21 Century Talent Management Ebook

21st Century
Talent Management:
Thriving in the New Workforce and New Workplace
Josh Bersin
Principal, Deloitte Consulting LLP
Copyright © 2014 Deloitte Development LLC. All rights reserved.

Copyright © 2014 Deloitte Development LLC. All rights reserved. 1
§§ Who We Are
- Global provider of leading practices, trends, and benchmarking research in
talent management, learning, and strategic HR.
Human
- 60% of the Fortune 100 are Bersin by Deloitte research members, with Resources
more than 19.5 million employees managed by HR teams using Bersin
Research.
Leadership
Development
§§ Broad Research Practices
• Human Resources
• Leadership Development Learning &
• Learning & Development Development
• Talent Acquisition
• Talent Management
Talent
Acquisition
§§ Offerings
- WhatWorks® Membership: Research, Tools, Education, Benchmarking
Talent
- IMPACT®: An industry-leading conference on the Business of Talent Management
- Advisory Services & Consulting

Agenda
§§ Today’s Talent Challenges
§§ Talent Management: Then and Now
§§ The Big Six Keys to Success
1. Optimized Talent Acquisition

2. Performance Management Unleashed
3. Engagement and Retention Unleashed
4. Continuous Learning Unleashed
5. Global Leadership Unleashed
6. BigData and Analytics Unleashed

What HR Leaders Say We need to accelerate
hiring of senior and
mid leadership in Asia
and Middle east.
How do we more The skills of our HR Our company has
rapidly move talent business partners and capability gaps in new
from early leadership specialists need technology areas across
to senior leadership? improvement. the organization.
We are shifting our
business to a services
business. How do I
transform the workforce?
How can I retain and We are still having

engage my top talent? trouble attracting
How can we globalize
millenials and younger
our employment
workers.
brand and talent
How do we create more programs??
collaboration and knowledge
sharing across the company?
Our training organization
is too expensive and not
driving enough value. We compete for engineers with
How do we
some of the most successful
increase women
silicon valley companies? How
and diversity in
can I attract and retain the
leadership? Our performance brightest in our company?
and comp process
Our mid-level and is obsolete and not
We need to entry leadership gaps engaging people.
restructure HR to are still huge
build common We need better data
systems and reduce and analytics in HR.
costs.

A Nexus of Talent Challenges
1
Business
Speed and Scale
Disruptive
Competition
2
Competition 6 Shift toward
for Talent Agile Management
Social Sourcing & Leadership Models Emerging
& Recruiting Markets
A New Generation of HR Practices
and New Type of HR Organization
New Technology
Social Tools,Analytics
5 Borderless 3
Need for Improved HR skills and
21st Century capabilities. Workplace
Models of Team Model
Leadership of Work
4
Specialization
Contingent Work
New Job &
Career Models

Top Talent Priorities
HighLoPwrIemppoarrtaendcneess HigHhgi PhrIemppoarrtaendcneess
LoHwgi IhmPpreopratraednnceess HHg i ihghPreImpapreodnrteassnce
Developing Job Profiles
Internal Peer Networking Analyzing Job Requirements
PM Process
Handling Retirements Manager Interview Skills
Retaining Key Employees

Preparedness
Manager Capabilities to Drive

Diversity and Inclusion Upgrading HR / Employee Performance
Talent Systems
Redefining HR Roles
Managing Contingent
Workforce Wellness Programs
Employee Referral Programs
Understanding
Global Culture
Meeting Multigenerational
Localizing HR Needs
Service Model
Talent Mobility
Across Regions External Peer Networking
Global HR Service Model

Blending Social Global BusinessAcumen
into HR Programs
Global Awareness Sourcing Talent in Emerging

and Fluency Markets
LowLoPwrIemppoarrteandcneess LowHigPhrIemppaorrteandcneess
L ow Pre pa re dn e ss
LoLwowImPrpepoarrteadnnecses Hi gh Im p o rta nce
Importance
Source: “TalentTrends™ 2012: A Year of Guarded Optimism”, Bersin & Associates / Josh Bersin, Kim Lamoureux,
Karen O’Leonard, July 2012. Copyright © 2014 Deloitte Development LLC. All rights reserved. 6
Top Talent Priorities
HighLPowreImppaorretadncneess HigHhigPhrImeppoartraendceness
LowHigImhPproeprtaarendcneess HHigihgPhreIpmarpedonretassnce
Developing Job Profiles
Internal Peer Networking Analyzing Job Requirements
PM Process
Handling Retirements Manager Interview Skills
Preparedness
Retaining
Diversity & Manager Capabilities to Drive Key Employees
Inclusion Employee Performance
Deep
Specialization
Leadership
Redefining HR Roles Bench Strength
Forecasting Future
Talent Needs
Managing Contingent Workforce Identifying Talent Gaps
Leveraging HR Metrics
Wellness Programs Filling Talent Gaps
Culture of Manager Capabilities to

Employee Referral Programs Meeting Internal Mobility
Multigenerational Building a High Impact Develop Employees
Needs Learning Organization
Understanding
Localizing HR Global Culture
Service Model
Workforce 2013 Critical
Talent Mobility
Across Regions
External Peer Planning Focus Areas
Networking
Promoting Career
Global HR Service Model Development
Blending Social
into HR Programs Global
BusinessAcumen
LowLoPwreImppaorrteandcneess LowHiP
ghre
Imppaorrte
adncneess
L ow Pr e pare d n es s Global Awareness
Low Im po rtanc e and Fluency
Sourcing Talent in Emerging
Markets H
Loig
whPrIem
papreodrnte
asnsce
Importance
Source: “TalentTrends™ 2012: A Year of Guarded Optimism”, Bersin & Associates / Josh Bersin, Kim Lamoureux,
Karen O’Leonard, July 2012. Copyright © 2014 Deloitte Development LLC. All rights reserved. 7
Talent is a CEO Level Issue

Consistent Talent Issues Globally
EMEA
• Skills Gaps 85%
Americas • Transforming HR 85%
• Organization Acceleration 83%
• Leadership Pipeline 80%
• Skills Gaps 87% • Branding talent 81%
• Transforming HR 84%
• Branding talent 83%
Asia Pacific
• Skills Gaps 86%
• Transforming HR 88%
• Aging Workforce 78%
Deloitte Human Capital Trends 2013,

n=1300

Increasing Work Specialization
§§Expertise drives competitive
advantage
§§Specialization improves Top

Management
quality and reduces cost
Senior
§§Deep skills developed Management
through “deliberate practice” The
Middle
Experts
and reinforcement Management
First Line
§§Deep skills come from a range Senior Specialists Management
of developmental experiences
Functional Specialists / Front-Line Employees
§§Intelligent leadership paths,

Back Office, Operational, Contingent Employees
career paths, training, work
assignments, understanding
high-performing competencies July-August 2011
are all drivers of success.

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

Ford Figo – Fastest Selling Car in India
Ford Figo Story
Designed in Manufactured
India for the in Chennai by
Indian Market Indian Staff
Colors, face, Size, Shape,

and styling and features
designed for designed for
Indian tastes lifestyle and
roads in India

Integrated Talent
Management
Where are we?

“Integrated” Talent Management
§§ Slow Response to Changing Business Needs
- Inability to identify current and future talent gaps
Traditional Silos of HR - 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
Performance Management
- Learning plans not linked to assessments and skills

Leadership Development
Learning & Development
Compensation - Benefits
Sourcing & Recruiting
gaps in current talent pool
Succession Planning
Workforce Planning
- 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 thefuture

The Big Shift
2013+
..Optimize
(Globally)
2005-2012
Automate &
Integrate

The New High-Impact Talent Management Framework
Talent Strategy & Business Alignment
Analytics, Measurement, & Scorecards

Talent Planning Process & Engagement Integration Talent Systems Change Management Measurement
Solution Design Strategy Strategy Strategy Strategy Strategy
Organization & Governance
Diversity Planning
Talent Segmentation
Workforce Planning Enterprise Skill Gap Assessment
Critical Talent Assessment
Talent Forecasting
Critical Role Identification
Scenario Planning
Capability & Competency Management Job Profiles Competencies Behaviors Experiences Skills
Talent Leadership Executive Education Action Learning

Total
Leadership Curriculum Job Rotation
Acquisition Development Assessment & Evaluation Coaching & Mentoring Rewards
Succession Talent Profiles
Assessment & Calibration
Talent Reviews
Talent Pool Management
Sourcing
Candidate Pools Management HIPO Identification Talent Mobility
Rewards & Recognition
Assessment
Pay for Performance
Employer Brand Career Skill Assessment & Transferability Employee Brand
Benefits for Talent
Recruiting Career Planning & Development Coaching/Mentoring
Selection Management Professional & Management Tracks Talent Mobility
Development
Experiences
Onboarding
Talent Mobility
Performance Goal Alignment
Skill Gap Analysis
Bench Strength Assessment
Performance Evaluation & Calibration
Management Coaching & Development Performance-Based Pay
Learning Strategy Learning Content

Audience Analysis Learning & Capability Development Learning Architecture
Learning Programs Knowledge Management
Formal & Informal Approaches Deep Specialization Learning Agility Measurement & Evaluation
Process Design Talent

& Mapping Talent Infrastructure Systems

The Evolved HR Organization
Where HR Transformation is Taking Us
Business-
Integrated HR
Differentiate & Segment Talent
Globally Optimize Talent Practices
Integrated Talent Predict and Analyze Data
Integrated with the Business
Management
Management, Succession,
Leadership, Coaching, Drive the Business
Strategic Integrated Processes
Talent Management Plan for the Future
HR
Recruiting, L&D, Org Design
Total Rewards Enable Decisions
Personnel Service Center, COE
HR Business Partner
and Management
Department
Administration
Payroll Serve Staff
Regulation
Back Office Function Automate
Control

Talent Acquisition:
1
Unleashed
“The Most Important part of Talent Management”

The War for The Best People

Source Glogster
Corporate Recruiting Today
Where Candidates Come From
$3300 per hire
Search
Up 6% in 2012 Employee
aggregators, 8%
referrals, 14%
Job boards, 18%
Internal
candidates, 18%
Other, 2%
Print, newspaper,
billboards, 3%
University
Time to Hire recruiting, 7%
55 Days
Company website, Agencies, 3rd
14% party recruiters,
9%
Professional
networking sites,
9%
Bersin High-Impact Talent Acquisition, 2013

Talent Acquisition Planning & Strategy
Business Alignment | Workforce Planning | Labor Market | HR & Talent Management Integration | Talent Reviews | Global Considerations | Diversity | Budget
Positions & Profiles

Workforce Segments - Hourly | Skilled Salaried | Professionals | Frontline | Midlevel | Executive | Full-Time | Part-Time | Contingent | Interns
Job Analysis - Job Descriptions | Job Profiles | Competency Models | Transferrable Skills | Job Grades & Salary | Critical Roles
Structure | Service Delivery Models | Roles & Competencies| Steering Committees | Change Management |
Employment Branding
Employer Brand | Company Image | Company Culture | Company Values | Products and Services
Industry Regulations | National & International Laws | Global / Local Legal Requirements
Employee Value Proposition | Employment Differentiators | Recruiter Branding | Marketing | Global Media Strategy
Quality of Hire | Benchmarking| | Key Metrics | Surveys | Dashboards | Scorecards

Candidate Audiences
Communications | Recruiter Training | Manager Training | Implementation
Employees | Active Candidates | Passive Candidates | College | Contingent | Alumni

Candidate Experience | Candidate Communities | Farming | Cultivating
Sourcing Selecting Hiring

Background Checking
Candidate Relationship Management
Initial Screening
Organization & Governance
Market / Competitive Intelligence Application Review / Screening Calls / Education / Criminal / Credit / Controlled
Name Generation Employment Fit Substances / Work References
Channel Management
Metrics & Analytics

Job Offers
Recruiting
Types of Sources Assessment / Testing Candidate Negotiations
Compliance
Social & Professional Networking Skills / Personality / Job Fit / Total Compensation
Employee Referral Programs Internal Culture Fit / I/O Psychologists Executive Packages
Mobility / Succession Plans Work Contracts
Employee Job Postings / Employment Eligibility
Alumni Programs / Client Referrals Career Interviewing Work Authorization
Portals / Job Board Postings Interview Strategy
Print & Billboard Advertising Behavioral-Based / Skills-Based Onboarding
Campus Recruiting / Internships
Job Fairs / Industry Events Orientation / Provisioning
Evaluating & Selecting Socialization / Assimilation
Third-Party Recruiting Grading / Rating / Weighting
Training / Post-Hire Assessment
Tools & Technology

Sourcing Selecting Hiring & Onboarding
Job Boards / Job Board Aggregators / Job Interactive Voice Response / eVerify / Onboarding System
Board Search Engines / SEO Interview Guides / Video Tools / Assessments / Forms Management
Social Media & Networks / Career Portal & Simulation / Gamification Task Management Onboarding
Website / Virtual Recruiting Portal
Talent Acquisition Systems - ATS | VMS | Candidate Relationship Management | Data Providers
Outsourcing
Recruitment Process Outsourcing (RPO) | Contingency Search Firms | Retained Search Firms | Executive Search Firms |
Staffing Firms | Assessment Providers | Managed Service Providers | Background Checking | Online Reference Call Checks |
Competitive Intelligence | Employer Branding & Media Services | Vendor Management Services | Service Level Agreements (SLA)
Instill Recruiting Philosophies Foster Recruiters / HR-Hiring Managers / Legal Relationships Create Brand Ambassadors
Recruiting Culture Demonstrate Executive Engagement Drive Accountability Endorse Employees as Talent Scouts
What Makes a Great Employer?
Universum Global Employment

Brand Research, n=2300

Finding Candidates Creatively

Using Next Generation Tools Remarkable
Hire
GILD
Remarkable
Talent
Entelo

Leveraging BigData

Key Practices that Drive Value

Performance Management
2
Unleashed
“Re-Engineering the Performance Process”

Value of Performance Management
Companies are Questioning the Traditional Model
Changing the
Economic Recovery Borderless Workplace
Performance
Layoffs, Restructuring Change in Demographics
Management
Performance to Survive New Labor Market
Process
Value of
Performance
Management
2008 2009 2010 2011 2012 2013

Two Philosophies

Performance Management Today
Was Is
Annual appraisal and rating Continuous feedback and
coaching
Annual goals and objectives Quarterly or regular goal setting
Annual talent reviews by broad Continuous talent reviews by
team peers and manager
Development as an afterthought Development as core
Recognition by manager Recognition by peers
Up or Out Up, Across, Down, and more

What Drives Performance & Agility?
Lean Ability to access Accountability

Operations right information and credibility
(22%) at right time (34%) (34%)
Rapid
decision-
Decentral-
making and
ized or
execution
“flat”
Flexible (61%)
reporting
management A High-Performance
structure
of teams and Culture (44%)
(29%)
people
(31%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.”
Economist Intelligence Unit, 2009, 2011

Adobe Company Overview
§§Founded: 1982
§§ Employees: 11,400
§§ Only 54 percent of employees work in North America
§§ 2012 Revenue: $4.4 billion
§§ Headquarters: San Jose, California
Source: Adobe Systems Incorporated, 2013.

Prior to Reeingineering
Performance Review …
§§“Stack ranking is a soul-less and soul crushing exercise.”

– Adobe manager
§§“I have seen and experienced the reaction to the review process being a
primary driver in driving good people from the company.”
– Adobe manager
§§What is important is the conversation between the employee and the

manager.”
– Adobe manager
Source: “Reengineering for Agility: How Adobe Eliminated Performance Appraisals,”
Bersin by Deloitte / Stacia Sherman Garr, September 2013

Time For A Change
+ Attrition Spike & Loss of Talent

+ Barrier to Teamwork & Innovation
+ Impacts Internal Focus & Productivity
+ Impacts Morale & Engagement
It’s time for change
Source: “Reengineering for Agility: How Adobe Eliminated Performance

Appraisals,” Bersin by Deloitte / Stacia Sherman Garr, September 2013

Balancing Structure & Flexibility
Performance Check-in Rewards Check-in

§§ Clearand up to date expectations
revisited throughout the year §§ Annual compensation planning
§§ Managers are responsible to

§§ Ongoing
feedback focused on
differentiate pay based on
performance
performance and market
conditions
§§ Timing and methods flexible
§§ No fixed guidelines
§§ Noranking or forced distributions
to determine rewards
§§ No written formal review*


Outcome
+ High Employee Engagement

+ High Business Impact
Growth & development opportunities

aligned with business needs & individual
aspirations


Kelly Services
Clarifying the Purpose of PM
Performance
Performance
Feedback
Feedback
Employee Compensation
Motivation
PERFORMANCE
MANAGEMENT
CCooaacchhinnggfoorr PPeerfoormmaanncceeI Source:
DDeevveelooppmmeennt mmpproovveemmeennt “Getting Away
from the
Score:
Creating
Better
Ongoing
Performance
Feedback,”
Bersin &
L
Leeg
gaall T
Taalleen
ntt Associates,
Documents
Documents Decisions
Decisions
2012.
.

Compensation Adjustment
Market Value
Value for a
Specific Skill Set
Source: Adobe Systems Incorporated, 2013.

Millennials Take Over
3 “Diversity, Inclusion, Mission, Culture
Work-Life Balance, and Work Environment.”

Are they Different?
Boomers Millennials
Source: Pew Research
Center Survey
• Adaptive • Adaptive
• Goal-oriented • Goal-oriented
• Focused on individual choices and • Focused on individual choices and
freedom freedom
• Team builders • Team builders
• Collaborators • Collaborators
• Community-oriented • Community-oriented
• Self-actualizing • Self-actualizing
• Tech Savvy

The Environment has Changed
Family Structure & Role of Women Flattened Organizations
1970s: GM
has 22 layers
Today it has 7
Value from Intangible Assets Desire for Work-Life Fit
Millennials Boomers
1970s Today
8%
60% 85% 30%
70%
92%
“60% of the skills needed in the next 20

years are not even invented yet.” Want job flexibility
- World Economic Forum Work-life not big priority
Source: The Millennial Survey 2014, Deloitte

Millennials are Different

Transparency: Millennials Expect It

Millennials: 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 2.9 4.3
rather than long term
opportunities
Clearly defined job 2.7 4.4
descriptions
Challenging roles 4.5 3.8
Relationship with 3.8 4.4

immediate manager
Work from home option 4.5 3.7
Use all vacation time 4.1 3.4
Rewards and recognition 4.6 4.5

The Millennial Puzzle
Loyalty Achievement
Approval Trust
What to Do
Embed
Dismantle
Purpose
the
and
Ladder
Meaning
Provide
Challenge,
Give Voice
Recognition,
& Learning

Engagement and Retention
3
Unleashed
“Diversity, Inclusion, Mission, Culture
Work-Life Balance, and Work Environment.”

Colliding Factors in Engagement
Racial and Virtual
Cultural Work Youth
Diversity Environment
A Passionate, Part Time

Gender Highly Engaged Contingent
Women
Workplace? Work
Stress
Unemploym
Work Life Technology
ent
Balance

Retention
Source: Evolv Q3 2013 WORKFORCE PERFORMANCE REPORT, “KEY FACTORS IMPACTING

THE PERFORMANCE—AND PROFITABILITY—OF TODAY’S HOURLY WORKFORCES”.

Shifting Demographics
§§ More Women
(60% of workforce by 2020)
§§ More Over 55
(25% of workforce by 2020)
§§ More Hispanics, Asian, Blacks
(Whites projected to drop to 62% by 2020)
§§ Issues Permeate HR
- Leadership diversity
- Organizational diversity and inclusion
- Employment brand
- Management development
Source: US Bureau of Labor Statistics

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

Has Created
Young, Challenges
Diverse ….
in Engagement
Workforce
In 2012, 32% of employees are “planning on leaving”

their employers, vs. 19% two years ago
Only 55% of employees believe their employer is a sound

“long term” place to work vs. 65% over last three years.
People under the age of 35 are twice as likely to be looking

for new work as older workers.
- Mercer October 2011, Towers Watson July 2012
“By 2013, 47% of employees will be those born after 1977.

-- US Census Bureau

What Motivates Us at Work?
“Meaning is
the new
money.”
Only intrinsic
motivation drives
performance for
creative work, not
traditional reward
systems or money.

Conscious Capitalism

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 & Recognition Work-Life Career

Diversity Rewards Balance Opportunity
“I feel included” “I feel recognized” “My life works.” “I can progress”
Passion
“I love my work (company)” Our job is to create
meaningful work in a
meaningful work
Performance environment.
“I deliver extra effort.”

Inclusion & Diversity as Strategy
Diversity
Makes
Business
Sense

Expanding the “Employee Deal”
Source: www.shopify.ca
What Matters in Hourly Workers
§§ Work at Home
§§ Comfort with Technology
§§ Relationships (particularly with manager)
Source: Evolv Q3 2013 WORKFORCE PERFORMANCE REPORT, “KEY FACTORS IMPACTING

THE PERFORMANCE—AND PROFITABILITY—OF TODAY’S HOURLY WORKFORCES”.

Importance of Recognition
Maslow’s Hierarchy of Leads
Self Actualization Career ,

(challenge, opportunity, learning, creativity) Development
Opportunities
Esteem
(importance, recognition,
#1 reason people respect)
Modern
leave is because of
lack of recognition
Recognition
at work1 Love/Belonging
(social, love, family, team)
Safety Compensation
(economic and physical security)
& Benefits
Survival
(food, water, sleep)
1The Employee Recognition Primer”. Bersin & Associates / Stacia Sherman Garr, July 2012.
Recognition Drives Retention
Voluntary Turnover Rate

31%
12%
10.5% Reduction in
10% voluntary
8.7% turnover!
8% 7.2%
Or 46%
6% higher
turnover
4% when moving
from
2% excellent to
poor.
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.
Reinvent the Work Environment

Principles for Work Environment

Continuous Learning
4
Unleashed
“Learning all the time, focused, effective, continuous,
and talent-driven”

Clear Need for Informal Learning
Which learning approaches drive the greatest business value
in your organization?
On the job experience 60%
On the job mentoring, projects, 36%
Coaching by supervisor 33%
Formal training - company provided 28%
Peers, friends, personal networks 14%
Formal training - outside provider 8% 72% of companies believe

their most valuable
learning approaches are informal,
User generated materials 4% yet only
30% of resources are focused here
Corporate documentation 3%
Source: “ High-Impact Learning Practices,” Bersin & 0% 10% 20% 30% 40% 50% 60% 70%
Associates, www.bersin.com/hilp

The Continuous Learning Model
Expert Continuous Learning

Career Communities
Pathways of Practice Social, Mobile
Coaching Sharing
Mentoring
E-learning Career
courses Development
Training
Event
Job
Aids
Novice Traditional Training

Time
Source: “High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise”,
Bersin & Associates/ David Mallon, June 2010
Evolution of the L&D Function
High-Impact Learning Organization® Maturity Model
Cultural Capabilities
Continuous Outcome
Career Level 4: Organizational Capabili t y R i sk/Safety
Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
Talent Driven Progression

Learning Turnover
Level 3: Talent & Performance Improvement
Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Development Planning | Career Models | Leadership vs. Professional
Formal Design, Satisfaction,

Architecture Completion,
Level 2: Training & Development Excellence Impact
Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Utilitarian
Training & Completion
Job Shadowing Competence
Level 1: Incidental Training
Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused

Keys to Success: Unleashed
1. Develop a complete learning
architecture, moving beyond “blended
learning” or “informal learning” as a
paradigm
2. Focus on audience analysis and

performance consulting to
3. Broaden your focus on social learning,
knowledge sharing, and expertise
directory
4. Assess and develop a learning culture
Source: Bersin & Associates – The High Impact Learning Organization Maturity Model, 2012

A Modern Learning Architecture
EMC

Need for Learning Culture
Great Corporate Strong CLO and Excellent Use of rich media
University Alignment L&D Skills and social tools
Excellent Training Innovative

and E-Learning program design
Have we created an organization

which truly has a culture to learn?
Does leadership Is expertise Are decision- Do people share

reinforce the need rewarded and making processes information
to learn? valued? clear? openly?
Do people feel Do we take Do people Do we listen

empowered to the time to move around to customers
point out errors? reflect? and take risks? openly?

The High Impact Learning Culture “Top 10 Practices”
Relative Impact on
Practice Category Business Outcomes
1 Leaders are open to “bad news.” Empowering Employees Very High
2 Asking questions is encouraged. Empowering Employees Very High
Decision-making processes are clearly defined

3 Empowering Employees Very High
throughout the company.
Employees are frequently given tasks of projects
Formalizing Learning as
4 beyond their current knowledge or skills level in Very High
Process
order to stretch them departmentally.
Employees in my organization have influence over
5 Empowering Employees Very High
which job tasks are assigned to them.
The organization values and rewards employees who Demonstrating
6 High
learn new knowledge and skills. Learning’s Value
The organization values mistakes and failures as
7 learning opportunities, and provides structured Encouraging Reflection High
opportunities for reflection.
The organization believes that learning new Demonstrating
8 High
knowledge and skills is a valuable use of time. Learning’s Value
Employees generally believe the learning and/or
Demonstrating
9 developmental opportunities offered by the High
Learning’s Value
organization to be of high value.
Employees in my organization take active Demonstrating
10
Learning’s Value High
responsibility for their own personal development.

Organizations with a Strong Learning Culture
Significantly Outperform their peers…
High-Impact Learning Culture: The 40 Best Practices for Creating an

Empowered Enterprise / David Mallon June 2010

The Cheesecake Factory
Video Sharing and Games Build Culture and Engagement
Source: WiseTail LMS. With permission from The Cheesecake Factory

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

Developing Global Leaders
§§Significant differences in the

“competencies that matter” by
country
§§Impact:
- Identify and develop for local
needs
- Develop leaders locally wherever
possible
- Build organizational awareness of
different styles and needs

BigData Talent Analytics
6
Unleashed
Driving Business Performance
Bold, Innovative, and Business-Focused

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.”

How do Companies Hire People?
2/3 of hiring done without any significant assessment
% of Organizations Which Regularly Use Following Assessment Practices
§§Background checking: 79%

2/3 use no real
§§ Managerial interviews: 64% assessment process
at all … leaving
§§ Interview training: 47% the process to
hiring managers
§§ Behavioral assessments: 34% or recruiters
§§Reference calls: 32%
§§ Skills-based assessments: 25%
Source: ”High-Impact Talent Acquisition Study, : Bersin & Associates, Fall 2011. 158 organizations responded

Insurance
Company
Big Insurance
§§ A $33 billion financial services company has developed a

behavioral assessment based on a set of beliefs held by
the top executives
§§Top sales people need college degrees from top rated

schools, they should have good grades, and they should
have experience selling high value products.
§§ But the data demonstrates otherwise.

Insurance
Company
Results of Data Analysis

Insurance
Company
Data Showed Six Things Matter:
Very Highly Correlated with Success
1. No typos, errors, grammatical mistakes on resume. The Belief

2. Did not quit school before obtaining some degree
3. Had experience selling real-estate or autos System
4. Demonstrated success in prior jobs
5. Ability to succeed with vague instruction Was Wrong
6. Experience planning time and managing lots of tasks
Within six months
of implementing a
What Did NOT Matter new screening
process
• Where they went to school revenues went
• What grades they had up by $4 million
• The quality of their references

Retailer
An Evolved Organization
VP Human Capital
Analytics
Director Director
Org Diagnostics & Workforce Manager HR Brand
Analytics & Content
Design
Research
Manager Manager Manager Business

(2)
Workforce Employee Learning Operations
Sr. Consultant ODD Analytics Research Analytics Specialist
Consultant
Program Manager (2) Analyst Employee
Research Learning
Sr. WFAAnalyst Measurement
Analyst
Learning Analytics

Talent Management Unleashed
Global vs. Local

1. Talent Acquisition
2. Performance Management
3. Engagement and Retention
4. Continuous Learning
5. 21st Century Leadership

6. Talent Analytics and BigData
http://marketing.bersin.com/2013-predictions.html

This publica,on contains general informa,on only and Deloi8e is not, by means of
this publica,on, rendering accoun,ng, business, financial, investment, legal, tax, or
other professional advice or services. This publica,on is not a subs,tute for such
professional advice or services, nor should it be used as a basis for any decision or
ac,on that may affect your business. Before making any decision or taking any
ac,on that may affect your business, you should consult a qualified professional
advisor.
Deloi8e shall not be responsible for any loss sustained by any person who relies on
this publica,on.
As used in this document, "Deloi8e" means Deloi8e Consul,ng LLP,a subsidiary of

Deloi8e LLP. Please see www.deloi8e.com/us/about for a detailed descrip,on of the
legal structure of Deloi8e LLPand its subsidiaries. Certain services may not be
available to a8est clients under the rules and regula,ons of public accoun,ng.
Copyright © 2014 Deloi8e Development LLC. All rightsreserved.

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1. Optimized Talent Acquisition

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How can I retain and We are still having

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Internal Peer Networking Analyzing Job Requirements

Retaining Key Employees

Manager Capabilities to Drive

Employee Referral Programs

Global HR Service Model

Global Awareness Sourcing Talent in Emerging

Internal Peer Networking Analyzing Job Requirements

Culture of Manager Capabilities to

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Deloitte Human Capital Trends 2013,

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§§Specialization improves Top

§§Intelligent leadership paths,

are all drivers of success.

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Deloitte Human Capital

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Colors, face, Size, Shape,

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§§ Disconnected Decision Making

- Learning plans not linked to assessments and skills

gaps in current talent pool

- Lack of visibility into talent gaps

§§ Not responsive to Employee Demands

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Talent Strategy & Business Alignment

Analytics, Measurement, & Scorecards

Talent Leadership Executive Education Action Learning

Learning Strategy Learning Content

Process Design Talent

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Job boards, 18%

Bersin High-Impact Talent Acquisition, 2013

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Positions & Profiles

Quality of Hire | Benchmarking| | Key Metrics | Surveys | Dashboards | Scorecards

Employees | Active Candidates | Passive Candidates | College | Contingent | Alumni

Sourcing Selecting Hiring

Metrics & Analytics

Types of Sources Assessment / Testing Candidate Negotiations

Tools & Technology

Universum Global Employment

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