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21st Century
Talent Management:
Thriving in the New Workforce and New Workplace

Josh Bersin
Principal, Deloitte Consulting LLP

1
 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

-

Human
Resources

Leadership
Development

Learning &
Development

Talent
Acquisition

Advisory Services & Consulting

Talent
Management

2
Agenda
 Today’s Talent Challenges
 Talent Management: Then and Now
 21st Century Talent Management: Things are Different
1. Rethink Talent Acquisition
2. Redo Performance Management
3. Improve Engagement and Retention
4. Understand Millenials needs
5. Deliver Continuous Learning
6. Create 21st Century Leadership
7. Invest in Talent Analytics and BigData

3
What HR Leaders Say
We are shifting our
business to a services
business. How do I
transform the workforce?

How do we more
rapidly move talent
from early leadership
to senior leadership?

The skills of our HR
business partners and
specialists need
improvement.

How can I retain and
engage my top talent?

We need to
restructure HR to
build common
systems and reduce
costs.

Our training organization
is too expensive and not
driving enough value.

Our mid-level and
entry leadership gaps
are still huge

Our company has
capability gaps in new
technology areas across
the organization.

We are still having
trouble attracting
millenials and GenX
workers.

How do we create more
collaboration and knowledge
sharing across the company?

How do we
increase women
and diversity in
leadership?

We need to accelerate
hiring of senior and
mid leadership in Asia
and Middle east.

Our performance
and comp process
is obsolete and not
engaging people.

How can we globalize
our employment
brand and talent
programs??

We compete for engineers with
some of the most successful
silicon valley companies? How
can I attract and retain the
brightest in our company?

We need better data
and analytics in HR.

4
Talent is a CEO Level Issue

5
Shift in Global Economic Activity to India, China from US and EU

India 3% to 6%
China 2% to 18%
EU 31% to 17%
US 25 to 18%

Deloitte Human Capital
Trends 2013

6
The World is Flat
The World is Local

7
Talent Management
The Big Shift

8
“Integrated” Talent Management
 Slow Response to Changing Business Needs

Traditional Silos of HR

-

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

Compensation - Benefits

Succession Planning

Leadership Development

Performance Management

Sourcing & Recruiting

Workforce Planning

Learning & Development

-

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

9
The Big Shift

2013+

..Embed
(and “Datify”)

2013+

..Optimize
(Globally)

2005-2012

Automate &
Integrate

10
Recreating the HR Organization
Where HR Transformation is Taking us in 2013
BusinessIntegrated HR
Integrated Talent
Management
Strategic
HR
Personnel
Department
Administration
Payroll
Regulation
Back Office Function

Recruiting, L&D, Org Design
Total Rewards
Service Center, COE
HR Business Partner

Management, Succession,
Leadership, Coaching,
Integrated Processes
Talent Management

Differentiate & Segment Talent
Globally Optimize Talent Practices
Predict and Analyze Data
Integrated with the Business

Drive the Business
Plan for the Future

Enable Decisions
and Management

Serve Staff
Automate

Control

11
1

Talent Acquisition:
Unleashed
“The Most Important part of Talent Management”

12
The War for The Best People

13
What Makes a Great Employer?

Universum Global Employment
Brand Research, n=2300

14
15
16
Importance of Global Governance

Attracting the right candidate in the right place
quickly, efficiently, and consistently
17
Corporate Recruiting Today
Sourcing Continues to be Critical

Where Candidates Come From
$3300 per hire
Up 6% in 2012

Employee
referrals, 14%

Search
aggregators, 8%

Job boards, 18%
Internal
candidates, 18%

Other, 2%
Print, newspaper,
billboards, 3%
University
recruiting, 7%

Time to Hire
55 Days
Company website,
14%

Agencies, 3rd
party recruiters,
9%
Professional
networking sites,
9%

Bersin High-Impact Talent Acquisition, 2013

18
Using Next Generation Tools

Remarkable
Hire

GILD
Remarkable
Talent

Entelo

19
Key Practices that Drive Value
High-Impact Talent Acquisition – High-Impact vs. Average

20
2

Performance Management
Unleashed
“Re-Engineering the Performance Process”

21
Value of Performance Management
Companies are Questioning the Traditional Model

Economic Recovery
Layoffs, Restructuring
Performance to Survive

Changing the
Performance
Management
Process

Borderless Workplace
Change in Demographics
New Labor Market

Value of
Performance
Management

2008

2009

2010

2011

2012

2013

22
Two Philosophies

23
Performance Management Today
In the Past

Today

Annual appraisal and rating

Continuous feedback and coaching

Annual goals and objectives

Quarterly or regular goal setting

Annual talent reviews by team

Continuous talent reviews by peers
and manager

Development as afterthought

Development as core

Recognition by manager

Recognition by peers

Career plan for promotion

Career plan for great projects and
mobility

Up or Out

Across, down, up, and around

24
Reimagining the Performance Review using Agile Development

Our Performance Management
goal:
Inspire and motivate employees to
achieve higher levels of
performance .

© 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Performance Review Result
“Stack ranking is a soul-less and soul
crushing exercise.”

+ Attrition Spike & Loss of
Talent

– Adobe manager

+ Barrier to Teamwork &
Innovation

“I have seen and experienced the
reaction to the review process being a
primary driver in driving good people
from the company.”

+ Impacts Internal Focus &
Productivity

– Adobe manager

+ Impacts Morale &
Engagement

“What is important is the conversation
between the employee and the
manager.”

___________________

– Adobe manager

It’s time for change
26

26
Balancing Structure & Flexibility

Performance Check-in


Clear and up to date
expectations revisited
throughout the year



Timing and methods flexible



No ranking or forced
distributions to determine
rewards



No written formal review*



Annual compensation planning



Managers are responsible to
differentiate pay based on
performance and market
conditions



No fixed guidelines

Ongoing feedback focused on
performance



Rewards Check-in

© 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
Kelly Services

Clarifying the Purpose of PM
Performance
Feedback
Employee
Motivation

Coaching for
Development

Compensation

PERFORMANCE
MANAGEMENT

Legal
Legal
Documents
Documents

Talent
Talent
Decisions
Decisions

Performance
Improvement

Source:
“Getting
Away from
the Score:
Creating
Better
Ongoing
Performance
Feedback,”
Bersin &
Associates,
2012.
.

28
Millenials Take Over
3

“Diversity, Inclusion, Mission, Culture
Work-Life Balance, and Work Environment.”

29
The Environment has Changed
Family Structure & Role of Women

Flattened Organizations

1970s: GM
has 22 layers
Today it has 7

Value from Intangible Assets
1970s

Today

60%

85%

Desire for Work-Life Fit
Millenials
8%

Boomers
30%

92%

“60% of the skills needed in the next 20
years are not even invented yet.”
- World Economic Forum

70%

Want job flexibility
Work-life not big priority

30
Millenials are Different

31
Millenials: Recognition, Career
Growth, Flexible Work Environment
Millenials

Boomers and
Others

Career Growth

4.7

4.2

Global Opportunities

4.9

4.3

Focus on short term
rather than long term
opportunities

2.9

4.3

Clearly defined job
descriptions

2.7

4.4

Challenging roles

4.5

3.8

Relationship with
immediate manager

3.8

4.4

Work from home option

4.5

3.7

Use all vacation time

4.1

3.4

Rewards and recognition

4.6

4.5

32
Transparency: Millenials Expect It

33
The Millenial Puzzle
Loyalty
To people
(boss) not
just the
organization

Of their peers,
not just their
managers,
“collective
intelligence”

Approval

Achievement
Accomplishment
matters, but so
does “innovation”

They “verify”
truth with their
friends and
their own
sources

Trust
34
What to Do
Embed
Purpose
and
Meaning

Dismantle
the
Ladder

Provide
Challenge,
Recognition,
& Learning

Give Voice

35
4

Engagement and Retention
Unleashed
“Diversity, Inclusion, Mission, Culture
Work-Life Balance, and Work Environment.”

36
Colliding Factors in Engagement
Racial and
Cultural
Diversity

Virtual
Work
Environment

Gender
Women

A Passionate,
Highly Engaged
Workplace?

Unemploym
ent

Stress
Work Life
Balance

Youth

Part Time
Contingent
Work

Technology

37
Engagement Still an Issue
Even coming out of the recession, 40% of employees are “disengaged”

Europe improving
but North America
is down. Still 40%
“disengaged.”

Aon Hewitt 2013 Engagement Trends

38
Demand for Workplace Flexibility
• 68% of women without children would rather have more free
time than make more money — even more than those with
children (62%).
More magazine – 2012, “Women in Workplace Study,”
http://www.more.com/flexible-job-survey

• One of every five employees cares for elderly parents, a
number that could increase to almost half of the workforce
over the next several years.
http://whenworkworks.org/research/downloads/FlexAtAGlance.pdf

• 40% of professional men work more than 50 hours per week.
Of these, 80% would like to work fewer hours.
Center for American Progress. August, 2012
http://www.americanprogress.org/wp-content/uploads/issues/2012/08/pdf/flexibility_factsheet.pdf

39
What Motivates Us at Work?
“Endearing companies are Enduring”

“Meaning is
the new
money.”
Only intrinsic
motivation drives
performance for
creative work, not
traditional reward
systems or money.

40
Rethinking the Engagement Puzzle
How do we create Passion in the workforce?

Mission and Purpose
“Who we are and why we do what we do”

Inclusion &
Diversity

Recognition
Rewards

Work-Life
Balance

Career
Opportunity

“I feel included”

“I feel recognized”

“My life works.”

“I can progress”

Passion
“I love my work (company)”

Performance

Our job is to create
meaningful work in a
meaningful work
environment.

“I deliver extra effort.”

41
Inclusion & Diversity as Strategy

Diversity
Makes
Business
Sense

42
Importance of Recognition
Maslow’s Hierarchy of Leads

Self Actualization

Career ,
Development
Opportunities

(challenge, opportunity, learning, creativity)

Esteem
#1 reason people
leave is because of
lack of recognition
at work

(importance, recognition,
respect)

Modern
Recognition

Love/Belonging
(social, love, family, team)

Safety
(economic and physical security)

Compensation
& Benefits

Survival
(food, water, sleep)

43
Recognition Drives Retention
Voluntary Turnover Rate
12%

10.5%

10%
8%

8.7%

31%
Reduction in
voluntary
turnover!

7.2%
Or 46%
higher
turnover
when moving
from
excellent to
poor.

6%
4%
2%
0%
Excellent (5)

Fair (3-4)

Poor (1-2)

Effectiveness of Recognition Program at
Improving Employee Engagement
Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
44
The Retention Engagement Model
Why engagement really matters

© Bersin by Deloitte
45
5

Continuous Learning
Unleashed
“Learning all the time, focused, effective, continuous,
and talent-driven”

46
The Continuous Learning Model
Continuous Learning

Expert

Career
Pathways
Coaching
Mentoring
E-learning
courses

Communities
of Practice

Social, Mobile
Sharing

Career
Development

Training
Event

Job
Aids

Novice

Traditional Training
Time
47
A Modern Learning Architecture
EMC

48
The Cheesecake Factory
Video Sharing and Games Build Culture and Engagement

49
Need for Learning Culture
Great Corporate
University

Strong CLO and
Alignment

Excellent
L&D Skills

Excellent Training
and E-Learning

Use of rich media
and social tools
Innovative
program design

Have we created an organization
which truly has a culture to learn?

Does leadership
reinforce the need
to learn?

Is expertise
rewarded and
valued?

Are decisionmaking processes
clear?

Do people share
information
openly?

Do people feel
empowered to
point out errors?

Do we take
the time to
reflect?

Do people
move around
and take risks?

Do we listen
to customers
openly?

50
Organizations with a Strong Learning Culture
Significantly Outperform their peers…

Innovation

Productivity

Time to
Market

Quality

Skills for the
Future

Profitability

46%

37%

34%

26%

58%

17%

more likely to
be first to
market

greater
employee
productivity

better
response to
customer
needs

greater ability
to deliver
“quality
products”

more
prepared to
meet future
demand

more likely to
be market
share leader

51
6

Global Leadership
Unleashed
“Developing and delivering leadership programs
that business sponsors care about.”

52
21st Century Leadership Models
New Model for Leaders
 Creativity, not planning
 Quick decision-making
 Getting closer to customers
 Globalization, diversity
 Continuous change
 Manage unexpectedness
 Agility, not control

53
54
55
Developing 21st Century Global Leaders
 Strong leadership traits vary
widely from country to country
 Gen Y leaders must be
developed through 12-18 month
assignments
 Local leadership not trumps
“expat leadership” in most high
performing companies
 Embrace the new concepts of a
leader: inspiration and
teamwork

56
Talent Analytics
7

“The Datafication of HR”

57
This Science is Coming to HR
 Definition of “Science”:
“Systematic knowledge of the world
gained through observation
and experimentation.”

 What is Not Science
Making talent decisions on the basis of
“gut feel,” “beliefs,” or “philosophies.”

58
21st Century Talent Management
This are Different Now
1. Rethink Talent Acquisition
2. Redo Performance Management
3. Improve Engagement and Retention
4. Deliver Continuous Learning
5. Create 21st Century Leadership
6. Invest in Talent Analytics and
BigData

http://marketing.bersin.com/2013-predictions.html

59

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21st Century Talent Management: The New Ways Companies Hire, Engage, and Lead

  • 1. 21st Century Talent Management: Thriving in the New Workforce and New Workplace Josh Bersin Principal, Deloitte Consulting LLP 1
  • 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 - Human Resources Leadership Development Learning & Development Talent Acquisition Advisory Services & Consulting Talent Management 2
  • 3. Agenda  Today’s Talent Challenges  Talent Management: Then and Now  21st Century Talent Management: Things are Different 1. Rethink Talent Acquisition 2. Redo Performance Management 3. Improve Engagement and Retention 4. Understand Millenials needs 5. Deliver Continuous Learning 6. Create 21st Century Leadership 7. Invest in Talent Analytics and BigData 3
  • 4. What HR Leaders Say We are shifting our business to a services business. How do I transform the workforce? How do we more rapidly move talent from early leadership to senior leadership? The skills of our HR business partners and specialists need improvement. How can I retain and engage my top talent? We need to restructure HR to build common systems and reduce costs. Our training organization is too expensive and not driving enough value. Our mid-level and entry leadership gaps are still huge Our company has capability gaps in new technology areas across the organization. We are still having trouble attracting millenials and GenX workers. How do we create more collaboration and knowledge sharing across the company? How do we increase women and diversity in leadership? We need to accelerate hiring of senior and mid leadership in Asia and Middle east. Our performance and comp process is obsolete and not engaging people. How can we globalize our employment brand and talent programs?? We compete for engineers with some of the most successful silicon valley companies? How can I attract and retain the brightest in our company? We need better data and analytics in HR. 4
  • 5. Talent is a CEO Level Issue 5
  • 6. Shift in Global Economic Activity to India, China from US and EU India 3% to 6% China 2% to 18% EU 31% to 17% US 25 to 18% Deloitte Human Capital Trends 2013 6
  • 7. The World is Flat The World is Local 7
  • 9. “Integrated” Talent Management  Slow Response to Changing Business Needs Traditional Silos of HR - 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 Compensation - Benefits Succession Planning Leadership Development Performance Management Sourcing & Recruiting Workforce Planning Learning & Development - 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 9
  • 10. The Big Shift 2013+ ..Embed (and “Datify”) 2013+ ..Optimize (Globally) 2005-2012 Automate & Integrate 10
  • 11. Recreating the HR Organization Where HR Transformation is Taking us in 2013 BusinessIntegrated HR Integrated Talent Management Strategic HR Personnel Department Administration Payroll Regulation Back Office Function Recruiting, L&D, Org Design Total Rewards Service Center, COE HR Business Partner Management, Succession, Leadership, Coaching, Integrated Processes Talent Management Differentiate & Segment Talent Globally Optimize Talent Practices Predict and Analyze Data Integrated with the Business Drive the Business Plan for the Future Enable Decisions and Management Serve Staff Automate Control 11
  • 12. 1 Talent Acquisition: Unleashed “The Most Important part of Talent Management” 12
  • 13. The War for The Best People 13
  • 14. What Makes a Great Employer? Universum Global Employment Brand Research, n=2300 14
  • 15. 15
  • 16. 16
  • 17. Importance of Global Governance Attracting the right candidate in the right place quickly, efficiently, and consistently 17
  • 18. Corporate Recruiting Today Sourcing Continues to be Critical Where Candidates Come From $3300 per hire Up 6% in 2012 Employee referrals, 14% Search aggregators, 8% Job boards, 18% Internal candidates, 18% Other, 2% Print, newspaper, billboards, 3% University recruiting, 7% Time to Hire 55 Days Company website, 14% Agencies, 3rd party recruiters, 9% Professional networking sites, 9% Bersin High-Impact Talent Acquisition, 2013 18
  • 19. Using Next Generation Tools Remarkable Hire GILD Remarkable Talent Entelo 19
  • 20. Key Practices that Drive Value High-Impact Talent Acquisition – High-Impact vs. Average 20
  • 22. Value of Performance Management Companies are Questioning the Traditional Model Economic Recovery Layoffs, Restructuring Performance to Survive Changing the Performance Management Process Borderless Workplace Change in Demographics New Labor Market Value of Performance Management 2008 2009 2010 2011 2012 2013 22
  • 24. Performance Management Today In the Past Today Annual appraisal and rating Continuous feedback and coaching Annual goals and objectives Quarterly or regular goal setting Annual talent reviews by team Continuous talent reviews by peers and manager Development as afterthought Development as core Recognition by manager Recognition by peers Career plan for promotion Career plan for great projects and mobility Up or Out Across, down, up, and around 24
  • 25. Reimagining the Performance Review using Agile Development Our Performance Management goal: Inspire and motivate employees to achieve higher levels of performance . © 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
  • 26. Performance Review Result “Stack ranking is a soul-less and soul crushing exercise.” + Attrition Spike & Loss of Talent – Adobe manager + Barrier to Teamwork & Innovation “I have seen and experienced the reaction to the review process being a primary driver in driving good people from the company.” + Impacts Internal Focus & Productivity – Adobe manager + Impacts Morale & Engagement “What is important is the conversation between the employee and the manager.” ___________________ – Adobe manager It’s time for change 26 26
  • 27. Balancing Structure & Flexibility Performance Check-in  Clear and up to date expectations revisited throughout the year  Timing and methods flexible  No ranking or forced distributions to determine rewards  No written formal review*  Annual compensation planning  Managers are responsible to differentiate pay based on performance and market conditions  No fixed guidelines Ongoing feedback focused on performance  Rewards Check-in © 2013 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
  • 28. Kelly Services Clarifying the Purpose of PM Performance Feedback Employee Motivation Coaching for Development Compensation PERFORMANCE MANAGEMENT Legal Legal Documents Documents Talent Talent Decisions Decisions Performance Improvement Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. . 28
  • 29. Millenials Take Over 3 “Diversity, Inclusion, Mission, Culture Work-Life Balance, and Work Environment.” 29
  • 30. The Environment has Changed Family Structure & Role of Women Flattened Organizations 1970s: GM has 22 layers Today it has 7 Value from Intangible Assets 1970s Today 60% 85% Desire for Work-Life Fit Millenials 8% Boomers 30% 92% “60% of the skills needed in the next 20 years are not even invented yet.” - World Economic Forum 70% Want job flexibility Work-life not big priority 30
  • 32. Millenials: Recognition, Career Growth, Flexible Work Environment Millenials Boomers and Others Career Growth 4.7 4.2 Global Opportunities 4.9 4.3 Focus on short term rather than long term opportunities 2.9 4.3 Clearly defined job descriptions 2.7 4.4 Challenging roles 4.5 3.8 Relationship with immediate manager 3.8 4.4 Work from home option 4.5 3.7 Use all vacation time 4.1 3.4 Rewards and recognition 4.6 4.5 32
  • 34. The Millenial Puzzle Loyalty To people (boss) not just the organization Of their peers, not just their managers, “collective intelligence” Approval Achievement Accomplishment matters, but so does “innovation” They “verify” truth with their friends and their own sources Trust 34
  • 36. 4 Engagement and Retention Unleashed “Diversity, Inclusion, Mission, Culture Work-Life Balance, and Work Environment.” 36
  • 37. Colliding Factors in Engagement Racial and Cultural Diversity Virtual Work Environment Gender Women A Passionate, Highly Engaged Workplace? Unemploym ent Stress Work Life Balance Youth Part Time Contingent Work Technology 37
  • 38. Engagement Still an Issue Even coming out of the recession, 40% of employees are “disengaged” Europe improving but North America is down. Still 40% “disengaged.” Aon Hewitt 2013 Engagement Trends 38
  • 39. Demand for Workplace Flexibility • 68% of women without children would rather have more free time than make more money — even more than those with children (62%). More magazine – 2012, “Women in Workplace Study,” http://www.more.com/flexible-job-survey • One of every five employees cares for elderly parents, a number that could increase to almost half of the workforce over the next several years. http://whenworkworks.org/research/downloads/FlexAtAGlance.pdf • 40% of professional men work more than 50 hours per week. Of these, 80% would like to work fewer hours. Center for American Progress. August, 2012 http://www.americanprogress.org/wp-content/uploads/issues/2012/08/pdf/flexibility_factsheet.pdf 39
  • 40. What Motivates Us at Work? “Endearing companies are Enduring” “Meaning is the new money.” Only intrinsic motivation drives performance for creative work, not traditional reward systems or money. 40
  • 41. Rethinking the Engagement Puzzle How do we create Passion in the workforce? Mission and Purpose “Who we are and why we do what we do” Inclusion & Diversity Recognition Rewards Work-Life Balance Career Opportunity “I feel included” “I feel recognized” “My life works.” “I can progress” Passion “I love my work (company)” Performance Our job is to create meaningful work in a meaningful work environment. “I deliver extra effort.” 41
  • 42. Inclusion & Diversity as Strategy Diversity Makes Business Sense 42
  • 43. Importance of Recognition Maslow’s Hierarchy of Leads Self Actualization Career , Development Opportunities (challenge, opportunity, learning, creativity) Esteem #1 reason people leave is because of lack of recognition at work (importance, recognition, respect) Modern Recognition Love/Belonging (social, love, family, team) Safety (economic and physical security) Compensation & Benefits Survival (food, water, sleep) 43
  • 44. Recognition Drives Retention Voluntary Turnover Rate 12% 10.5% 10% 8% 8.7% 31% Reduction in voluntary turnover! 7.2% Or 46% higher turnover when moving from excellent to poor. 6% 4% 2% 0% Excellent (5) Fair (3-4) Poor (1-2) Effectiveness of Recognition Program at Improving Employee Engagement Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573. 44
  • 45. The Retention Engagement Model Why engagement really matters © Bersin by Deloitte 45
  • 46. 5 Continuous Learning Unleashed “Learning all the time, focused, effective, continuous, and talent-driven” 46
  • 47. The Continuous Learning Model Continuous Learning Expert Career Pathways Coaching Mentoring E-learning courses Communities of Practice Social, Mobile Sharing Career Development Training Event Job Aids Novice Traditional Training Time 47
  • 48. A Modern Learning Architecture EMC 48
  • 49. The Cheesecake Factory Video Sharing and Games Build Culture and Engagement 49
  • 50. Need for Learning Culture Great Corporate University Strong CLO and Alignment Excellent L&D Skills Excellent Training and E-Learning Use of rich media and social tools Innovative program design Have we created an organization which truly has a culture to learn? Does leadership reinforce the need to learn? Is expertise rewarded and valued? Are decisionmaking processes clear? Do people share information openly? Do people feel empowered to point out errors? Do we take the time to reflect? Do people move around and take risks? Do we listen to customers openly? 50
  • 51. Organizations with a Strong Learning Culture Significantly Outperform their peers… Innovation Productivity Time to Market Quality Skills for the Future Profitability 46% 37% 34% 26% 58% 17% more likely to be first to market greater employee productivity better response to customer needs greater ability to deliver “quality products” more prepared to meet future demand more likely to be market share leader 51
  • 52. 6 Global Leadership Unleashed “Developing and delivering leadership programs that business sponsors care about.” 52
  • 53. 21st Century Leadership Models New Model for Leaders  Creativity, not planning  Quick decision-making  Getting closer to customers  Globalization, diversity  Continuous change  Manage unexpectedness  Agility, not control 53
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  • 56. Developing 21st Century Global Leaders  Strong leadership traits vary widely from country to country  Gen Y leaders must be developed through 12-18 month assignments  Local leadership not trumps “expat leadership” in most high performing companies  Embrace the new concepts of a leader: inspiration and teamwork 56
  • 58. This Science is Coming to HR  Definition of “Science”: “Systematic knowledge of the world gained through observation and experimentation.”  What is Not Science Making talent decisions on the basis of “gut feel,” “beliefs,” or “philosophies.” 58
  • 59. 21st Century Talent Management This are Different Now 1. Rethink Talent Acquisition 2. Redo Performance Management 3. Improve Engagement and Retention 4. Deliver Continuous Learning 5. Create 21st Century Leadership 6. Invest in Talent Analytics and BigData http://marketing.bersin.com/2013-predictions.html 59