Goal Summit 2016: The New Organization – Different by Design

1. Global Human Capital Trends 2016 The new organization: Different by design Josh Bersin Principal, Founder Bersin by Deloitte @Josh_Bersin

2. Demographic upheavals: Millennials make up more than half the workforce, and Boomers are working into their 70s and 80s. Digital technology is everywhere: Technology is disrupting business models and radically changing the workplace and how work is done. Rate of change has accelerated: Business must become more agile to keep up with the rapid pace of change. New social contract between companies and workers: Younger workers demand rapid career growth, compelling and flexible workplace, and a sense of purpose at work. Disrupting the workforce landscape

3. Sources: Deloitte Human Capital Trends 2014 and 2015 The overwhelmed employee The “average” US worker now spends 25% of their day reading or answering emails Fewer than 16% of companies have a program to “simplify work” or help employees deal with stress. More than 80% of all companies rate their business “highly complex” or “complex” for employees. The average mobile phone user checks their device 150 times a day. The “average” US worker works 47 hours and 49% work 50 hours or more per week, with 20% at 60+ hours per week 40% of the US population believes it is impossible to succeed at work and have a balanced family life.

4. Productivity is suffering — is technology helping? US productivity last ten years 1 billion smartphones i-Phone launched 100 million Twitter users Since 2011 productivity gains have slowed to crawl

5. Why skills matter so much Shift to a service and IP-based economy

6. Percent rating trend important Importance of Human Capital trends to business Organizational design Leadership Culture Engagement 92% 89% 86% 85% Learning Design thinking Skills of HR organization People analytics Digital HR Workforce management 77% 74% 71% 84% 79% 78% % very important 2016 56% 57% 54% 48% 44% 39% 36% 36% 32% 28% % very important 2015 … 50% 50% 39% … 39% 29% … …

7. Trend 1: Structure The Rise of Teams

8. Organizational design The rise of teams say the trend is “very important” or “important”92% of large companies are organized functionally today 25%Only Shift from top- down hierarchy to a network of teams to deliver results faster are reorganizing or plan to this year feel expert at building cross-functional teams believe their companies are very ready to effectively redesign their organizations understand the way their people work together in networks 21% 14% 12% 83%

9. Shared values and culture Transparent goals and projects Free flow of information and feedback People rewarded for their skills and abilities, not position Organizational design A network of teams B A DCF A C D E B G How things were How things “are” How things work E

10. Historic Perspective on Performance and Goals How Organiza,ons Evolve Startup Create Sell Functional Hierarchy Scale Efficiency Distributed P&L Expand Delegate Manage Federated Shared Services Consolidate Rationalize Watchdog Network Of Teams Evolve Adapt Collaborate Innovate Agile Entrepreneurial Control Grow Delegate Decentralize Coordinate Standardize Innovative Mission-Driven Agile, Shared, Fast Changing Top-Down Structured Delegated Aligned Local and Global Team-Centric Coordinated

11. Historic Perspective on Performance and Management The Evolu,on of Management Thinking We are Here The Industrial Corpora4on Hierarchical Leadership Collabora4ve Management Networks of Teams <1950s 1960s-80s Today 1990s Andrew Carnegie Henry Ford NeKlix, Google, Facebook, Amazon Jack Welch Peter Drucker Howard Schulz Steve Jobs Proﬁt, Growth, Financial Engineering Customer Service, Employees as Leaders Mission, Purpose, Sustainability Opera4onal Eﬃciency 2020 Purpose, Meaning, and Empowerment? Industrial Age People as Workers Management by Objec4ve Servant Leadership Work Together Empower the Team The Corpora4on is King The Execu4ves are King The Teams and Team Leaders are Kings The People are King(s)

12. Trend 2: Goals Rethinking Performance Management

13. 13 Only 12% of companies believe their existing performance management process is “worth the time put into it.” - Deloitte Human Capital Trends 2015 Performance Management The Process is Broken

14. Goal Management Organizations that revise or review goals quarterly or more are 3.5 X more likely to score in the top quartile of business performance. More Frequent Goal Reviews Note: Based on our employee recogni,on survey, we created a business performance index (BPI1) that averages scores on employee engagement and three business-related outcomes (customer sa,sfac,on, cost structure compared to compe,tors, and market leadership posi,on). It then ranks organiza,ons on the scale. Organiza,ons that scored in the top 25 percent of the BPI are considered to have “strong” business outcomes. 16% 44% 21% 10% 9% 3% 24% 26% 31% 50% No Goal Revision Once Per Year Twice Per Year Quarterly Monthly Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by DeloiYe, December 2014. Improvement in Performance Based on Frequency of Goal Review

15. Board of Directors / CEO Execu,ve Team / Senior Leaders Business Leaders Team Managers Team Leaders Individual Contributors The Industrial Age Process: Top Down Cascading Goals The Old Model of Setting Goals

16. From Cascading Goals to Aligned Goals The New Model: Local Goals, but Aligned

17. Where Goals are Going Goals in a Networked Organization B A DCF G E Goals Today Meaningful Culturally Aligned Transparent Agile Developmental

18. Trend 3: Leadership Rewiring the Leadership Model

19. Leadership awakened Generations, teams, science say the trend is “very important” or “important”89% Need different types of leaders, who are effective as an individual and in teams, at all levels Initiatives to develop versatile leaders require rigorous structure backed by data have little or no investment on diversity in leadership59% have strong programs to build Millennial leaders7% have strong programs to build Global leadership13% described themselves as “strong” at succession planning throughout the business 14%

20. Percent of companies rating leadership “important” jumped from 87% in 2015 to 89% in 2016. Percent of companies rating the problem “urgent” jumped from 51% to 57% from 2015 to 2016. The problem is getting more urgent Yet progress is uneven and inconsistent 61% of companies are revamping or just revamped their leadership program in the last year and 30% are doing it this year. Yet 38% have no plans and 21% have no leadership development programs at all. Deloitte Global Human Capital Trends Leadership trends in 2016 Deloitte 2016 Human Capital Trends n=7,000

21. Inconsistent Management Training Content Available • No Development Process • Benefit to Employees Level 1 Structured Leadership Training Core Competencies • Well-Defined Curriculum • Developing Individuals Level 2 Focused Leadership Development Culture-Setting • Future-Focused • Developing Organization Level 3 Strategic Leadership Development Championed by Executives • Talent Management Integration Level 4 BersinbyDeloitte 25% 38% 28% 10% Leadership rewired Why is the leadership market so broken?

22. 8% 15% 9% 6% 13% 20% 15% 7% Global skills and experiences in leadership program Leadership programs for all levels (new, mid- level, senior) Experiential leadership programs Targeted Millennial leadership programs 2016 2015 Maturity growth in global and experiential programs, but not enough focus on Millennials (% companies who are “excellent” at these areas) Deloitte Global Human Capital Trends 2016, n=7,000 70% of Millennials tell us they are receiving no leadership development at all. Focus areas We are not building leaders fast or early enough

23. Essential Talent Activities Standalone disconnected staffing, training, and performance practices Level 1 Critical Talent Growth Critical talent segments, focus on hiring, training, performance Level 2 Managed Talent Relationships Workforce planning, development planning, leadership development integrated into talent strategy Level 3 Inclusive Talent System Talent strategies integrated with inclusion, diversity, and culture Level 4 BersinbyDeloitte 10% 19% 59% 12% The New Bersin by Deloitte Talent Management Maturity Model Source: Bersin by Deloitte, 2015. Talent management has changed Inclusion and diversity are key

24. Trend 4: Culture & Engagement A CEO Level Issue

25. Culture Shape culture, drive strategy Senior leaders must work with HR to align culture to business goals Culture helps bind people together and can drive execution and consistency say the trend is “very important” or “important”86% believe “culture is a potential competitive advantage” believe they understand their culture well today believe they have the “right culture” 28% 19% 82%

26. Average 3.2 What are these companies doing? Glassdoor ratings of employer recommendations — 200,000+ respondents Engagement remains a global challenge

27. Culture, value, leadership, and career (The Big Four) The issues that matter to employees 0.00 0.12 0.13 0.22 0.28 0.30 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 Year founded (age) Compensation & benefits Work life balance Career opportunities Senior leadership Culture and values Correlation of employment factors to glassdoor recommendations as place to work Culture and leadership are 3X more important than salary in your employment brand. Career development and learning are almost 2X more important than comp, benefits, and work environment.

28. Companies with “soul” had a 1026%return from 1996 through 2006, 8x higher than S&P 400 firms 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 Importance of Mission and Purpose

29. The Simply Irresistible Organization® What we have learned: An Integrated Approach is Needed Meaningful Work Hands-On Management Fantastic Environment Growth Opportunity Trust in Leadership Autonomy Clear transparent goals 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 workspace Self and formal development Transparency and communication Time for Slack Modern Performance Management Inclusive, diverse culture High impact learning culture Inspiration A Focus on Simplicity

30. Trend 5: Learning Career Models Now Key to Success

31. “Over 300 years of economic history, the principal and most enduring mechanism for distribution of wealth and reduction in inequality is the diffusion of skills and knowledge.” Why learning is so important to employees The learning curve is the earning curve

32. Training is key to Millennial engagement Learning as Employment Brand 6% 6% 8% 14% 19% 22% 0% 5% 10% 15% 20% 25% Greater vacation allowance Retirement funding Free private healthcare Cash bonuses Flexible working hours Training and development Millennials in the workforce For Millennials, “Training and development” is the most coveted job benefit Source: KPCB Percent indicating job benefit in first place

33. Back office, operational, contingent employees Top Management Senior management First line management SMES (Consultants) Senior specialists Functional specialists/front-line employees Middle management Career management The traditional view

34. Back office, operational, contingent employees Top Management Senior management First line management SMES (Consultants) Senior specialists Functional specialists/front-line employees Middle management Career management The reality 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

35. Changing Goals to Focus on Career Juniper Networks Goal Model

36. Trend 6: Feedback Always-On Listening

37. The Feedback System How Does Feedback Work Today? Engagement Survey Senior Management Team Employees Line Managers | HR Performance Review Filtering and Cleaning Time Per Year

38. How Engagement is Evolving Enterprise “Listening” Architecture Integrated Reporting & Analytics Sentiment Analysis Network Analysis Social Media Monitoring Job Boards & AdsEmployment Brand Customer Satisfaction Anonymous Feedback Tools Pulse Surveys Annual Survey Performance Check-ins Exit Interviews Performance Appraisals

39. The context of people analytics has changed Recruiting & Workforce Planning Comp and Benefits, Rewards Performance Succession Engagement Learning & Leadership HRMS Employee Data Engagement & Assessment + Sales Revenue Productivity Customer Retention Product Mix Accidents, Errors, and Fraud Quality Downtime Losses Groundbreaking new insights and tools for managers to make better decisions Data management, Analytics, IT, and Business Consulting Expertise + = Defining People Analytics Location, Travel, Meeting Time Organizational Network Analysis Sentiment, Heart rate, Voice+

40. People Analytics: Taking Off 2015 2016 % Change Performing multi-year workforce planning 38% 48% + 26% Correlating people data to business performance 24% 39% + 63% Correlating people data to business performance (% excellent) 5% 11% + 120% Using people data to predict business performance 28% 36% + 29% Using people data to predict performance (% excellent) 4% 9% + 125% Progress Rapidly Accelerating Deloitte Global Human Capital Trends, 2016 and 2015 Plan Correlate Predict

41. Using Data to Measure Performance and Goals 42

42. Finally Digital HR: Design Thinking and New Platforms Emerge

43. Benefits & Compensation Hiring Recruiting E-Learning Performance Talent Network Based Applications New Systems of Engagement 15 Year Evolution of HR SystemsMARKETGROWTH-ADOPTION 2 0 0 0 2 0 1 5P R O G R E S S I O N O V E R T I M E Compensation HRIS Benefits Administration Applicant Tracking Recruiting Sourcing Learning Management Workforce Management Succession Management Performance Management Integrated Talent Mgmt Analytics Tools Social Recognition Network Recruiting HRMS + Talent + Workforce Management Self-Service Apps Personality and Pre- Hire Culture Assessment Predictive Analytics Real Time Engagement Mobile Apps for HR Process Automation Integration & New Talent Apps Analytics Driven “Systems of Engagement” Apps that “Make Work Life Better”

44. Employee Feedback Pulse Surveys Wellness Life Balance Video Learning MOOCs, Career Devt Culture and Self-Assessment Work Productivity Integrated Self-Service 2016 and Beyond: A New Set of Disruptive ApplicationsMARKETGROWTH-ADOPTION 2 0 1 6 Pulse Survey NextGen Engagement Mobile Feedback Fitness Self-Tracking Location and Travel Support Culture Assessment Self-Assessment P R O G R E S S I O N O V E R T I M E Video Learning Video Sharing Gamified Onboarding Career Planning Help Desk Case Mgt Integrated Self-Service 2 0 2 0 Communications Messaging Virtual Work Management Document Management Goal Sharing Goal Tracking

45. Design thinking comes to HR

46. CommonWealth Bank of Australia — Sidekick Project

47. GE New Performance Feedback Tool Total Redesign for Mobile: PD@GE

48. The New Organization: Different by Design Goals Meaningful Culturally Aligned Transparent Agile Developmental

49. Reinventing Goals for The Future The new organization: Different by design www.deloitte.com/hctrends @Josh_Bersin

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