Dimension Data shifted its business strategy from a focus on hardware and infrastructure to digital services and solutions. To enable this new strategy and increase agility, Dimension Data took several steps:
1) It mapped existing jobs and established core competencies for technical employees.
2) It developed a competency framework to provide clarity on skills and careers.
3) It linked the competency framework to an online careers portal for employees to self-populate profiles and explore development opportunities.
This allowed Dimension Data to better understand and develop its workforce's skills to support the new business strategy.
Falcon Invoice Discounting: Empowering Your Business Growth
Agility & Talent Mobility how to enable business strategy with modern performance management
1. Agility & Talent Mobility:
How to Enable Business Strategy with
Modern Performance Management
Stacia Sherman Garr
Vice President, Talent Management Research,
Bersin By Deloitte
Deloitte Consulting LLP
1
2. 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.
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 the legal structure of Deloitte LLP and its
subsidiaries. Certain services may not be available to attest clients under
the rules and regulations of public accounting.
2
3. Agenda
Agility and Why We Care About It
Performance Management
Competencies and Job Profiles
Ongoing Learning
Takeaways and Q&A
3
8. What is Agility?
“The ability to
anticipate
changes and
respond
effectively
and efficiently.”
8
9. Polling Question: What do you think are
the most critical traits of an agile
organization? (select three)
Ability to access right information at right time
Accountability and credibility
Decentralized or flat reporting structures
Flexible management of people and teams
High-performance culture
Lean operations
Rapid decision-making and execution
9
10. Critical Traits of Agile Organizations
Rapid
decisionmaking and
execution
(61%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
10
11. Critical Traits of Agile Organizations
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
11
12. Critical Traits of Agile Organizations
Ability to access
right information
at right time (34%)
Accountability
and credibility
(34%)
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
12
13. Critical Traits of Agile Organizations
Ability to access
right information
at right time (34%)
Decentralized or
“flat”
reporting
structure
(29%)
Flexible
management
of teams and
people
(31%)
Accountability
and credibility
(34%)
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
13
14. Critical Traits of Agile Organizations
Lean
operations
(22%)
Decentralized or
“flat”
reporting
structure
(29%)
Flexible
management
of teams and
people
(31%)
Ability to access
right information
at right time (34%)
Accountability
and credibility
(34%)
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
14
15. Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
Necessary information resides in silos
28%
Conflicting goals / priorities of different
departments
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
28%
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
15
16. Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
Necessary information resides in silos
28%
Conflicting goals / priorities of different
departments
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
28%
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
16
17. Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
Necessary information resides in silos
28%
Conflicting goals / priorities of different
departments
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
28%
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
17
18. Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
The Bottom
Necessary information resides in silos
Line:
28%
The right / priorities lack the
Conflicting goalspeople of different right information and are
28%
departments the right decisions at the right time
unable to make
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
18
19. Order
Stability
Predictability
Execution
Planned
Directed
Efficiency
Perceived as
More Safe
Agile Approach
Historical Approach
Why Creating Agility is Hard: Balancing
Structure and Flexibility
Organized Chaos
Change
Adaptability
Responsiveness
In-the-Moment
Self-Determined
Utilization
Perceived as
More Risky
Source: Dyer, Lee and Shafer, Richard A., “Dynamic Organizations: Achieving Marketplace and
Organizational Agility With People,” (2003). CAHRS Working Paper Series, Paper 27.
19
20. Electronic Arts
EA’s Response to Shifting Business Strategy
Part 1: Strategic Action Teams
Strategic Action Teams
10@10
$3B in Digital
Revenue
• Comprised of cross-functional leaders
• Substantial time investment across 14
months
• At least four 3-day in person meetings
• Supported by EA University
20
22. Polling Question: How frequently does
your organization have employees review
or revise goals?
We do not do this
Once per year (semi-annually)
Quarterly
Monthly
Ongoing
22
23. Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
23
24. Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
24
25. Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
25
26. Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
26
27. Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
27
28. Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
28
29. Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
29
30. Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
30
31. Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
31
32. Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
32
33. Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
33
34. Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Knowledge of
organizational
changes/
opportunities
Manager
preparation
Cultural
reinforcement
Simplicity
34
35. Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Knowledge of
organizational
changes/
opportunities
Data on
performance to
date
Manager
preparation
Cultural
reinforcement
Simplicity
35
36. Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Knowledge of
organizational
changes/
opportunities
Data on
performance to
date
Coaching /
feedback
capabilities
Manager
preparation
Cultural
reinforcement
Simplicity
36
37. Electronic Arts
EA’s Response to Shifting Business Strategy
Part 2: Check-In
Need: More discussions about
performance and current and future
direction
Action: Introduce Check-In process
as part of performance management
Source: Electronic Arts, 2013.
37
38. Electronic Arts
The Purpose of Check-In
Have a formal, more regular discussion on employees’
progress on goals (minimum of twice per year)
Ensure goal alignment and make any adjustments
Have a two-way discussion on strengths and
opportunities
Identify learning opportunities in the short-term
Gain insight on greater career goals
Source: Electronic Arts, 2013.
38
40. Electronic Arts
Check-In Results
Nearly three quarters of employees
feel they receive the right amount of
performance feedback from their
managers
Over two thirds of employees feel
they have clear expectations and
that their manager provides support
that helps them to meet objectives
Over three quarters of employees
receive the appropriate amount of
recognition from their manager for a
job well done
Source: Electronic Arts, 2013.
40
45. Dimension Data
A Shift in Business Strategy…
From…
To…
So What Did They Do?
Source: Dimension Data, 2013.
45
46. Polling Question: How do you think
Dimension Data responded to this change
in business strategy? (select up to three)
Abandoned the new business strategy
Collapsed job titles
Created clearer career paths
Developed competencies for technical employees
Had employees self-populate online profiles
Spun off former acquisitions
46
47. Dimension Data
Step 1: Mapping Jobs and Establishing
Competencies
Information gathered from
regional HR, managers,
and employees
Timeline: 8 months
Source: Dimension Data, 2013.
47
52. Dimension Data
Step 5: Encouraging Development
Development
plan suggestions
focus heavily on
informal learning
Source: Dimension Data, 2013.
52
53. Dimension Data
Outcomes: How the DDJF Enables
Business Execution
Identify core competencies in
each region and location
Use data to support RFPs for
new professional services work
Move people to new projects /
locations given competencies /
skills
More accurate picture of costs
and resource allocation on
projects and work assignments
Source: Dimension Data, 2013.
53
55. Polling Question: Which learning
approach drives the greatest business
value in your organization? (select two)
Coaching by supervisor
Corporate documentation
Formal training – company provided
Formal training – outside provider
On the job experience
On the job mentoring, projects, rotation
Peers, friends, personal networks
User-generated materials
55
62. HCL Technologies
A Shift in Business Approach…
From…
To…
So What Did They Do?
Source: HCL Technologies, 2013.
62
63. HCL Technologies
Technical Academy for Competency Enhancement
(TechACE) established to improve employee readiness
Offerings included:
Internal technical certifications developed and
launched by panel of SMEs
Virtual labs launched to offer real-time training in
simulated environment
4,500 e-learning courses made available on LMS
1,290 internal trainers and 536 SMEs, covering
1,208 knowledge areas
Post-training online coaching
Online communities launched on internal
knowledge management portal
Source: HCL Technologies, 2013.
63
64. HCL Technologies
Outcomes
More internal certifications and certified
employees:
- 72 internal technical certifications launched
- 9,394 employees internally certified (268%
increase YoY)
- 90% (3,090 programs) of training done internally
Increased deployability
-
81% increase in billing of employees post-certification
Greater accessibility
-
23,973 employees trained across 26 countries
Improved customer satisfaction:
-
Annual customer satisfaction survey showed improved
ratings
Cost savings: total $3.1 million in FY12
Source: HCL Technologies, 2013.
64
65. Takeaways
To effectively respond to changes in business
strategy, an organization needs to create an
environment that encourages agility
Organizations can do this by:
Using performance management processes that
encourage adaptability and learning over rigidity
- Leveraging competencies and profiles that provide insight
into the workforce
- Creating the infrastructure to support ongoing learning and
a continuous learning culture
-
Organizational processes need to appropriately
balance stability, predictability and efficiency with
adaptability, responsiveness, and utilization
65