Engaging the 21st Century Workforce

Simply Irresistible
Josh Bersin
Principal and Founder, Bersin by Deloitte
Engaging the 21st
century workforce

Wealth concentrated at top
Technology and skills drive value
Accelerated obsolescence of skills
Wide variation in performance
Global economic growth – but

2015 Global Human Capital Trends
% of Organizations Rating Issue Urgent or Important
No
Improvement
Further
Progressed
Emerging and
huge
Getting
Worse

1 Global leadership
2 Engagement and retention
3 The overwhelmed employee
4 Skills of HR
Top global talent challenges

Only13% of employees
worldwide are highly engaged
-Gallup
Engagement still startlingly low

71%
say business
should do
more to
improve living
standards
20%
trust
business
leaders to
make ethical,
honest
decisions
78%
say
innovation
influences
employer
choice
61%
think
management
is the biggest
barrier to
innovation
75%
say their
organization
could do
more
to create
future leaders
Millennials aren’t looking for a career –
They’re looking for an experience.
The Millennial mindset
The Millennial Survey 2014 by Deloitte
7,800 respondents in 28 countries

Soul

Passion and purpose

The overwhelmed employee

Complexity On The Rise
2015 Deloitte Global Human
Capital Trends, n=3,200,
Organizations > 1,000
employees

New Solutions: Design Thinking

• Lean organization – remove layers and spans, implement shared services
• FastWorks – use “Lean Startup” to start with customers and iterate in product design and
development
• Leadership – Simplification is not a program or initiative, it is core to GE’s strategy
• Culture – focus on “the right things” not “more with less” and change the performance
management process
• GE’s Five Beliefs: 1. Customers determine our success, 2. Stay lean to go fast, 3. Learn
and adapt to win, 4. Empower and inspire each other, 5. Deliver results in an uncertain world
Simplicity at GE

Importance of Culture
95% of candidates believe culture is more
important than compensation
<5% of candidates value compensation
over culture

How Is Culture Created?
Culture
Actions and Behavior
of Leaders
What Leaders Pay
Attention To
What is Rewarded and
Punished
Allocation of Attention
& Resources
Leaders
Lizz Pellet, Fellow Johns Hopkins University
Felix Global Corporation©

8 Keys of Organizational Culture
Deloitte Research, with U of Michigan Has Found
Courage
Commitment
Inclusion
Shared
Beliefs
Collective
Focus
Risk &
Governance
External
Orientation
Change &
Innovation
DIFFERENTIATING
CORE
Source: Deloitte Consulting LLP, Culture Fit Model

The New Work Environment
Open
Offices
Gourmet
Food
Free
Laundry
Couches
Nap
Rooms
Fitness
Classes
Casual
Clothes
Games
and Fun
Work
Wherever
you want
Bring your
Pet

The Simply Irresistible
Organization©

Meaningful work
Hands-on management
Incredible work environment
Growth opportunity
Trust in leadership
The Simply Irresistible
Organization©

Meaningful work

Autonomy and freedom to contribute
Select the right fit
Small empowered teams
Time for slack
Meaningful work

Hands-on management

Clear and transparent goals
Coaching not evaluation
Invest in development of managers
Agile performance management
Hands-on management

Regular feedback
Strength-based assessment
Coaching and development
Time for a change
Modern performance management

Science
Behind
Performance
Management
Status
Certainty
Autonomy
Relatedness
Fairness

Incredible work environment

Incredible Work Environment
Flexibility
Humanistic workplace
Culture of recognition
Inclusion and diversity

Growth opportunities

Training and support on the job
Career and talent mobility
Dynamic self-directed learning
High-impact learning culture
Growth opportunities

Trust in leadership

Mission and purpose
Investment in people
Transparency
Inspiration
Trust in leadership

Glassdoor Data Looks Worse
Category All Company
Ratings
Approve of CEO: 65%
Company Ratings: 3.1
Senior Leadership: 2.8
Career Opportunities: 2.9
Culture: 3.1
Work-Life Balance 3.2
Would recommend their
employer to a friend
54%
Barely
a
C!

35
Ratings of Senior Leadership
%RecommendtoFriend
Most Highly Correlated Factors:
Feelings about Senior Leadership,
Career Opportunities, and “Culture and Values

Becoming irresistible

Becoming irresistible
Meaningful
Work
Hands-On
Management
Incredible
Work
Environment
Growth
Opportunity
Trust in
Leadership
Autonomy Clear and
Transparent Goals
Flexibility Training and support
on the job
Mission and Purpose
Select to Fit Coaching not
Evaluation
Humanistic
Workplace
Facilitated Talent
Mobility
Continuous
Investment in People
Small, Empowered
Teams
Investment in
Development of Mgt.
Culture of
Recognition
Self-Directed,
Dynamic Learning
Transparency and
Honesty
Time for Slack Agile Performance
Management
Inclusive, Diverse
Work Environment
High Impact Learning
Culture
Inspiration

Implementing the Irresistible Organization Strategy
Assess
Engagement
(Use the Five Elements)
Define your
Culture
Collect
Feedback
(Frequently & Real Time)
Communicate
w/Management
& Take Action

Where is the Engagement Market Going?
Annual
Engagement
Survey
(Annual)
Annual Survey
Analysis and Report
Anonymous
Just as we monitor and encourage customers to
give us constant feedback, so will we
encourage and welcome employees to
discuss anything that concerns them in the
workplace.
Pulse
Surveys
(Periodic)
Frequent
Feedback Surveys
Standard Questions
Typically anonymous
Employee
Sentiment
Analysis
(Always on)
Everyone has access
Open feedback
Social and sharable
Anything goes!
You may be public or not

Organizations… as Irresistible as Cupcakes

Watch for the Simply
Irresistible Research
jbersin@deloitte.com
@josh_bersin
@bersin

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.
Copyright © 2014 Deloitte Development LLC. All rights reserved.
36 USC 220506
Member of Deloitte Touche Tohmatsu Limited

Engaging the 21st Century Workforce

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