    1 The TalentAgenda for 2015 What comes after “Integrated Talent Management?” Josh Bersin Principal, Deloitte Consulting LLP October, 2014
  • 2.
    2  WhoWe Are - Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. - 60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research. Broad Research Practices •Human Resources •Leadership Development •Learning & Development •Talent Acquisition •Talent Management Offerings -WhatWorks® Membership: Research, Tools, Education, Benchmarking -IMPACT®: The industry’s premiere conference on the Business of Talent -Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management
  • 3.
  • 4.
    4 How theTalent World has Changed “Our candidates today are not looking for a career…” “They’re looking for an Experience.”
  • 5.
    5 Top GlobalTalent Priorities % Rated “Urgent” or “Important” 60% 62% 67% 69% 70% 71% 74% 75% 75% 78% 78% 89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Diversity & Inclusion The Overwhelmed Employee Fix Performance Management Reinvent L&D Integrated HR Technology Globalized HR & Talent Management Talent & HR Analytics Workforce Capabilities Talent Acquisition & Access Reskilling HR Retention & Engagement Leadership Gaps Deloitte Global Human Capital Trends Research, n=2500, 2/2014 v Areas of Biggest Capability Gap
  • 6.
    6 The OldIdea of Integrated TM  Slow Response to Changing Business Needs - Inability to identify current and future talent gaps - Hiring strategy and development planning not in sync - No clear picture of future “talent profile” - Leadership pipelines in jeopardy  Disconnected Decision Making - Data and processes not integrated - Talent not shared across business units - Learning plans not linked to assessments and skills gaps in current talent pool - Lack of visibility into talent gaps  Not responsive to Employee Demands - Employees want career development - Defined career paths and competencies not clear and consistent - Talent mobility difficult during change - Managers still the weakest link in organizational performance  Administratively Intensive - Data entry is repetitive - High volume of manual work to complete HR review processes - Difficult to obtain executive-level talent information - Hard to plan for the future Learning & Development Sourcing & Recruiting Performance Management Leadership Development Succession Planning Workforce Planning Compensation - Benefits Traditional Silos of HR Integration… But… to what end?
  • 7.
    7 High ImpactTalent Management® Methodology High Impact Talent Management® © Bersin & Associates Process Redesign Process Integration Talent Gaps and Solution Strategy Performance Management Strategy Business Units Business Units Business Units Talent Plan Talent Plan Talent Plans Sourcing and Recruiting Strategy Talent Systems Strategy Learning and Development Strategy Compensation & Rewards Strategy Workforce and Marketplace Assessment Business Problem Identification Business- Related Talent Challenges HR Processes Systems and Process Implementation 1 2 3 4 Business Plans & Challenges Leadership Devt. Succession Strategy Competency Mgt. Strategy
  • 8.
    8 Attracting &Acquiring Talent Managing & Developing Talent Extending Talent Understanding & Planning Talent Employment Brand Social Sourcing Talent Networks Mobile Job Sites Candidate Marketing External Brand Work Environment Mission and Values Diversity & Inclusion Work-Life Balance Rewards Recognition Performance Management Goal Setting Career Management Leadership Development HIPO Assessment Professional Career Mgt Technical Career Mgt Contract Labor Alumni Programs College Recruiting Talent Networks Supply Chain Talent Analytics WF Planning Engagement Retention Mgt Segmentation L&D Coaching Certification LinkedIn Glassdoor Reputation Suppliers Partners Data Providers MOOCs, Content Providers Assessments Job Networks Brand Management Development Career Lattice Academia Partners The Talent Ecosystem: Everything is Connected
  • 9.
    9 Driving Performance& Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention Talent Imperatives for 2015 Diversity, Work Environment, Purpose, Values, and Mission
  • 10.
    10 Agenda  Talent Acquisition  Engagement and “Simply Irresistible”  Performance Management  Talent Mobility – Career Development  Learning & Development  Talent Analytics  Becoming Bold
  • 11.
    11 Talent AcquisitionMost Important of All Changing the Way We Manage
  • 12.
    12 Hiring ManagerRelationships Candidate Pool Development Social Media Campaign Recruiter Training Governance & Decision Making Employee Referral Program TA Program Management Optimized TA Technology Diverse Candidate Slates Employment Branding Assessment Against Requirements Reporting & Analytics Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Top Practices in Talent Acquisition
  • 13.
    13 Reactive TacticalRecruiting Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring compliance standards met; no real processes defined. No strategic focus on candidate experience. Level 1 Standardized Operational Recruiting Effective assessment of candidates against job requirements. Begin to establish strong relationships with hiring managers. Some link to workforce planning. Standard interview documents. Level 2 Integrated Talent Acquisition Strong employment brand. Active pipeline of candidates. Robust TA programs (e.g., diversity, alumni, employee referral). Investment in new TA products and services. Level 3 Optimized Talent Acquisition Strategic enabler of the business. Successful social media campaign. Recruiter training builds strategic capabilities. Ability to predict external forces & remain agile. Level 4 Talent Acquisition Maturity Model Bersin by Deloitte Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 35% 29% 23% 13%
  • 14.
    14 TA PerformanceOutcomes Overall, we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers Level 1 Level 2 Level 3 Level 4 160% more likely to perform higher Level 1 Level 3 Level 4
  • 15.
    15 The topthree drivers of talent acquisition maturity are: 1. Building strong relationships with hiring managers 2. Cultivating pools of potential candidates long before hire 3. Driving employment brand 62% Create new products more quickly than competitors 88% Meet or exceed financial targets 100 % Meet or exceed customers’ expectations Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Three Key Drivers of Impact
  • 16.
    16 Employment Brand and Employee Engagement? What Is the Difference Between…
  • 17.
    17 The RealityToday… Employee Engagement IS Your Employment Brand
  • 18.
    18 How ThePuzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
  • 19.
    19 Re-Thinking EmployeeEngagement Building the Simply Irresistible Organization
  • 20.
    20 Engagement StillStartlingly Low  Worldwide only 13% of employees are “highly engaged” in their jobs.  63% “disengaged” and 24% “actively disengaged.”  (Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged”  China, Middle East, Africa, India are the lowest at 6-8% fully engaged
  • 21.
    21 Glassdoor DataIs Startling Rating of Senior Leadership: 2.8 out of 5 Rating of Career Opportunities: 2.9 out of 5 Rating of Company Culture: 3.1 out of 5 Rating of Work-Life Balance: 3.2 out of 5
  • 22.
    22 Only 54%of employees would recommend company to a friend - Glassdoor, Bersin Analysis, October, 2014 And Even Worse
  • 23.
    23 Yet SomeCompanies Outperform Average 3.1 What are these guys doing??
  • 24.
    24 What wehave learned: An Integrated Approach is Needed The Simply Irresistible Organization® Meaningful Work Great Management Fantastic Environment Growth Opportunity Trust in Leadership Autonomy Agile Goal Setting (ie. OKR) Flexible, humane work environment Facilitated talent mobility Mission and purpose Selection to Fit Coaching & feedback Recognition rich culture Career growth in many paths Investment in people, trust Small Teams Leadership Development Open flexible work spaces Self and formal development Transparency and communication Time for Slack Modernized Performance Mgt. Inclusive, diverse culture High impact learning culture Inspiration
  • 25.
  • 26.
  • 27.
    27 Companies with“soul” had a return from 1996 through 2006, 8x higher than S&P 400 firms 1026% Companies with “soul” experience: • Much higher engagement and retention • Better customer service • Long-term profitability Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, 2014 Mission and Purpose Matters
  • 28.
  • 29.
    29 Recognition DrivesRetention 7.2% 8.7% 10.5% 0% 2% 4% 6% 8% 10% 12% Excellent (5) Fair (3-4) Poor (1-2) Effectiveness of Recognition Program at Improving Employee Engagement Voluntary Turnover Rate 31% Reduction in voluntary turnover! Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
  • 30.
    30 Disruptive NewTools & Technology Explosion of New Options to Measure, Monitor, and Sense Engagement  Next Gen Engagement - CultureAmp - RoundPegg - BlackbookHR - TinyHR - BetterCompany - NikoNiko  Culture - CultureIQ - Deloitte - Good.co  Wellness - Upjoy - Happify - Goodthink
  • 31.
    31 Role ofOrganizational Culture Courage Commit ment Inclusion Shared Beliefs Collective Focus Risk & Governance External Orientation Change & Innovation DIFFERENTIATING CORE Courage represents the degree to which employees exhibit courage and resilience when confronting adversity, ethical dilemmas, failures, or opposition. Commitment represents the extent to which employees feel a sense of pride and ownership to the success and brand of the organization. Inclusion represents the degree to which an organization accepts and promotes diversity, uniqueness, and bringing one’s “authentic self” to the workplace. Shared Beliefs represents the degree to which employees demonstrate commitment to organization specific core values / beliefs. Collective Focus represents the degree to which an organization emphasizes collaboration, teaming, and cooperation in its operations. Risk and Governance represents the degree to which an organization emphasizes compliance, quality, and structure in its operations. External Orientation represents the degree to which an organization emphasizes a focus on customers and the external environment. Change & Innovation refers to the extent to which an organization emphasizes embracing ambiguity, change, and risk to drive expansion and innovation.
  • 32.
    32 How ThePuzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
  • 33.
    33 Rethinking PerformanceManagement Changing the Way We Manage
  • 34.
    34 The Cruxof the Problem Only 8% of organizations believe their performance management process is worth the time they’re putting into it.
  • 35.
    35 The TwoPhilosophies of PM
  • 36.
    36 Science BehindPerformance Management Status Certainty Autonomy Relatedness Fairness
  • 37.
    37 Clarifying thePurpose of PM Coaching for Development Talent Decisions Performance Improvement Legal Documents Performance Feedback PERFORMANCE MANAGEMENT Talent Decisions Legal Documents Employee Motivation Compensation Performance Feedback Kelly Services Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. .
  • 38.
    38 10% 19% 26% 36% First-level Mid-level Senior-level Executives Source: Leadership Development Factbook Survey, Bersin by Deloitte, 2014, n=288 % of Positions with Successors Identified Succession Management: Does It Work?
  • 39.
    39 Back Office,Operational, Contingent Employees Top Management Senior Management First Line Management Traditional View Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management
  • 40.
    40 Back Office,Operational, Contingent Employees Top Management Senior Management First Line Management The Reality SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management Top Management Contract Hire Job Intern Developmental Assignment Lateral Promotion Stretch Assignment External Assignment Upward Promotion Lateral Assignment New Assignment Part Time Loan New Candidate New Leader Exec Succession
  • 41.
    41 The TalentMobility Formula Bringing the Talent System Together DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) OPEN POSITIONS & OPPORTUNITIES INDIVIDUAL NEEDS / DESIRES INDIVIDUAL DEVELOPMENT PLAN (IDP) VISION STRATEGIC INITIATIVES DESIRED BUSINESS OUTCOMES VALUES MISSION ORGANIZATION NEEDS MOBILITY STRENGTHS DEVELOPMENT NEEDS CAREER ASPIRATIONS ANNUAL GOALS Succession Management Career Development Individual Development Plan (IDP) Strategic Competencies Organizational Planning / Analytics Performance Management Development Planning
  • 42.
    42 Entire OrganizationMust Contribute to World-Class Career Management • Identify Career Goals • Maintain Profiles • Demonstrate Values • Socialize Interests • Create Internal Network • Share Expertise Employee • Define Job Profiles • Provide Coaching • Assess Potential • Identify Development Opportunities • Provide Candid Feedback • Share Talent Openly Manager • Provides Tools & Resources • Develop Career Models • Facilitate Process • Offer Career Coaching • Career Development Training • Integrate with Talent Mgmt HR • Infrastructure – Process, Technology, People • Create Culture of Mobility • Communicate Expectations • Create Transparent Marketplace Company
  • 43.
    43 How ThePuzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
  • 44.
    44 Modern, DisruptedL&D Building a Supply Chain of Skills
  • 45.
    45 E-Learning &Blended Talent Management Experiential Learning Continuous Embedded 2001 2005 2015 Evolution of Corporate L&D From Content-Centric to Continuous and Experience-Centric 2010 E-Learning Get Materials Online Content Management Taxonomy Social, Collaborative Corporate University Blended Programs Learning Paths Role-Based Self-Authored Extreme Blended Gaming, Embedded, On-Demand Rich Catalog University 2020 Learning Everywhere All The Time We are Here Intelligent Learning Instructional Design Kirkpatrick Career Curricula Content Community 70-20-10 Job Relevant Classroom LMS as E-Learning Platform LMS as Talent Platform LMS as Data (Where is the LMS?) LMS as Experience Platform
  • 46.
    46 The ContinuousLearning Model Education, Experience, Environment, Exposure EDUCATION EXPOSURE ENVIRONMENT EXPERIENCE Intermediate – Grow in Role Current job development and competency expansion WHAT DO I NEED TO GROW IN MY CURRENT ROLE? Immediate – Perform Well Performance support and other tools for point-of- need learning WHAT DO I NEED TO PERFORM NOW? Transitional – Next Role Development of skills and relationships that will meet long-term business goals WHAT DO I NEED TO GROW IN MY CAREER?
  • 47.
    47 “SUPPLY CHAIN”VIEW OF SKILLS of organizations have a senior leader running the training function 49% of organizations have a written business plan for learning <45% 70% 64% 43% 26% 48% 29% HILO Overall Competencies & Profiles Development Planning Career Paths L&D Has Challenges Leadership & Governance
  • 48.
    48 Running L&DIs Complex  Build a local but federated learning organization  Rationale the clutter of content  Learn to leverage MOOCs, and SME authored content  Understand and drive learning culture  Rebuild the corporate university  Modernize learning infrastructure and measurement tools
  • 49.
    49 The Workforceis Flocking to MOOCs 1.6m 2.5m 3.0m 3.0m 9.0m 4.0m 5.0m 5.0m 10.0m 19.0m 5 4 3 2 #1 5 4 3 2 #1 Total number of licensed or registered users 5 largest providers in…  Enterprise learning solutions  MOOCs Established enterprise learning solutions Massive, open, online course providers
  • 50.
  • 51.
    51 Learning asSolution for Recruiting
  • 52.
    52 Sum TotalSkillsoft SAP Oracle Cornerstone On Demand Saba Blackboard SkillSoft Dupont NetDimensions Healthstream Cross Knowledge Meridian Halogen Silkroad Peoplefluent RISC Elsevier imc IBM Intellum Kallidus IBM Absorb RedTray Expertus Open Text Lumesse OnPoint Digital Intuition ADP Cegos Bloomfire Wisetail Desire2Learn Docebo Cyberwisdom Digital Ignite Healthcare Source INFOR Litmos CoursePeer Thomson Reuters Underwriters Labs BrainHoney Schoolology TMS K-12 / Higher Ed Vertical Specialists Social / Mobile Content The New Middle Compliance LMS Vendor Evolution Skillsoft Sum Total Content+Technology Wiley CrossKnowledge Content+Technology
  • 53.
    53 The 1990s-2000sLMS Course Administration Enrollment and Scheduling Resource Management Extended enterprise e-learning e-commerce Virtual classroom Assessment tool Security and roles Reporting Learning Administration Collaboration “Discussion Group” Portals Learning Experience The Modern LMS “Old LMS” Feature Set + Deeper Analytics Dynamic Profile Expert Directory Communities Tagging Content Management Ratings Multi-rater coaching Feedback Content Sharing Content Management Mobile “New” virtual classroom Highly Flexible UI Talent Management Features Administration & Talent Social & Collaboration User Experience LMS as “Experience Platform”
  • 54.
    54 Big Datain L&D Big Data Analytics for L&D Learning activity Employee demographics Employee activity Expert directory Job Performance Career movement The “Netflix” of Learning • Recommendations • New Learning Paths • Content De-Cluttering
  • 55.
    55 Talent AnalyticsThe Time is Now
  • 56.
    56 Benefits &Compensation Hiring Recruiting E-Learning Performance Talent Integrated TM Solutions Systems of Engagement Evolution of HR Systems MARKET GROWTH - ADOPTION 2000 2012 PROGRESSION OVER TIME Compensation HRIS Benefits Administration Applicant Tracking Recruiting Sourcing Learning Management Competency Management Succession Management Performance Management Integrated Talent Mgmt End to End Suite Social Recognition Integrated Recruiting Back Office on-premise ERP SaaS and Cloud Integrated into Work Consumer User Interfaces Analytics Segmentation Prediction Mobile and Tablet, HTML5 ERP and HRMS Integrated “Systems of Engagement” Talent Analytics
  • 57.
    57 Today: HRAnalytics is Hot
  • 58.
    58 What OurResearch Discovered Bersin by Deloitte Talent Analytics Maturity Model® Level 4: Predictive Analytics Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning 4% Level 3: Advanced Analytics Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions 10% Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards 30% Level 1: Reactive – Operational Reporting Ad-Hoc Operational Reporting Reactive to business demands, data in isolation and difficult to analyze 56%
  • 59.
    59 What isTalent Analytics: Bring HR & Business Data Together Recruiting and Workforce Planning Comp and Benefits Performance Succession Engagement Learning & Leadership HRMS Employee Data Engagement & Assessment + Sales Revenue Productivity Customer Retention Product Mix Accidents Errors Fraud Quality Downtime Losses Groundbreaking New Insights & Tools for Managers to Make Better Decisions = Data management, analytics, IT, and business consulting expertise +
  • 60.
    60 It TakesA Multi-Disciplinary Team Connected To IT Connected to Finance and Operations Connected to Executives Connected to External Data Know the business well Consultant with business Statistical rigor Good with numbers Curious, learning nature Visual storytelling Strong data management Process oriented World Class Analytics Team
  • 61.
    61 Focus onThe Problem, not the Data Business problem first, then determine what data is needed  Why is turnover high in some areas?  What sales or service processes drive account renewal?  Which training programs drive higher performance?  How do we assess the “right” candidates for sales positions?  What will be our talent gaps next year based on retirement? Business Problem Data
  • 62.
    62 Driving Performance& Development Assessing & Improving Corporate Culture Accelerating Time to Competency Increasing Global Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Managing A Compelling Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention Talent Imperatives for 2015
  • 63.
    63 A Timefor Innovation: Bold CHRO • 76% of candidates want to work for a company with “innovative work practices” … yet • 37% of HR managers say their “culture” prevents innovation • 28% say they have no money to innovate • 27% say they don’t have the experience or skills What impact would innovative work and management practices have on your work? “The Innovation Imperative,” June 2013, Korn Ferry International, n=4080