Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
Josh BersinPrincipal and Founder, Bersin by Deloitte um Bersin by Deloitte
And let me emphasize how important globalization has become. For the first time ever, more than 20% of our survey respondents cited “urgency to globalize” as one of their top 3 goals. I spent a week in the mid-west last winter and met with a variety of manufacturing companies and heard the same mantra from each: our US business is flat to declining, we see all our future growth in China, Brazil, India, Eastern Europe, and other developing countries.
This chart will give you a sense of how quickly this has changed. The US automobile industry, which has been the world’s largest for many years, is now #2 to China. And remember that the auto industry drags with it hundreds of other industries like steel, electronics, tires, and energy. According to the Economist in February, China’s demand for oil is growing at 3X the rate of the US, and Saudi Arabia, the largest exporter of oil, is now moving its entire focus away from the US toward China as its business partner. In fact China will eclipse Japan as the #2 economy in the world in this coming year.
To make this really hit home consider this: Marriot’s biggest growth market is Asia, with 75,000 new rooms planned for 2010 – the company’s growth in the US is fewer than 10,000.
What this means is that our companies, the businesses we support, will have to shift from domestic and multi-national to truly global. Just as Japanese companies spent the decade of the 60s and 70s to build businesses and talent strategies to come here, we in turn must now globalize our businesses to expand into developing markets. A good example of this is AO Smith, one of the world’s biggest manufacturers of water heaters. AO Smith now has a China engineering organization that designs water heaters for emerging markets like india, staffed by excellent engineers who understand the needs of emerging markets. I will discuss throughout the next 30 minutes “globalizing” does not mean “setting up an international operation.” It means globalizing your talent programs, strategies, and systems.
Do you know how to train leaders in the middle east and why and how they are different from leaders in Europe, the Far east, and India? Do you understand the role of the patriarch in middle-eastern organizations? Do you believe you can take a US trained manager and expect him to succeed in China or the Middle east? Now is the time to focus on these important new issues in our emerging talent strategies.
DIFERENT ENGGEMENT DRIVERS IN DIFFERENT COUNTRIES
As Jeff Imelt stated it so well, we are globalizing to go after “global markets” – not to become “multinational.”
The best example of what this means is the story of the Ford Figo.
Designed in india by indian engineers, manufactured by an indian factory – with India colors, sized for Indian roads, styled for Indian tastes, and with features for Indian families. 1/3 of the people who built this car had never even driven a car.
Now the fastest growing car in Ford’s lineup and the #1 selling car in India.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
This is why
AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
This is why
AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
(c) Bersin and Associates
22
(c) Bersin and Associates
Need to source talent internally due to shortages. Internal talent has institutional skills and experience you need to grow.
We started talking about talent mobility in 2006, with our first research on succession management – and at that point in time our maturity model showed the top of succession mnagemetn was “transparent talent mobility.”
Today succession processes are totally changing, and organizations must recognize that “facilitated talent movement,” as united healthgroup calls it, is a new and strategic talent process – and it forces the integration of recruiting and onboarding with the processes of talent management and employyee deveopment.
At UHG they have integrated these functions, and Rich Hughes, the CLO of UHG, now has responsibilty for the integraetd functions of Talent Acquisition, Development and Mobility. Lori Hughest is going to talk about why and how they do this – but mark my words, this next few years is the time to integrate these process so that you can build a transparent talent mobility process internally.
JPM Chase, IBM examples.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
This is why
AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
And talent acquisition has become more complex every day. Look at all the things you must consider in order to build a compelling talent pipeline. Talent acquisition takes advantage of every element of talent management you understand – from assessment to branding to culture to management training.
United Health Group Rich Hughes new role fromCLO to head of Talent Acquisition, Development, and Mobility.
Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.
Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change.
This is why
AT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two years
When Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programs
JetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.