Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
The New Model for Talent Management: Agenda for 2015
1. 1
The Talent Agenda for 2015 What comes after “Integrated Talent Management?”
Josh Bersin Principal, Deloitte Consulting LLP October, 2014
2. 2
Who We Are
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Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR.
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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
4. 4
How the Talent World has Changed
“Our candidates today are not looking for a career…”
“They’re looking for an Experience.”
5. 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. 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?
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
12. 12
Hiring Manager Relationships
Candidate Pool Development
Social Media Campaign
Recruiter Training
Governance & Decision Making
Employee Referral Program
TA Program Management
Optimized TA Technology
Diverse Candidate Slates
Employment Branding
Assessment Against Requirements
Reporting & Analytics
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014
Top Practices in Talent Acquisition
13. 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. 14
TA Performance Outcomes
Overall, we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers
Level 1
Level 2
Level 3
Level 4
160%
more likely to
perform higher
Level 1
Level 3
Level 4
15. 15
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. 16
Employment Brand
and
Employee Engagement?
What Is the Difference Between…
17. 17
The Reality Today…
Employee Engagement
IS
Your Employment Brand
18. 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
20. 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. 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. 22
Only 54% of employees would recommend company to a friend
- Glassdoor, Bersin Analysis, October, 2014
And Even Worse
23. 23
Yet Some Companies Outperform
Average
3.1
What are these guys doing??
24. 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
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
29. 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. 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
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Happify
-
Goodthink
31. 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. 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
37. 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. 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 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. 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. 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
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 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. 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&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. 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
52. 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. 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. 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
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
58. 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. 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. 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. 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. 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 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