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The New Talent Relationship

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As employees continue to demonstrate low levels of engagement, organizations are increasingly asking themselves what they need to do differently to improve the talent experience. Bersin research shows that organizations with superior business, talent, and financial outcomes are not just making incremental changes to the talent experience, but are instead fundamentally rethinking it, focusing on creating a “systemic relationship with talent.” The end goal of this new approach is to create a talent experience for employees that makes them feel heard, valued, and supported throughout their employee lifecycle.

In this webcast, Stacia Garr, Madhura Chakrabarti, and Michelle Deneau share:

- The benefits of creating this new talent relationship
- Three areas organizations should focus on to create this new talent relationship as well as specific action steps to get started
- The implications of this new approach on how organizations assess employee engagement and act upon it
- Examples of how Intuit is creating this new talent relationship, focusing especially on employee engagement

Publicado en: Liderazgo y gestión
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The New Talent Relationship

  1. 1. GLINT PEOPLE POWERED SUCCESS 1 The New Talent Relationship Putting Employees at the Center to Drive Organizational Outcomes Sponsored by Stacia Sherman Garr, Vice President, Bersin by Deloitte Madhura Chakrabarti, Research Manager, Bersin by Deloitte Michelle Deneau, Director of HR Business Intelligence, Intuit
  2. 2. GLINT PEOPLE POWERED SUCCESS 2 Real-Time Visibility • Real-time, frequent feedback • Holistic view of the employee journey • Leaves no population behind Predictive Insights • Predicts risks & opportunities • Automatically links to business outcomes • Makes comment data concrete & actionable Effective Action • Manager dashboards • Personalized recommendations • Guided action planning & progress tracking
  3. 3. GLINT PEOPLE POWERED SUCCESS 3 Leading companies use Glint
  4. 4. June 27, 2017 The New Talent Relationship Driving Employee Engagement and Organizational Outcomes
  5. 5. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 5 Agenda Systemic Relationship with Talent • What is it? • Why does it matter? Three Elements of a Systemic Relationship with Talent • What does this mean for employee engagement? The Role of Technology Action Steps Q&A Stacia Sherman-Garr Vice President Talent & Workforce Research Leader Bersin by Deloitte Deloitte Consulting LLP sgarr@deloitte.com @StaciaGarr Madhura Chakrabarti, Ph.D. People Analytics & Employee Engagement Research Leader Bersin by Deloitte Deloitte Consulting LLP mchakrabarti@deloitte.com @madhura_chak Join the Conversation on Twitter #NewTalentRelationship @Bersin Michelle Deneau Director, HR Business Intelligence Intuit Michelle_Deneau@intuit.com
  6. 6. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 6 Overview
  7. 7. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 7 The Current Situation Employee engagement levels have been low and employees are demanding organizations provide a different talent experience – one that is increasingly customized and seamless Source: As provided in Engagement: Pop the Question, Bersin by Deloitte, Deloitte Consulting LLP / Robin Erickson, IMPACT 2016: 2016 Deloitte Global Human Capital Trends Data, Deloitte Consulting LLP Great 19% Some 46% Small 25% Not at All 10% Only 10% of surveyed organizations are NOT rethinking their engagement strategies Extent to which global respondents are planning changes in their engagement strategies
  8. 8. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 8 The Current Situation The talent market is tightening, likely resulting in low engagement impacting retention / productivity even more than it has to date Higher Productivity 2 Increased Customer Satisfaction & Loyalty 2 Improved Safety 3 Higher Revenue & Market Share 4 Lower Turnover 1 Lower Costs 1 Fewer Absences 2 Fewer Mistakes 3 Impacts of Employee Engagement Sources: As provided in Engagement: Pop the Question, Bersin by Deloitte, Deloitte Consulting LLP, IMPACT 2016 / Robin Erickson: 1 Employee Engagement: A Changing Marketplace, Bersin & Associates / Stacey Harris, 2010; 2 Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis,” Journal of Applied Psychology / James K. Harter, Frank L. Schmidt, and Theodore L. Hayes, 2002.; 3 Employee Engagement: The Key to Realizing Competitive Advantage, Development Dimension International / Richard S. Wellins, Paul Bernthal, and Mark Phelps, 2005; 4 2015 Employee Trends Report, Quantum Workplace / Natalie Hackbarth, Dan Harris, and Hilary Wright, 2015.
  9. 9. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 9 What can organizations do to address this situation? Redesign their talent management approach; creating a systemic relationship with talent to focus on the talent experience, with employees firmly at the center of that approach.
  10. 10. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 10 The Talent Management Maturity Model
  11. 11. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 11 The Talent Management Maturity Model 10% 12% 19% 59% Global 2000 Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015. Essential Talent Activities Level 1 Critical Talent Growth Level 2 Managed Talent Relationships Level 3 Inclusive Talent System Level 4 BersinbyDeloitte 4x more likely to be highly effective at coaching and developing people High Maturity Organizations are: 3x more likely to be highly effective at identifying and developing leaders 2x more likely to be highly effective at anticipating change and responding appropriately 1.4x more likely to be highly effective at improving processes to maximize efficiency
  12. 12. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 12 A Fundamental Disconnect: Getting to Higher Levels of Talent Management Maturity Talent should be managed through operational excellence of siloed or ad-hoc talent practices. Talent is critical to the business units’ and overall corporate strategy and involves active investment in creating talent experience that encourage cultures of growth, insight, understanding, engagement, and communication. Source: Creating a Systemic Relationship with Talent: Putting Employees at the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders 2017
  13. 13. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 13 Systemic Relationship with Talent
  14. 14. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 14 A systemic relationship with talent 1 2 Systems and processes allowing multi-directional interactions Scalable analysis and response Source: Creating a Systemic Relationship with Talent: Putting Employees at the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders 2017
  15. 15. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 15 Three Elements of a Systemic Relationship with Talent Collective Responsiveness Workforce Insights Workforce Influence Developing and implementing practices that enable employees to give and receive information, and provide new insights and suggestions to the organization Understanding talent needs and supply from both a quantitative and qualitative perspective Creating and maintaining an approach that allows the organization to absorb information in real-time, gain insights at scale, and then take action on talent needs and supply Source: Creating a Systemic Relationship with Talent: Putting Employees at the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders 2017 Critical to address these all together, holistically
  16. 16. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 16 Let’s hear from you Which of these is the most challenging for your organization to execute on? §Workforce influence §Workforce insights §Collective responsiveness
  17. 17. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 17 Workforce Influence
  18. 18. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 18 Workforce Influence Workforce Influence: Developing and implementing practices that enable employees to give and receive information, and provide new insights and suggestions to the organization. Employees being able to influence the organization by giving and receiving information, insights, suggestions Creating channels to increase the frequency and quality of the conversations throughout the organization Exchange of information that is important to both employees and the organization Source: As provided in The Simply Irresistible Organization: Transforming employee experience, Bersin by Deloitte, Deloitte Consulting LLP / Madhura Chakrabarti, Alyson Daichendt, Stephen Redwood, IMPACT 2017: Creating a Systemic Relationship with Talent: Putting Employees and the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders, 2017.
  19. 19. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 19 Workforce Influence: Implications for Employee Engagement Creating Workforce Influence means: • Going beyond traditional ‘listening’ channels to measure engagement • Being in a continuous listening mode • Not limiting measurement to annual census surveys as the only mechanism to listen to the employee voice • Using non-traditional ways to study engagement (e.g. ONA/SNA). • Enabling capabilities to implement and integrate data gathered through these channels at scale 7% 14% 17% 21% 24% 39% 44% 57% 76% 87% Robotics, cognitive computing, AI Internal social media External social media Business communications tools Data mining Qualitative methods Data warehouse Internal business, ERP, operational systems Surveys Internal HR systems Active and passive mechanisms used by organizations to listen to employees¹ ¹Source: High Impact People Analytics Survey, Bersin by Deloitte, Deloitte Consulting LLP, 2017. Source: As provided in The Simply Irresistible Organization: Transforming employee experience, Bersin by Deloitte, Deloitte Consulting LLP / Madhura Chakrabarti, Alyson Daichendt, Stephen Redwood, IMPACT 2017: Creating a Systemic Relationship with Talent: Putting Employees and the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders, 2017.
  20. 20. Intuit Confidential and Proprietary 20 We work to create and maintain a values-based culture where employees feel welcome, supported and encouraged to bring their whole selves to work. It’s not just us saying this. We’ve been consistently ranked a great place to work in the U.S. and around the world. Intuit: Powering Prosperity Around the World We want to be the place top talent comes to thrive
  21. 21. Intuit Confidential and Proprietary 21 • Shorter, more frequent pulses • Fewer, broader questions – let the employees decide what’s important (for us to know) • Structure around the employee experience • Survey for sentiment, observe behaviors • Leveraging technology for speed to insight • Begin integrating HR care data as a listening channel • Big annual survey with 100+ questions • 80+ active employee surveys company-wide (not including rogue survey monkeys) • Asked everything we could think of • Slow, manual process to analyze & produce reports • Siloed HR care data Transformation of Intuit’s Listening Strategy From To
  22. 22. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 22 Workforce Insights
  23. 23. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 23 Workforce Insights Source: As provided in The Simply Irresistible Organization: Transforming employee experience, Bersin by Deloitte, Deloitte Consulting LLP / Madhura Chakrabarti, Alyson Daichendt, Stephen Redwood, IMPACT 2017: Creating a Systemic Relationship with Talent: Putting Employees and the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders, 2017. Workforce Insights: Understanding talent needs and supply from both a quantitative and qualitative perspective. Quantitative and qualitative understanding of the current workforce Quantitative insights include people analytics and workforce planning Qualitative insights include quality conversations around performance, development, career and succession management
  24. 24. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 24 Workforce Insights: Implications for Employee Engagement Shift towards shorter, more frequent surveys • Further investigate issues unearthed in census surveys • Assess employees’ reactions to specific changes/initiatives • Measure relevant topics at any given point in time Increasing use of text analytics / natural language processing • Open-ended questions in census and pulse surveys • Text data from performance reviews, employee goals • Employee conversations on internal social media Source: As provided in The Simply Irresistible Organization: Transforming employee experience, Bersin by Deloitte, Deloitte Consulting LLP / Madhura Chakrabarti, Alyson Daichendt, Stephen Redwood, IMPACT 2017: Creating a Systemic Relationship with Talent: Putting Employees and the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders, 2017. Creating Workforce Insights means: • Utilizing both qualitative and quantitative data and information • Frequently (not too frequent) pulsing of employees • Including qualitative methodologies to support quantitative metrics
  25. 25. Intuit Confidential and Proprietary 25 Multi-year journey to bring workforce data strategy to reality. Always focusing on: Better, faster business decisions enabled by credible data & insights for our business leaders. Blending qualitative and quantitative Data to Insights
  26. 26. Intuit Confidential and Proprietary 26 Extensive data management efforts to clean & standardize data Found champions across Intuit to design the right metrics Generated robust set of standard reports & dashboards for HR and Intuit leaders Established Business Unit Analyst role responsible for creating insights across data sets Created a team responsible for the creation of new, high quality, secure, & compliant data Blending qualitative and quantitative Our Journey Current Focus • Integrate Talent Experience – acquisition, development & performance • End to end data integration strategy – never enter data more than once • Applications for machine learning to improve employee experience • Transformation of text “data” to useful, actionable insights for employees
  27. 27. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 27 Collective Responsiveness
  28. 28. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 28 Collective Responsiveness Source: As provided in The Simply Irresistible Organization: Transforming employee experience, Bersin by Deloitte, Deloitte Consulting LLP / Madhura Chakrabarti, Alyson Daichendt, Stephen Redwood, IMPACT 2017: Creating a Systemic Relationship with Talent: Putting Employees and the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders, 2017. Collective Responsiveness: Creating and maintaining an approach that allows the organization to absorb information in real-time, gain insights at scale, and then take action on talent needs and supply. Ability to respond at scale to new information and insights - in a way that is in-tune with its talent’s needs and desires Use of both hierarchical and networked approaches to listen, analyze, and respond to the information coming from the company Expand the availability of information to a broader group of employees enabling more decision making at different levels
  29. 29. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 29 Collective Responsiveness: Implications for Employee Engagement • Example #1: Self-organized employee groups in charge of taking action • Example #2: Rolling out ‘employee’ reports along with manager reports for census surveys Creating Collective Responsiveness means: • Using an employee empowered approach to taking actions on survey results • Approaching information sharing and decision- making through the lens of a networked organization
  30. 30. Intuit Confidential and Proprietary 30 Broad, Transparent Sharing of Pulse Results • Company level results shared across Intuit • CEO broadcasts, state of the company tour • Sr. Leaders share results at all hands, team meetings, skip levels, etc. and select 1-2 focus areas to prioritize One Intuit Forum to Promote Transparency & Actions • Monthly meeting includes sharing of metrics & progress on key priorities Workforce Analysts to Help “See Around Corners” • Monthly dashboard reviews with leadership • Business driven analysis– ”I’m wondering if these things are correlated?” Continually assessing ways to make data more broadly available without risking privacy Integrating into the business of running Intuit
  31. 31. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 31 The Role of Technology
  32. 32. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 32 Technology can play three critical roles in developing a Systemic Relationship with Talent 1 2 3 Enable gathering and responding to information at scale Suggest or support action Create new insights via analytics Source: Creating a Systemic Relationship with Talent: Putting Employees at the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders 2017
  33. 33. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 33 Action Steps
  34. 34. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 34 Potential Actions to Foster a Systemic Relationship with Talent Encourage 1:1 check-ins 02 01 Increase transparency 04 03 05 07 Create an analytics group Evaluate the need for technology Hold design sessions Create stretch programs 08 06 Encourage quarterly pulse meetings Illustrate the organization heard Source: Creating a Systemic Relationship with Talent: Putting Employees at the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders 2017
  35. 35. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 35 Key Takeaways
  36. 36. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 36 A Systemic Relationship with Talent Impacts talent management maturity and the ability to create unique talent experiences. Involves a two-way exchange of information, resources, and feedback with talent. Requires a holistic approach to be most effective. Has important implications for employee engagement. Source: Creating a Systemic Relationship with Talent: Putting Employees at the Center of the Talent Experience, Bersin by Deloitte, Deloitte Consulting LLP / Stacia Sherman Garr & Emily Sanders 2017
  37. 37. The New Talent RelationshipCopyright © 2017 Deloitte Development LLC. All rights reserved. 37 Questions Stacia Sherman Garr Vice President Talent & Workforce Research Leader Bersin by Deloitte Deloitte Consulting LLP sgarr@Deloitte.com @StaciaGarr Madhura Chakrabarti People Analytics Research Leader Bersin by Deloitte Deloitte Consulting LLP mchakrabarti@Deloitte.com @Madhura_chak Michelle Deneau Director, HR Business Intelligence Intuit Michelle_Deneau@intuit.com
  38. 38. About Deloitte As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Copyright © 2017 Deloitte Development LLC. All rights reserved.

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