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1 
The Talent Agenda for 2015 What comes after “Integrated Talent Management?” 
Josh Bersin Principal, Deloitte Consulting LLP October, 2014
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 
-Advisory Services & Consulting 
Human Resources 
Leadership Development 
Learning & Development 
Talent Acquisition 
Talent Management
3 
Research Basis
4 
How the Talent World has Changed 
“Our candidates today are not looking for a career…” 
“They’re looking for an Experience.”
5 
Top Global Talent Priorities % Rated “Urgent” or “Important” 
60% 
62% 
67% 
69% 
70% 
71% 
74% 
75% 
75% 
78% 
78% 
89% 
0% 
10% 
20% 
30% 
40% 
50% 
60% 
70% 
80% 
90% 
100% 
Diversity & Inclusion 
The Overwhelmed Employee 
Fix Performance Management 
Reinvent L&D 
Integrated HR Technology 
Globalized HR & Talent Management 
Talent & HR Analytics 
Workforce Capabilities 
Talent Acquisition & Access 
Reskilling HR 
Retention & Engagement 
Leadership Gaps 
Deloitte Global Human Capital Trends Research, n=2500, 2/2014 
v 
Areas of Biggest Capability Gap
6 
The Old Idea of Integrated TM 
 
Slow Response to Changing Business Needs 
- 
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 
- 
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 
Learning & Development 
Sourcing & Recruiting 
Performance Management 
Leadership Development 
Succession Planning 
Workforce Planning 
Compensation - Benefits 
Traditional Silos of HR 
Integration… 
But… to what end?
7 
High Impact Talent Management® Methodology 
High Impact Talent Management® 
© Bersin & Associates 
Process Redesign 
Process Integration 
Talent Gaps and Solution Strategy 
Performance Management Strategy 
Business 
Units 
Business 
Units 
Business 
Units 
Talent 
Plan 
Talent 
Plan 
Talent 
Plans 
Sourcing and 
Recruiting Strategy 
Talent Systems Strategy 
Learning and 
Development Strategy 
Compensation 
& Rewards Strategy 
Workforce and 
Marketplace 
Assessment 
Business Problem 
Identification 
Business- 
Related Talent Challenges 
HR Processes 
Systems and 
Process 
Implementation 
1 
2 
3 
4 
Business Plans & Challenges 
Leadership Devt. 
Succession Strategy 
Competency 
Mgt. Strategy
8 
Attracting & Acquiring Talent 
Managing & Developing Talent 
Extending Talent 
Understanding & Planning Talent 
Employment Brand 
Social Sourcing 
Talent Networks 
Mobile Job Sites 
Candidate Marketing 
External Brand 
Work Environment 
Mission and Values 
Diversity & Inclusion 
Work-Life Balance 
Rewards 
Recognition 
Performance 
Management 
Goal Setting 
Career Management 
Leadership Development 
HIPO Assessment 
Professional 
Career Mgt 
Technical Career Mgt 
Contract Labor 
Alumni Programs 
College Recruiting 
Talent Networks 
Supply Chain Talent 
Analytics 
WF Planning 
Engagement 
Retention Mgt 
Segmentation 
L&D 
Coaching 
Certification 
LinkedIn 
Glassdoor 
Reputation 
Suppliers 
Partners 
Data Providers 
MOOCs, Content Providers 
Assessments 
Job Networks 
Brand 
Management 
Development 
Career Lattice 
Academia 
Partners 
The Talent Ecosystem: Everything is Connected
9 
Driving Performance & Development 
Assessing & Improving Corporate Culture 
Accelerating Time to Competency 
Improving Management & Leadership 
Improving Career & Talent Mobility 
Planning & Analyzing Talent 
Delivering and Managing Employment Brand 
Improving Speed and Quality of Hire 
Driving Engagement and Retention 
Talent Imperatives for 2015 
Diversity, Work Environment, Purpose, Values, and Mission
10 
Agenda 
 
Talent Acquisition 
 
Engagement and “Simply Irresistible” 
 
Performance Management 
 
Talent Mobility – Career Development 
 
Learning & Development 
 
Talent Analytics 
 
Becoming Bold
11 
Talent Acquisition Most Important of All Changing the Way We Manage
12 
Hiring Manager Relationships 
Candidate Pool Development 
Social Media Campaign 
Recruiter Training 
Governance & Decision Making 
Employee Referral Program 
TA Program Management 
Optimized TA Technology 
Diverse Candidate Slates 
Employment Branding 
Assessment Against Requirements 
Reporting & Analytics 
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 
Top Practices in Talent Acquisition
13 
Reactive Tactical Recruiting 
Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring compliance standards met; no real processes defined. No strategic focus on candidate experience. 
Level 1 
Standardized Operational Recruiting 
Effective assessment of candidates against job requirements. Begin to establish strong relationships with hiring managers. Some link to workforce planning. Standard interview documents. 
Level 2 
Integrated Talent Acquisition Strong employment brand. Active pipeline of candidates. Robust TA programs (e.g., diversity, alumni, employee referral). Investment in new TA products and services. 
Level 3 
Optimized Talent Acquisition 
Strategic enabler of the business. Successful social media campaign. Recruiter training builds strategic capabilities. Ability to predict external forces & remain agile. 
Level 4 
Talent Acquisition Maturity Model 
Bersin by Deloitte 
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 
35% 
29% 
23% 
13%
14 
TA Performance Outcomes 
Overall, we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers 
Level 1 
Level 2 
Level 3 
Level 4 
160% 
more likely to 
perform higher 
Level 1 
Level 3 
Level 4
15 
The top three drivers of talent acquisition maturity are: 
1. 
Building strong relationships with hiring managers 
2. 
Cultivating pools of potential candidates long before hire 
3. 
Driving employment brand 
62% 
Create new products more quickly than competitors 
88% 
Meet or exceed financial targets 
100 % 
Meet or exceed customers’ expectations 
Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 
Three Key Drivers of Impact
16 
Employment Brand 
and 
Employee Engagement? 
What Is the Difference Between…
17 
The Reality Today… 
Employee Engagement 
IS 
Your Employment Brand
18 
How The Puzzle Fits 
Driving Performance & Development 
Assessing & Improving Corporate Culture 
Accelerating Time to Competency 
Improving Management & Leadership 
Improving Career & Talent Mobility 
Planning & Analyzing Talent 
Delivering and Managing Employment Brand 
Improving Speed and Quality of Hire 
Driving Engagement and Retention
19 
Re-Thinking Employee Engagement 
Building the Simply Irresistible Organization
20 
Engagement Still Startlingly Low 
 
Worldwide only 13% of employees are “highly engaged” in their jobs. 
 
63% “disengaged” and 24% “actively disengaged.” 
 
(Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged” 
 
China, Middle East, Africa, India are the lowest at 6-8% fully engaged
21 
Glassdoor Data Is Startling 
Rating of Senior Leadership: 
2.8 out of 5 
Rating of Career Opportunities: 
2.9 out of 5 
Rating of Company Culture: 
3.1 out of 5 
Rating of Work-Life Balance: 
3.2 out of 5
22 
Only 54% of employees would recommend company to a friend 
- Glassdoor, Bersin Analysis, October, 2014 
And Even Worse
23 
Yet Some Companies Outperform 
Average 
3.1 
What are these guys doing??
24 
What we have learned: An Integrated Approach is Needed 
The Simply Irresistible Organization® 
Meaningful Work 
Great Management 
Fantastic Environment 
Growth Opportunity 
Trust in Leadership 
Autonomy 
Agile Goal Setting (ie. OKR) 
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 work spaces 
Self and formal development 
Transparency and communication 
Time for Slack 
Modernized Performance Mgt. 
Inclusive, diverse culture 
High impact learning culture 
Inspiration
25
26 
The overwhelmed employee
27 
Companies with “soul” had a 
return from 1996 through 2006, 
8x higher 
than S&P 400 firms 
1026% 
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 
Mission and Purpose Matters
28
29 
Recognition Drives Retention 
7.2% 
8.7% 
10.5% 
0% 
2% 
4% 
6% 
8% 
10% 
12% 
Excellent (5) 
Fair (3-4) 
Poor (1-2) 
Effectiveness of Recognition Program at Improving Employee Engagement 
Voluntary Turnover Rate 
31% Reduction in voluntary turnover! 
Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
30 
Disruptive New Tools & Technology Explosion of New Options to Measure, Monitor, and Sense Engagement 
 
Next Gen Engagement 
- 
CultureAmp 
- 
RoundPegg 
- 
BlackbookHR 
- 
TinyHR 
- 
BetterCompany 
- 
NikoNiko 
 
Culture 
- 
CultureIQ 
- 
Deloitte 
- 
Good.co 
 
Wellness 
- 
Upjoy 
- 
Happify 
- 
Goodthink
31 
Role of Organizational Culture 
Courage 
Commit ment 
Inclusion 
Shared Beliefs 
Collective Focus 
Risk & Governance 
External 
Orientation 
Change & Innovation 
DIFFERENTIATING 
CORE 
Courage represents the degree to which employees exhibit courage and resilience when confronting adversity, ethical dilemmas, failures, or opposition. 
Commitment represents the extent to which employees feel a sense of pride and ownership to the success and brand of the organization. 
Inclusion represents the degree to which an organization accepts and promotes diversity, uniqueness, and bringing one’s “authentic self” to the workplace. 
Shared Beliefs represents the degree to which employees demonstrate commitment to organization specific core values / beliefs. 
Collective Focus represents the degree to which an organization emphasizes collaboration, teaming, and cooperation in its operations. 
Risk and Governance represents the degree to which an organization emphasizes compliance, quality, and structure in its operations. 
External Orientation represents the degree to which an organization emphasizes a focus on customers and the external environment. 
Change & Innovation refers to the extent to which an organization emphasizes embracing ambiguity, change, and risk to drive expansion and innovation.
32 
How The Puzzle Fits 
Driving Performance & Development 
Assessing & Improving Corporate Culture 
Accelerating Time to Competency 
Improving Management & Leadership 
Improving Career & Talent Mobility 
Planning & Analyzing Talent 
Delivering and Managing Employment Brand 
Improving Speed and Quality of Hire 
Driving Engagement and Retention
33 
Rethinking Performance Management Changing the Way We Manage
34 
The Crux of the Problem 
Only 8% of organizations believe their performance management process is worth the time they’re putting into it.
35 
The Two Philosophies of PM
36 
Science Behind Performance Management 
Status Certainty 
Autonomy 
Relatedness 
Fairness
37 
Clarifying the Purpose of PM 
Coaching for 
Development 
Talent Decisions 
Performance 
Improvement 
Legal Documents 
Performance 
Feedback 
PERFORMANCE MANAGEMENT 
Talent Decisions 
Legal Documents 
Employee 
Motivation 
Compensation 
Performance 
Feedback 
Kelly Services 
Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. 
.
38 
10% 
19% 
26% 
36% 
First-level 
Mid-level 
Senior-level 
Executives 
Source: Leadership Development Factbook Survey, Bersin by Deloitte, 2014, n=288 
% of Positions with Successors Identified 
Succession Management: Does It Work?
39 
Back Office, Operational, Contingent Employees 
Top 
Management 
Senior Management 
First Line Management 
Traditional View Talent Mobility 
SMEs 
(Consultants) 
Senior Specialists 
Functional Specialists / Front-Line Employees 
Middle Management
40 
Back Office, Operational, Contingent Employees 
Top 
Management 
Senior Management 
First Line Management 
The Reality 
SMEs 
(Consultants) 
Senior Specialists 
Functional Specialists / Front-Line Employees 
Middle Management 
Top 
Management 
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
41 
The Talent Mobility Formula Bringing the Talent System Together 
DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) 
OPEN POSITIONS & OPPORTUNITIES 
INDIVIDUAL NEEDS / DESIRES 
INDIVIDUAL DEVELOPMENT PLAN (IDP) 
VISION 
STRATEGIC INITIATIVES 
DESIRED BUSINESS OUTCOMES 
VALUES 
MISSION 
ORGANIZATION NEEDS 
MOBILITY 
STRENGTHS 
DEVELOPMENT NEEDS 
CAREER ASPIRATIONS 
ANNUAL GOALS 
Succession Management 
Career Development 
Individual 
Development 
Plan (IDP) 
Strategic Competencies 
Organizational 
Planning / 
Analytics 
Performance Management 
Development Planning
42 
Entire Organization Must Contribute to World-Class Career Management 
• 
Identify Career Goals 
• 
Maintain Profiles 
• 
Demonstrate Values 
• 
Socialize Interests 
• 
Create Internal Network 
• 
Share Expertise 
Employee 
• 
Define Job Profiles 
• 
Provide Coaching 
• 
Assess Potential 
• 
Identify Development Opportunities 
• 
Provide Candid Feedback 
• 
Share Talent Openly 
Manager 
• 
Provides Tools & Resources 
• 
Develop Career Models 
• 
Facilitate Process 
• 
Offer Career Coaching 
• 
Career Development Training 
• 
Integrate with Talent Mgmt 
HR 
• 
Infrastructure – Process, Technology, People 
• 
Create Culture of Mobility 
• 
Communicate Expectations 
• 
Create Transparent Marketplace 
Company
43 
How The Puzzle Fits 
Driving Performance & Development 
Assessing & Improving Corporate Culture 
Accelerating Time to Competency 
Improving Management & Leadership 
Improving Career & Talent Mobility 
Planning & Analyzing Talent 
Delivering and Managing Employment Brand 
Improving Speed and Quality of Hire 
Driving Engagement and Retention
44 
Modern, Disrupted L&D Building a Supply Chain of Skills
45 
E-Learning & Blended 
Talent Management 
Experiential Learning 
Continuous Embedded 
2001 
2005 
2015 
Evolution of Corporate L&D From Content-Centric to Continuous and Experience-Centric 
2010 
E-Learning 
Get Materials Online 
Content Management 
Taxonomy 
Social, Collaborative Corporate University 
Blended Programs 
Learning Paths Role-Based 
Self-Authored 
Extreme Blended 
Gaming, Embedded, 
On-Demand 
Rich Catalog 
University 
2020 
Learning Everywhere All The Time 
We are Here 
Intelligent 
Learning 
Instructional Design Kirkpatrick 
Career 
Curricula 
Content 
Community 
70-20-10 
Job Relevant 
Classroom 
LMS as 
E-Learning Platform 
LMS as Talent Platform 
LMS as Data (Where is the LMS?) 
LMS as Experience 
Platform
46 
The Continuous Learning Model Education, Experience, Environment, Exposure 
EDUCATION 
EXPOSURE 
ENVIRONMENT 
EXPERIENCE 
Intermediate – Grow in Role 
Current job development and competency expansion WHAT DO I NEED TO GROW IN MY CURRENT ROLE? 
Immediate – Perform Well 
Performance support and other tools for point-of- need learning WHAT DO I NEED TO PERFORM NOW? 
Transitional – Next Role 
Development of skills and relationships that will meet long-term business goals WHAT DO I NEED TO GROW IN MY CAREER?
47 
“SUPPLY CHAIN” VIEW OF SKILLS 
of organizations have a senior leader running the training function 
49% 
of organizations have a written business plan for learning 
<45% 
70% 
64% 
43% 
26% 
48% 
29% 
HILO 
Overall 
Competencies & Profiles 
Development Planning 
Career Paths 
L&D Has Challenges Leadership & Governance
48 
Running L&D Is Complex 
 
Build a local but federated learning organization 
 
Rationale the clutter of content 
 
Learn to leverage MOOCs, and SME authored content 
 
Understand and drive learning culture 
 
Rebuild the corporate university 
 
Modernize learning infrastructure and measurement tools
49 
The Workforce is Flocking to MOOCs 
1.6m 
2.5m 
3.0m 
3.0m 
9.0m 
4.0m 
5.0m 
5.0m 
10.0m 
19.0m 
5 
4 
3 
2 
#1 
5 
4 
3 
2 
#1 
Total number of licensed or registered users 
5 largest providers in…  Enterprise learning solutions  MOOCs 
Established enterprise learning solutions 
Massive, open, online course providers
50 
Potential for MOOCs
51 
Learning as Solution for Recruiting
52 
Sum Total Skillsoft 
SAP 
Oracle 
Cornerstone On Demand 
Saba 
Blackboard 
SkillSoft 
Dupont 
NetDimensions 
Healthstream 
Cross Knowledge 
Meridian 
Halogen 
Silkroad 
Peoplefluent 
RISC 
Elsevier 
imc 
IBM 
Intellum 
Kallidus 
IBM 
Absorb 
RedTray 
Expertus 
Open Text 
Lumesse 
OnPoint Digital 
Intuition 
ADP 
Cegos 
Bloomfire 
Wisetail 
Desire2Learn 
Docebo 
Cyberwisdom 
Digital Ignite 
Healthcare Source 
INFOR 
Litmos 
CoursePeer 
Thomson Reuters 
Underwriters Labs 
BrainHoney 
Schoolology 
TMS 
K-12 / Higher Ed 
Vertical Specialists 
Social / Mobile 
Content 
The New Middle 
Compliance 
LMS Vendor Evolution 
Skillsoft Sum Total Content+Technology 
Wiley CrossKnowledge Content+Technology
53 
The 1990s-2000s LMS 
Course Administration 
Enrollment and Scheduling 
Resource Management 
Extended enterprise 
e-learning 
e-commerce 
Virtual classroom 
Assessment tool Security and roles 
Reporting 
Learning Administration 
Collaboration 
“Discussion Group” 
Portals 
Learning 
Experience 
The Modern LMS 
“Old LMS” Feature Set 
+ Deeper Analytics 
Dynamic Profile 
Expert Directory 
Communities 
Tagging 
Content Management 
Ratings 
Multi-rater coaching 
Feedback 
Content Sharing 
Content Management 
Mobile 
“New” virtual classroom 
Highly Flexible UI 
Talent Management Features 
Administration 
& Talent 
Social & Collaboration 
User 
Experience 
LMS as “Experience Platform”
54 
Big Data in L&D 
Big Data Analytics for 
L&D 
Learning activity 
Employee demographics 
Employee activity 
Expert directory 
Job Performance 
Career movement 
The “Netflix” of Learning 
• 
Recommendations 
• 
New Learning Paths 
• 
Content De-Cluttering
55 
Talent Analytics The Time is Now
56 
Benefits & Compensation 
Hiring 
Recruiting 
E-Learning 
Performance Talent 
Integrated TM Solutions 
Systems of Engagement 
Evolution of HR Systems 
MARKET GROWTH - ADOPTION 
2000 
2012 
PROGRESSION OVER TIME 
Compensation 
HRIS 
Benefits Administration 
Applicant Tracking 
Recruiting Sourcing 
Learning Management 
Competency Management 
Succession Management 
Performance Management 
Integrated Talent Mgmt 
End to End 
Suite 
Social 
Recognition 
Integrated 
Recruiting 
Back Office on-premise ERP 
SaaS and Cloud 
Integrated into Work 
Consumer 
User Interfaces 
Analytics 
Segmentation 
Prediction 
Mobile and 
Tablet, HTML5 
ERP and HRMS Integrated 
“Systems of Engagement” Talent 
Analytics
57 
Today: HR Analytics is Hot
58 
What Our Research Discovered Bersin by Deloitte Talent Analytics Maturity Model® 
Level 4: Predictive Analytics 
Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning 
4% 
Level 3: Advanced Analytics 
Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions 
10% 
Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards 
30% 
Level 1: Reactive – Operational Reporting 
Ad-Hoc Operational Reporting 
Reactive to business demands, data in isolation and difficult to analyze 
56%
59 
What is Talent Analytics: Bring HR & Business Data Together 
Recruiting and 
Workforce 
Planning 
Comp and Benefits 
Performance 
Succession 
Engagement 
Learning 
& Leadership 
HRMS 
Employee Data 
Engagement 
& Assessment 
+ 
Sales Revenue 
Productivity 
Customer Retention 
Product 
Mix 
Accidents Errors Fraud 
Quality 
Downtime 
Losses 
Groundbreaking New Insights & 
Tools for Managers to Make Better Decisions 
= 
Data management, analytics, IT, and business consulting expertise 
+
60 
It Takes A Multi-Disciplinary Team 
Connected 
To IT 
Connected 
to Finance and Operations 
Connected 
to Executives 
Connected to 
External 
Data 
Know the business well 
Consultant with business 
Statistical rigor 
Good with numbers 
Curious, learning nature 
Visual storytelling 
Strong data management 
Process oriented 
World Class Analytics Team
61 
Focus on The Problem, not the Data 
Business problem first, then determine what data is needed 
 
Why is turnover high in some areas? 
 
What sales or service processes drive account renewal? 
 
Which training programs drive higher performance? 
 
How do we assess the “right” candidates for sales positions? 
 
What will be our talent gaps next year based on retirement? 
Business Problem 
Data
62 
Driving Performance & Development 
Assessing & Improving Corporate Culture 
Accelerating Time to Competency 
Increasing Global Leadership 
Improving Career & Talent Mobility 
Planning & Analyzing Talent 
Managing A Compelling Employment Brand 
Improving Speed and Quality of Hire 
Driving Engagement and Retention 
Talent Imperatives for 2015
63 
A Time for Innovation: Bold CHRO 
• 
76% of candidates want to work for a company with “innovative work practices” … yet 
• 
37% of HR managers say their “culture” prevents innovation 
• 
28% say they have no money to innovate 
• 
27% say they don’t have the experience or skills 
What impact would innovative work and management practices have on your work? 
“The Innovation Imperative,” June 2013, Korn Ferry International, n=4080

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The New Model for Talent Management: Agenda for 2015

  • 1. 1 The Talent Agenda for 2015 What comes after “Integrated Talent Management?” Josh Bersin Principal, Deloitte Consulting LLP October, 2014
  • 2. 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 -Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management
  • 4. 4 How the Talent World has Changed “Our candidates today are not looking for a career…” “They’re looking for an Experience.”
  • 5. 5 Top Global Talent Priorities % Rated “Urgent” or “Important” 60% 62% 67% 69% 70% 71% 74% 75% 75% 78% 78% 89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Diversity & Inclusion The Overwhelmed Employee Fix Performance Management Reinvent L&D Integrated HR Technology Globalized HR & Talent Management Talent & HR Analytics Workforce Capabilities Talent Acquisition & Access Reskilling HR Retention & Engagement Leadership Gaps Deloitte Global Human Capital Trends Research, n=2500, 2/2014 v Areas of Biggest Capability Gap
  • 6. 6 The Old Idea of Integrated TM  Slow Response to Changing Business Needs - 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 - 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 Learning & Development Sourcing & Recruiting Performance Management Leadership Development Succession Planning Workforce Planning Compensation - Benefits Traditional Silos of HR Integration… But… to what end?
  • 7. 7 High Impact Talent Management® Methodology High Impact Talent Management® © Bersin & Associates Process Redesign Process Integration Talent Gaps and Solution Strategy Performance Management Strategy Business Units Business Units Business Units Talent Plan Talent Plan Talent Plans Sourcing and Recruiting Strategy Talent Systems Strategy Learning and Development Strategy Compensation & Rewards Strategy Workforce and Marketplace Assessment Business Problem Identification Business- Related Talent Challenges HR Processes Systems and Process Implementation 1 2 3 4 Business Plans & Challenges Leadership Devt. Succession Strategy Competency Mgt. Strategy
  • 8. 8 Attracting & Acquiring Talent Managing & Developing Talent Extending Talent Understanding & Planning Talent Employment Brand Social Sourcing Talent Networks Mobile Job Sites Candidate Marketing External Brand Work Environment Mission and Values Diversity & Inclusion Work-Life Balance Rewards Recognition Performance Management Goal Setting Career Management Leadership Development HIPO Assessment Professional Career Mgt Technical Career Mgt Contract Labor Alumni Programs College Recruiting Talent Networks Supply Chain Talent Analytics WF Planning Engagement Retention Mgt Segmentation L&D Coaching Certification LinkedIn Glassdoor Reputation Suppliers Partners Data Providers MOOCs, Content Providers Assessments Job Networks Brand Management Development Career Lattice Academia Partners The Talent Ecosystem: Everything is Connected
  • 9. 9 Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention Talent Imperatives for 2015 Diversity, Work Environment, Purpose, Values, and Mission
  • 10. 10 Agenda  Talent Acquisition  Engagement and “Simply Irresistible”  Performance Management  Talent Mobility – Career Development  Learning & Development  Talent Analytics  Becoming Bold
  • 11. 11 Talent Acquisition Most Important of All Changing the Way We Manage
  • 12. 12 Hiring Manager Relationships Candidate Pool Development Social Media Campaign Recruiter Training Governance & Decision Making Employee Referral Program TA Program Management Optimized TA Technology Diverse Candidate Slates Employment Branding Assessment Against Requirements Reporting & Analytics Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Top Practices in Talent Acquisition
  • 13. 13 Reactive Tactical Recruiting Recruiters are “order takers;” posting of positions on an as-needed basis. Minimal hiring compliance standards met; no real processes defined. No strategic focus on candidate experience. Level 1 Standardized Operational Recruiting Effective assessment of candidates against job requirements. Begin to establish strong relationships with hiring managers. Some link to workforce planning. Standard interview documents. Level 2 Integrated Talent Acquisition Strong employment brand. Active pipeline of candidates. Robust TA programs (e.g., diversity, alumni, employee referral). Investment in new TA products and services. Level 3 Optimized Talent Acquisition Strategic enabler of the business. Successful social media campaign. Recruiter training builds strategic capabilities. Ability to predict external forces & remain agile. Level 4 Talent Acquisition Maturity Model Bersin by Deloitte Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 35% 29% 23% 13%
  • 14. 14 TA Performance Outcomes Overall, we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers Level 1 Level 2 Level 3 Level 4 160% more likely to perform higher Level 1 Level 3 Level 4
  • 15. 15 The top three drivers of talent acquisition maturity are: 1. Building strong relationships with hiring managers 2. Cultivating pools of potential candidates long before hire 3. Driving employment brand 62% Create new products more quickly than competitors 88% Meet or exceed financial targets 100 % Meet or exceed customers’ expectations Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Three Key Drivers of Impact
  • 16. 16 Employment Brand and Employee Engagement? What Is the Difference Between…
  • 17. 17 The Reality Today… Employee Engagement IS Your Employment Brand
  • 18. 18 How The Puzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
  • 19. 19 Re-Thinking Employee Engagement Building the Simply Irresistible Organization
  • 20. 20 Engagement Still Startlingly Low  Worldwide only 13% of employees are “highly engaged” in their jobs.  63% “disengaged” and 24% “actively disengaged.”  (Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged”  China, Middle East, Africa, India are the lowest at 6-8% fully engaged
  • 21. 21 Glassdoor Data Is Startling Rating of Senior Leadership: 2.8 out of 5 Rating of Career Opportunities: 2.9 out of 5 Rating of Company Culture: 3.1 out of 5 Rating of Work-Life Balance: 3.2 out of 5
  • 22. 22 Only 54% of employees would recommend company to a friend - Glassdoor, Bersin Analysis, October, 2014 And Even Worse
  • 23. 23 Yet Some Companies Outperform Average 3.1 What are these guys doing??
  • 24. 24 What we have learned: An Integrated Approach is Needed The Simply Irresistible Organization® Meaningful Work Great Management Fantastic Environment Growth Opportunity Trust in Leadership Autonomy Agile Goal Setting (ie. OKR) 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 work spaces Self and formal development Transparency and communication Time for Slack Modernized Performance Mgt. Inclusive, diverse culture High impact learning culture Inspiration
  • 25. 25
  • 26. 26 The overwhelmed employee
  • 27. 27 Companies with “soul” had a return from 1996 through 2006, 8x higher than S&P 400 firms 1026% 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 Mission and Purpose Matters
  • 28. 28
  • 29. 29 Recognition Drives Retention 7.2% 8.7% 10.5% 0% 2% 4% 6% 8% 10% 12% Excellent (5) Fair (3-4) Poor (1-2) Effectiveness of Recognition Program at Improving Employee Engagement Voluntary Turnover Rate 31% Reduction in voluntary turnover! Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
  • 30. 30 Disruptive New Tools & Technology Explosion of New Options to Measure, Monitor, and Sense Engagement  Next Gen Engagement - CultureAmp - RoundPegg - BlackbookHR - TinyHR - BetterCompany - NikoNiko  Culture - CultureIQ - Deloitte - Good.co  Wellness - Upjoy - Happify - Goodthink
  • 31. 31 Role of Organizational Culture Courage Commit ment Inclusion Shared Beliefs Collective Focus Risk & Governance External Orientation Change & Innovation DIFFERENTIATING CORE Courage represents the degree to which employees exhibit courage and resilience when confronting adversity, ethical dilemmas, failures, or opposition. Commitment represents the extent to which employees feel a sense of pride and ownership to the success and brand of the organization. Inclusion represents the degree to which an organization accepts and promotes diversity, uniqueness, and bringing one’s “authentic self” to the workplace. Shared Beliefs represents the degree to which employees demonstrate commitment to organization specific core values / beliefs. Collective Focus represents the degree to which an organization emphasizes collaboration, teaming, and cooperation in its operations. Risk and Governance represents the degree to which an organization emphasizes compliance, quality, and structure in its operations. External Orientation represents the degree to which an organization emphasizes a focus on customers and the external environment. Change & Innovation refers to the extent to which an organization emphasizes embracing ambiguity, change, and risk to drive expansion and innovation.
  • 32. 32 How The Puzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
  • 33. 33 Rethinking Performance Management Changing the Way We Manage
  • 34. 34 The Crux of the Problem Only 8% of organizations believe their performance management process is worth the time they’re putting into it.
  • 35. 35 The Two Philosophies of PM
  • 36. 36 Science Behind Performance Management Status Certainty Autonomy Relatedness Fairness
  • 37. 37 Clarifying the Purpose of PM Coaching for Development Talent Decisions Performance Improvement Legal Documents Performance Feedback PERFORMANCE MANAGEMENT Talent Decisions Legal Documents Employee Motivation Compensation Performance Feedback Kelly Services Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. .
  • 38. 38 10% 19% 26% 36% First-level Mid-level Senior-level Executives Source: Leadership Development Factbook Survey, Bersin by Deloitte, 2014, n=288 % of Positions with Successors Identified Succession Management: Does It Work?
  • 39. 39 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management Traditional View Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management
  • 40. 40 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management The Reality SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management Top Management 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
  • 41. 41 The Talent Mobility Formula Bringing the Talent System Together DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) OPEN POSITIONS & OPPORTUNITIES INDIVIDUAL NEEDS / DESIRES INDIVIDUAL DEVELOPMENT PLAN (IDP) VISION STRATEGIC INITIATIVES DESIRED BUSINESS OUTCOMES VALUES MISSION ORGANIZATION NEEDS MOBILITY STRENGTHS DEVELOPMENT NEEDS CAREER ASPIRATIONS ANNUAL GOALS Succession Management Career Development Individual Development Plan (IDP) Strategic Competencies Organizational Planning / Analytics Performance Management Development Planning
  • 42. 42 Entire Organization Must Contribute to World-Class Career Management • Identify Career Goals • Maintain Profiles • Demonstrate Values • Socialize Interests • Create Internal Network • Share Expertise Employee • Define Job Profiles • Provide Coaching • Assess Potential • Identify Development Opportunities • Provide Candid Feedback • Share Talent Openly Manager • Provides Tools & Resources • Develop Career Models • Facilitate Process • Offer Career Coaching • Career Development Training • Integrate with Talent Mgmt HR • Infrastructure – Process, Technology, People • Create Culture of Mobility • Communicate Expectations • Create Transparent Marketplace Company
  • 43. 43 How The Puzzle Fits Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Delivering and Managing Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention
  • 44. 44 Modern, Disrupted L&D Building a Supply Chain of Skills
  • 45. 45 E-Learning & Blended Talent Management Experiential Learning Continuous Embedded 2001 2005 2015 Evolution of Corporate L&D From Content-Centric to Continuous and Experience-Centric 2010 E-Learning Get Materials Online Content Management Taxonomy Social, Collaborative Corporate University Blended Programs Learning Paths Role-Based Self-Authored Extreme Blended Gaming, Embedded, On-Demand Rich Catalog University 2020 Learning Everywhere All The Time We are Here Intelligent Learning Instructional Design Kirkpatrick Career Curricula Content Community 70-20-10 Job Relevant Classroom LMS as E-Learning Platform LMS as Talent Platform LMS as Data (Where is the LMS?) LMS as Experience Platform
  • 46. 46 The Continuous Learning Model Education, Experience, Environment, Exposure EDUCATION EXPOSURE ENVIRONMENT EXPERIENCE Intermediate – Grow in Role Current job development and competency expansion WHAT DO I NEED TO GROW IN MY CURRENT ROLE? Immediate – Perform Well Performance support and other tools for point-of- need learning WHAT DO I NEED TO PERFORM NOW? Transitional – Next Role Development of skills and relationships that will meet long-term business goals WHAT DO I NEED TO GROW IN MY CAREER?
  • 47. 47 “SUPPLY CHAIN” VIEW OF SKILLS of organizations have a senior leader running the training function 49% of organizations have a written business plan for learning <45% 70% 64% 43% 26% 48% 29% HILO Overall Competencies & Profiles Development Planning Career Paths L&D Has Challenges Leadership & Governance
  • 48. 48 Running L&D Is Complex  Build a local but federated learning organization  Rationale the clutter of content  Learn to leverage MOOCs, and SME authored content  Understand and drive learning culture  Rebuild the corporate university  Modernize learning infrastructure and measurement tools
  • 49. 49 The Workforce is Flocking to MOOCs 1.6m 2.5m 3.0m 3.0m 9.0m 4.0m 5.0m 5.0m 10.0m 19.0m 5 4 3 2 #1 5 4 3 2 #1 Total number of licensed or registered users 5 largest providers in…  Enterprise learning solutions  MOOCs Established enterprise learning solutions Massive, open, online course providers
  • 51. 51 Learning as Solution for Recruiting
  • 52. 52 Sum Total Skillsoft SAP Oracle Cornerstone On Demand Saba Blackboard SkillSoft Dupont NetDimensions Healthstream Cross Knowledge Meridian Halogen Silkroad Peoplefluent RISC Elsevier imc IBM Intellum Kallidus IBM Absorb RedTray Expertus Open Text Lumesse OnPoint Digital Intuition ADP Cegos Bloomfire Wisetail Desire2Learn Docebo Cyberwisdom Digital Ignite Healthcare Source INFOR Litmos CoursePeer Thomson Reuters Underwriters Labs BrainHoney Schoolology TMS K-12 / Higher Ed Vertical Specialists Social / Mobile Content The New Middle Compliance LMS Vendor Evolution Skillsoft Sum Total Content+Technology Wiley CrossKnowledge Content+Technology
  • 53. 53 The 1990s-2000s LMS Course Administration Enrollment and Scheduling Resource Management Extended enterprise e-learning e-commerce Virtual classroom Assessment tool Security and roles Reporting Learning Administration Collaboration “Discussion Group” Portals Learning Experience The Modern LMS “Old LMS” Feature Set + Deeper Analytics Dynamic Profile Expert Directory Communities Tagging Content Management Ratings Multi-rater coaching Feedback Content Sharing Content Management Mobile “New” virtual classroom Highly Flexible UI Talent Management Features Administration & Talent Social & Collaboration User Experience LMS as “Experience Platform”
  • 54. 54 Big Data in L&D Big Data Analytics for L&D Learning activity Employee demographics Employee activity Expert directory Job Performance Career movement The “Netflix” of Learning • Recommendations • New Learning Paths • Content De-Cluttering
  • 55. 55 Talent Analytics The Time is Now
  • 56. 56 Benefits & Compensation Hiring Recruiting E-Learning Performance Talent Integrated TM Solutions Systems of Engagement Evolution of HR Systems MARKET GROWTH - ADOPTION 2000 2012 PROGRESSION OVER TIME Compensation HRIS Benefits Administration Applicant Tracking Recruiting Sourcing Learning Management Competency Management Succession Management Performance Management Integrated Talent Mgmt End to End Suite Social Recognition Integrated Recruiting Back Office on-premise ERP SaaS and Cloud Integrated into Work Consumer User Interfaces Analytics Segmentation Prediction Mobile and Tablet, HTML5 ERP and HRMS Integrated “Systems of Engagement” Talent Analytics
  • 57. 57 Today: HR Analytics is Hot
  • 58. 58 What Our Research Discovered Bersin by Deloitte Talent Analytics Maturity Model® Level 4: Predictive Analytics Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning 4% Level 3: Advanced Analytics Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions 10% Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards 30% Level 1: Reactive – Operational Reporting Ad-Hoc Operational Reporting Reactive to business demands, data in isolation and difficult to analyze 56%
  • 59. 59 What is Talent Analytics: Bring HR & Business Data Together Recruiting and Workforce Planning Comp and Benefits Performance Succession Engagement Learning & Leadership HRMS Employee Data Engagement & Assessment + Sales Revenue Productivity Customer Retention Product Mix Accidents Errors Fraud Quality Downtime Losses Groundbreaking New Insights & Tools for Managers to Make Better Decisions = Data management, analytics, IT, and business consulting expertise +
  • 60. 60 It Takes A Multi-Disciplinary Team Connected To IT Connected to Finance and Operations Connected to Executives Connected to External Data Know the business well Consultant with business Statistical rigor Good with numbers Curious, learning nature Visual storytelling Strong data management Process oriented World Class Analytics Team
  • 61. 61 Focus on The Problem, not the Data Business problem first, then determine what data is needed  Why is turnover high in some areas?  What sales or service processes drive account renewal?  Which training programs drive higher performance?  How do we assess the “right” candidates for sales positions?  What will be our talent gaps next year based on retirement? Business Problem Data
  • 62. 62 Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Increasing Global Leadership Improving Career & Talent Mobility Planning & Analyzing Talent Managing A Compelling Employment Brand Improving Speed and Quality of Hire Driving Engagement and Retention Talent Imperatives for 2015
  • 63. 63 A Time for Innovation: Bold CHRO • 76% of candidates want to work for a company with “innovative work practices” … yet • 37% of HR managers say their “culture” prevents innovation • 28% say they have no money to innovate • 27% say they don’t have the experience or skills What impact would innovative work and management practices have on your work? “The Innovation Imperative,” June 2013, Korn Ferry International, n=4080