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21stCentury

Talent Management:Thriving in the New Workforce and New Workplace

Josh BersinPrincipal, Deloitte Consulting LLP

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!

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, withmore than 19.5 million employees managed by HR teams using BersinResearch.

!

Broad Research Practices Human Resources Leadership Development

Learning & Development Talent Acquisition

Talent Management

! Offerings- WhatWorks Membership: Research, Tools, Education, Benchmarking

- IMPACT: An industry-leading conference on the Business of Talent

- Advisory Services & Consulting

HumanResources

LeadershipDevelopment

Learning &Development

TalentAcquisition

TalentManagement

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Agenda

!

Todays Talent Challenges

! Talent Management: Then and Now

! The Big Six Keys to Success

1.

Optimized Talent Acquisition2. Performance Management Unleashed

3. Engagement and Retention Unleashed

4. Continuous Learning Unleashed

5. Global Leadership Unleashed

6. BigData and Analytics Unleashed

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How can I retain and

engage my top talent?

Our company has

capability gaps in newtechnology areas acrossthe organization.

We are shifting ourbusiness to a services

business. How do Itransform the workforce?

We compete for engineers with

some of the most successfulsilicon valley companies? How

can I attract and retain thebrightest in our company?

How do we create morecollaboration and knowledgesharing across the company?

Our performanceand comp process

is obsolete and notengaging people.

We are still havingtrouble attracting

millenials and younger

workers.

Our mid-level andentry leadership gaps

are still huge

How can we globalize

our employment

brand and talentprograms??

We need torestructure HR to

build common

systems and reducecosts.

The skills of our HRbusiness partners and

specialists needimprovement.

What HR Leaders Say

We need better dataand analytics in HR.

Our training organizationis too expensive and not

driving enough value.

How do we morerapidly move talent

from early leadershipto senior leadership?

We need to acceleratehiring of senior and

mid leadership in Asiaand Middle east.

How do weincrease women

and diversity in

leadership?

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A Nexus of Talent Challenges

Agile Management& Leadership Models

A New Generation of HR Practicesand New Type of HR Organization

New TechnologySocial Tools, Analytics

Need for Improved HR skills andcapabilities.

Business

Speed and ScaleDisruptive

Competition

1

Shift toward

Emerging

Markets

2

BorderlessWorkplace

Team Modelof Work

3

SpecializationContingent Work

New Job &

Career Models

4

21stCentury

Models ofLeadership

5

Competitionfor Talent

Social Sourcing

& Recruiting

6

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Low PreparednessLow Importance

Low PreparednessHigh Importance

High Preparedness

Low Importance

High Preparedness

High Importance

Handling Retirements

Managing ContingentWorkforce

Analyzing Job Requirements

Developing Job Profiles

Manager Interview Skills

Employee Referral Programs

Internal Peer Networking

External Peer Networking

PM Process

Manager Capabilities to DriveEmployee Performance

UnderstandingGlobal Culture

Diversity and Inclusion

Wellness Programs

Retaining Key Employees

Meeting MultigenerationalNeeds

Redefining HR Roles

Upgrading HR /Talent Systems

Blending Socialinto HR Programs

Global HR Service Model

Localizing HRService Model

Global Awarenessand Fluency

Talent MobilityAcross Regions

Sourcing Talent in EmergingMarkets

Global Business Acumen

Top Talent Priorities

Prepared

ness

Low Importance

Low Preparedness

High ImportanceHigh Preparedness

Low Importance

High Preparedness

High Importance

Low Preparedness

Source: TalentTrends 2012: A Year of Guarded Optimism, Bersin & Associates / Josh Bersin, Kim Lamoureux,Karen OLeonard, July 2012.

Importance

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Low PreparednessLow Importance

Low PreparednessHigh Importance

High Preparedness

Low Importance

High Preparedness

High Importance

Identifying Talent Gaps

Filling Talent Gaps

Forecasting FutureTalent Needs

Culture ofInternal Mobility

Handling Retirements

Managing Contingent Workforce

Analyzing Job Requirements

Developing Job Profiles

Manager Interview Skills

Employee Referral Programs

Internal Peer Networking

External PeerNetworking

LeadershipBench Strength

PM Process

Manager Capabilities to DriveEmployee Performance

Manager Capabilities toDevelop EmployeesBuilding a High Impact

Learning Organization

DeepSpecialization

Promoting CareerDevelopment

UnderstandingGlobal Culture

Diversity &Inclusion

Wellness Programs

RetainingKey Employees

MeetingMultigenerational

Needs

WorkforcePlanning

Redefining HR Roles

Leveraging HR Metrics

Blending Socialinto HR Programs

Global HR Service Model

Localizing HR

Service Model

Global Awarenessand Fluency

Talent MobilityAcross Regions

Sourcing Talent in EmergingMarkets

GlobalBusiness Acumen

Top Talent Priorities

Preparedness

Low Importance

Low Preparedness

High Importance

High Preparedness

Low Importance

High Preparedness

High Importance

Low Preparedness

2 13 Critical

Focus Areas

ImportanceSource: TalentTrends 2012: A Year of Guarded Optimism, Bersin & Associates / Josh Bersin, Kim Lamoureux,Karen OLeonard, July 2012.

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Talent is a CEO Level Issue

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Consistent Talent Issues Globally

Americas

Skills Gaps 87% Leadership Pipeline 86%

Transforming HR 84% Organization Acceleration 88% Branding talent 83%

EMEA

Skills Gaps 85% Transforming HR 85% Organization Acceleration 83% Leadership Pipeline 80% Branding talent 81%

Asia Pacific

Organization Acceleration 90% Leadership Pipeline 86%

Skills Gaps 86% Transforming HR 88%Aging Workforce 78%

Deloitte Human Capital Trends 2013,n=1300

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Increasing Work Specialization

! Expertisedrives competitive

advantage

! Specializationimprovesquality and reduces cost

! Deep skills developed

through deliberate practice

and reinforcement

! Deep skills come from arangeof developmental experiences

! Intelligentleadership paths,career paths, training, work

assignments, understandinghigh-performing competenciesare all drivers of success.

Back Office, Operational, Contingent Employees

Functional Specialists / Front-Line Employees

TopManagement

SeniorManagement

Middle

Management

Senior SpecialistsFirst Line

Management

TheExperts

July-August 2011

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China 2% to 18%

EU 31% to 17%

US 25 to 18%

India 3% to 6%

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

Deloitte Human CapitalTrends 2013

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Ford Figo StoryDesigned inIndia for the

Indian Market

Manufacturedin Chennai by

Indian Staff

Size, Shape,

and featuresdesigned for

lifestyle and

roads in India

Colors, face,

and stylingdesigned for

Indian tastes

Ford Figo Fastest Selling Car in India

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Integrated TalentManagementWhere are we?

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Integrated Talent Management

Learning&Develop

ment

Sourcing&Recruiting

Pe

rformanceManag

ement

LeadershipDevelop

ment

SuccessionPlann

ing

WorkforcePlanning

C

ompensation-Benefits

Traditional Silos of HR!

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

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The Big Shift

2005-2012

Automate &

Integrate

2013+

..Optimize(Globally)

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The NewHigh-Impact Talent Management Framework

Analytics,Measu

rement,&Score

cards

Organization&

Governance

Talent Planning Process &Solution Design

Talent SystemsStrategy

MeasurementStrategy

Talent Strategy & Business AlignmentEngagement

StrategyIntegrationStrategy

Change ManagementStrategy

Enterprise Skill Gap AssessmentCritical Talent Assessment

Diversity PlanningTalent Forecasting

Scenario PlanningWorkforce Planning Talent SegmentationCritical Role Identification

Capability & Competency Management Job Profiles Experiences SkillsCompetencies Behaviors

Talent

Acquisition

SourcingCandidate Pools

AssessmentEmployer Brand

RecruitingSelection

OnboardingTalent Mobility

Total

Rewards

Rewards & RecognitionPay for Performance

Benefits for TalentDevelopment

Experiences

Leadership

Development

Executive EducationLeadership Curriculum

Assessment & Evaluation

Action LearningJob Rotation

Coaching & Mentoring

Talent ProfilesAssessment & Calibration

HIPO Identification

SuccessionManagement

Talent ReviewsTalent Pool Management

Talent Mobility

CareerManagement

Skill Assessment & TransferabilityCareer Planning & Development

Professional & Management Tracks

Employee BrandCoaching/Mentoring

Talent Mobility

PerformanceManagement

Goal AlignmentSkill Gap Analysis

Coaching & Development

Bench Strength AssessmentPerformance Evaluation & Calibration

Performance-Based Pay

Learning & Capability DevelopmentLearning Content

Learning ArchitectureKnowledge Management

Measurement & Evaluation

Learning StrategyAudience Analysis

Learning ProgramsFormal & Informal Approaches Deep Specialization Learning Agility

Talent InfrastructureProcess Design

& MappingTalent

Systems

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The Evolved HR OrganizationWhere HR Transformation is Taking Us

Administration

PayrollRegulationBack Office Function

PersonnelDepartment

Control

StrategicHRRecruiting, L&D, Org DesignTotal RewardsService Center, COEHR Business Partner

Serve StaffAutomate

Integrated TalentManagementManagement, Succession,Leadership, Coaching,Integrated ProcessesTalent Management

Enable Decisionsand Management

Business-Integrated HR

Differentiate & Segment TalentGlobally Optimize Talent PracticesPredict and Analyze DataIntegrated with the Business

Drive the BusinessPlan for the Future

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Talent Acquisition:

UnleashedThe Most Important part of Talent Management

1

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The War for The Best People

Source Glogster

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Corporate Recruiting Today

Searchaggregators, 8%

Job boards, 18%

Other, 2%

Print, newspaper,billboards, 3%

Universityrecruiting, 7%

Agencies, 3rdparty recruiters,

9%Professional

networking sites,9%

Company website,14%

Internalcandidates, 18%

Employeereferrals, 14%

$3300 per hireUp 6% in 2012

Where Candidates Come From

Time to Hire55 Days

Bersin High-Impact Talent Acquisition, 2013

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Recru

iting

Organization&Governance

Structure

|

ServiceDeliveryModels|

Roles&Competencie

s|

SteeringCommittees

|

ChangeM

anagement|

Comm

unications

|

RecruiterTraining

|

Ma

nagerTraining

|

Implementation

Employment BrandingEmployer Brand |Company Image |Company Culture |Company Values |Products and Services

Employee Value Proposition |Employment Differentiators |Recruiter Branding |Marketing |Global Media Strategy

Candidate AudiencesEmployees |Active Candidates |Passive Candidates |College |Contingent |Alumni

Positions & ProfilesWorkforce 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

CandidateRelationshipM

anagement

Candidate

Experience

|

CandidateCommunities

|

Farming

|

Cultivating

Tools & Technology

SourcingJob Boards / Job Board Aggregators / JobBoard Search Engines / SEO

Social Media & Networks / Career Portal &

Website / Virtual Recruiting

SelectingInteractive Voice Response / eVerify /

Interview Guides / Video Tools / Assessments /Simulation / Gamification

Hiring & OnboardingOnboarding SystemForms Management

Task Management Onboarding

Portal

Market / Competitive IntelligenceName Generation

Channel Management

Types of SourcesSocial & Professional Networking

Employee Referral Programs InternalMobility / Succession Plans

Employee Job Postings /Alumni Programs / Client Referrals Career

Portals / Job Board PostingsPrint & Billboard Advertising

Campus Recruiting / Internships

Job Fairs / Industry EventsThird-Party Recruiting

Job OffersCandidate Negotiations

Total Compensation

Executive PackagesWork Contracts

Employment EligibilityWork Authorization

Onboarding

OutsourcingRecruitment 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)

Background CheckingEducation / Criminal / Credit / Controlled

Substances / Work References

Compliance

Ind

ustryRegulations|National&InternationalLaws|Global/LocalLega

lRequirements

Metrics&Analytics

QualityofHire

|Benchmarking|

|KeyMetrics|Surveys|Dashboards|Scorecards

Recruiting Culture Instill Recruiting PhilosophiesDemonstrate Executive EngagementCreate Brand Ambassadors

Endorse Employees as Talent ScoutsFoster Recruiters / HR-Hiring Managers / Legal RelationshipsDrive Accountability

Talent Acquisition Planning & StrategyBusiness Alignment |Workforce Planning |Labor Market |HR & Talent Management Integration |Talent Reviews |Global Considerations |Diversity |Budget

Orientation / ProvisioningSocialization / Assimilation

Training / Post-Hire Assessment

Assessment / TestingSkills / Personality / Job Fit /

Culture Fit / I/O Psychologists

InterviewingInterview Strategy

Behavioral-Based / Skills-Based

Initial ScreeningApplication Review / Screening Calls /

Employment Fit

Evaluating & SelectingGrading / Rating / Weighting

Talent Acquisition Systems - ATS |VMS |Candidate Relationship Management | Data Providers

Sourcing HiringSelecting

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What Makes a Great Employer?

Universum Global EmploymentBrand Research, n=2300

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Finding Candidates Creatively

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GILD

Entelo

Using Next Generation Tools

Remarkable

Talent

Remarkable

Hire

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Leveraging BigData

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Key Practices that Drive Value

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Performance Management

UnleashedRe-Engineering the Performance Process

2

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Value of Performance ManagementCompanies are Questioning the Traditional Model

2010 2011 2012 201320092008

Economic RecoveryLayoffs, RestructuringPerformance to Survive

Borderless WorkplaceChange in Demographics

New Labor Market

Changing the

PerformanceManagement

Process

Value of

Performance

Management

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Two Philosophies

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Performance Management Today

Was IsAnnual appraisal and rating Continuous feedback and

coaching

Annual goals and objectives Quarterly or regular goal setting

Annual talent reviews by broadteam

Continuous talent reviews bypeers and manager

Development as an afterthought Development as core

Recognition by manager Recognition by peers

Up or Out Up, Across, Down, and more

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Decentral-ized orflatreportingstructure

(29%)

LeanOperations(22%)

What Drives Performance & Agility?

Rapiddecision-making andexecution(61%)

A High-PerformanceCulture (44%)

Accountabilityand credibility

(34%)

Ability to accessright informationat right time (34%)

Flexiblemanagementof teams andpeople(31%)

Source: Organizational Agility: How business can survive and thrive in turbulent times.Economist Intelligence Unit, 2009, 2011

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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.

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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

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Balancing Structure & Flexibility

Performance Check-in! Clear and up to date expectations

revisited throughout the year

!

Ongoing feedback focused on

performance

!

Timing and methods flexible

!

No ranking or forced distributionsto determine rewards

!

No written formal review*

Rewards Check-in

!

Annual compensation planning

!

Managers are responsible todifferentiate pay based on

performance and marketconditions

!

No fixed guidelines

Source: Reengineering for Agility: How Adobe Eliminated PerformanceAppraisals, Bersin by Deloitte / Stacia Sherman Garr, September 2013

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Outcome

+ High Employee Engagement

+ High Business Impact

Growth & development opportunitiesaligned with business needs & individualaspirations

Source: Reengineering for Agility: How Adobe Eliminated PerformanceAppraisals, Bersin by Deloitte / Stacia Sherman Garr, September 2013

Kelly Services

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Clarifying the Purpose of PM

Coaching for

Development

Talent

Decisions

Performance

Improvement

Legal

Documents

Employee

MotivationCompensation

PerformanceFeedback

PERFORMANCE

MANAGEMENTCoaching for

Development

Talent

Decisions

Performance

Improvement

Legal

Documents

Employee

MotivationCompensation

Performance

Feedback

PERFORMANCE

MANAGEMENT

y

Source:Getting Awayfrom theScore:

CreatingBetterOngoingPerformanceFeedback,Bersin &

Associates,2012..

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Compensation Adjustment

Source: Adobe Systems Incorporated, 2013.

Market Value

Value for aSpecific Skill Set

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Millennials Take OverDiversity, Inclusion, Mission, Culture

Work-Life Balance, and Work Environment.3

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Are they Different?

Boomers Millennials

Adaptive

Goal-oriented

Focused on individual choices and

freedom

Team builders

Collaborators

Community-oriented

Self-actualizing

Adaptive

Goal-oriented

Focused on individual choices and

freedom

Team builders

Collaborators

Community-oriented

Self-actualizing

Tech Savvy

Source: Pew ResearchCenter Survey

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The Environment has ChangedFamily Structure & Role of Women Flattened Organizations

1970s: GMhas 22 layers

Today it has 7

Value from Intangible Assets

1970s Today

60% 85%

Desire for Work-Life Fit

60% of the skills needed in the next 20years are not even invented yet.

- World Economic Forum

92%

8%

70%

30%

Millennials Boomers

Want job flexibility

Work-life not big priority

Source: The Millennial Survey2014, Deloitte

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Millennials are Different

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Transparency: Millennials Expect It

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Millennials: Recognition, Career

Growth, Flexible Work EnvironmentMillenials Boomers and

Others

Career Growth 4.7 4.2

Global Opportunities 4.9 4.3

Focus on short term

rather than long termopportunities

2.9 4.3

Clearly defined jobdescriptions

2.7 4.4

Challenging roles 4.5 3.8

Relationship with

immediate manager

3.8 4.4

Work from home option 4.5 3.7

Use all vacation time 4.1 3.4

Rewards and recognition 4.6 4.5

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The Millennial Puzzle

Loyalty Achievement

Approval Trust

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What to Do

Dismantle

the

Ladder

Embed

Purpose

and

Meaning

Provide

Challenge,

Recognition,

& Learning

Give Voice

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Engagement and Retention

UnleashedDiversity, Inclusion, Mission, Culture

Work-Life Balance, and Work Environment.

3

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Colliding Factors in Engagement

Racial andCulturalDiversity

VirtualWorkEnvironment

Youth

GenderWomen

Part TimeContingentWork

Unemployment

StressWork LifeBalance

Technology

A Passionate,

Highly Engaged

Workplace?

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Retention

Source: Evolv Q3 2013 WORKFORCE PERFORMANCE REPORT, KEY FACTORS IMPACTINGTHE PERFORMANCEAND PROFITABILITYOF TODAYS HOURLY WORKFORCES.

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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

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Demand for Workplace Flexibility

68% of women without children would rather have more freetime 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, anumber 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, 2012http://www.americanprogress.org/wp-content/uploads/issues/2012/08/pdf/flexibility_factsheet.pdf

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Young, Diverse Workforce!.

By 2013, 47% of employees will be those born after 1977.-- US Census Bureau

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

Has Created Challenges in Engagement

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What Motivates Us at Work?

Meaning isthe new

money.

Only intrinsicmotivation drivesperformance for

creative work, nottraditional reward

systems or money.

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Conscious Capitalism

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Rethinking the Engagement PuzzleHow do we create Passion in the workforce?

Inclusion &DiversityI feel included

Work-LifeBalanceMy life works.

RecognitionRewards

I feel recognized

CareerOpportunity

I can progress

PassionI love my work (company)

PerformanceI deliver extra effort.

Missionand PurposeWho we are and why we do what we do

Our job is to createmeaningful work in a

meaningful workenvironment.

& S

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Inclusion & Diversity as Strategy

Diversity

MakesBusiness

Sense

Expanding the Employee Deal

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Expanding the Employee Deal

Source: www.shopify.ca

Wh t M tt i H l W k

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What Matters in Hourly Workers

!

Work at Home! Comfort with Technology

! Relationships (particularly with manager)

Source: Evolv Q3 2013 WORKFORCE PERFORMANCE REPORT, KEY FACTORS IMPACTINGTHE PERFORMANCEAND PROFITABILITYOF TODAYS HOURLY WORKFORCES.

I t f R iti

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Importance of RecognitionMaslows Hierarchy of Leads

Esteem(importance, recognition,

respect)

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

Safety(economic and physical security)

Survival(food, water, sleep)

Self Actualization(challenge, opportunity, learning, creativity)

#1 reason peopleleave is because of

lack of recognition

at work1

Compensation

& Benefits

Modern

Recognition

Career ,Development

Opportunities

1The Employee Recognition Primer. Bersin & Associates / Stacia Sherman Garr, July 2012.

R iti D i R t ti

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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

voluntaryturnover!

Or 46%higher

turnoverwhen moving

from

excellent to

poor.

Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012.

R i t th W k E i t

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Reinvent the Work Environment

P i i l f W k E i t

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Principles for Work Environment

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Continuous Learning

UnleashedLearning all the time, focused, effective, continuous,

and talent-driven

4

Cl N d f I f l L i

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Clear Need for Informal Learning

3%

4%

8%

14%

28%

33%

36%

60%

0% 10% 20% 30% 40% 50% 60% 70%

Corporate documentation

User generated materials

Formal training - outside provider

Peers, friends, personal networks

Formal training - company provided

Coaching by supervisor

On the job mentoring, projects,

On the job experience

Which learning approaches drive the greatest business value

in your organization?

72% of companies believetheir most valuable

learning approaches are informal,

yet only30% of resources are focused here

Source: High-Impact Learning Practices, Bersin &Associates, www.bersin.com/hilp

Th C ti L i M d l

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Continuous LearningExpert

Novice

Time

The Continuous Learning Model

Traditional Training

Training

EventJobAids

E-learningcourses

CoachingMentoring

Social, MobileSharing

CareerPathways

Communitiesof Practice

CareerDevelopment

Source: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise,

Bersin & Associates/ David Mallon, June 2010

E l ti f th L&D F ti

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Level 1: Incidental TrainingSource of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused

Level 2: Training & Development ExcellenceSource of Designed Instruction | Evolving Governance & Operations

Improving L&D Core Processes | Program Focused

Level 3: Talent & Performance ImprovementSource of Talent Development & Performance. Consulting | Integrated with HR/TMDevelopment Planning | Career Models | Leadership vs. Professional

Level 4: Organizational CapabilitySource of Business Performance Capability & Learning Agility

Executive Driven | Cultural & Systemic Focus

Evolution of the L&D FunctionHigh-Impact Learning Organization Maturity Model

UtilitarianTraining &Job Shadowing

Formal Design,Architecture

Talent DrivenLearning

CulturalContinuous

Career

CompletionCompetence

Satisfaction,Completion,

Impact

ProgressionTurnover

CapabilitiesOutcome

Risk/Safety

Keys to Success: Unleashed

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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 to3. 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

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A Modern Learning ArchitectureEMC

Need for Learning Culture

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Need for Learning Culture

Great CorporateUniversity

Strong CLO andAlignment

ExcellentL&D Skills

Use of rich mediaand social tools

Excellent Trainingand E-Learning

Innovativeprogram design

Have we created an organizationwhich truly has a culture to learn?

Does leadershipreinforce the need

to learn?

Are decision-making processes

clear?

Do people shareinformation

openly?

Do people feelempowered to

point out errors?

Do we listento customers

openly?

Do we takethe time to

reflect?

Do peoplemove around

and take risks?

Is expertiserewarded and

valued?

The High Impact Learning Culture Top 10 Practices

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The High Impact Learning Culture Top 10 Practices

Practice CategoryRelative Impact on

Business Outcomes

1 Leaders are open to bad news. Empowering Employees Very High

2 Asking questions is encouraged. Empowering Employees Very High

3Decision-making processes are clearly definedthroughout the company.

Empowering Employees Very High

4

Employees are frequently given tasks of projectsbeyond their current knowledge or skills level inorder to stretch them departmentally.

Formalizing Learning asProcess

Very High

5

Employees in my organization have influence overwhich job tasks are assigned to them. Empowering Employees Very High

6The organization values and rewards employees wholearn new knowledge and skills.

DemonstratingLearnings Value

High

7

The organization values mistakes and failures aslearning opportunities, and provides structuredopportunities for reflection.

Encouraging Reflection High

8The organization believes that learning new

knowledge and skills is a valuable use of time.

Demonstrating

Learnings Value High

9

Employees generally believe the learning and/ordevelopmental opportunities offered by theorganization to be of high value.

DemonstratingLearnings Value

High

10Employees in my organization take activeresponsibility for their own personal development.

DemonstratingLearnings Value

High

Organizations with a Strong Learning Culture

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Organizations with a Strong Learning CultureSignificantlyOutperform their peers!

High-Impact Learning Culture: The 40 Best Practices for Creating anEmpowered Enterprise / David Mallon June 2010

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The Cheesecake Factory

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The Cheesecake FactoryVideo Sharing and Games Build Culture and Engagement

Source: WiseTail LMS. With permission from The Cheesecake Factory

21st Century Leadership Models

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New Model for Leaders! Creativity, not planning

! Quick decision-making

! Getting closer to customers

! Globalization, diversity

! Continuous change

! Manage unexpectedness

!Agility, not control

21stCentury Leadership Models

Developing Global Leaders

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Developing Global Leaders

!

Significant differences in thecompetencies that matter bycountry

!

Impact:- Identify and develop for local

needs

- Develop leaders locally whereverpossible

- Build organizational awareness ofdifferent styles and needs

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BigData Talent Analytics

UnleashedDriving Business Performance

Bold, Innovative, and Business-Focused

6

This Science is Coming to HR

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This Science is Coming to HR

!

Definition of Science:

Systematic knowledge of the worldgained through observation

and experimentation.

!What is Not Science

Making talent decisions on the basis ofgut feel, beliefs, or philosophies.

How do Companies Hire People?

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How do Companies Hire People?2/3 of hiring done without any significant assessment

! Background checking: 79%

! Managerial interviews: 64%

! Interview training: 47%

! Behavioral assessments: 34%

! Reference calls: 32%

!

Skills-based assessments: 25%

% of Organizations Which Regularly Use Following Assessment Practices

Source: High-Impact Talent Acquisition Study, : Bersin & Associates, Fall 2011. 158 organizations responded

2/3 use no realassessment process

at all!leavingthe process to

hiring managersor recruiters

Big InsuranceInsuranceCompany

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Big Insurance

!

A $33 billion financial services company has developed abehavioral assessment based on a set of beliefsheld bythe top executives

!

Top sales people need college degrees from top ratedschools, they should have good grades, and they shouldhave experience selling high value products.

!

But the data demonstrates otherwise.

Results of Data AnalysisInsuranceCompany

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Results of Data Analysis

Data Showed Six Things Matter:InsuranceCompany

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Data Showed Six Things Matter:

Very Highly Correlated with Success

1. No typos, errors, grammatical mistakes on resume.2. Did not quit school before obtaining some degree3. Had experience selling real-estate or autos4. Demonstrated success in prior jobs5. Ability to succeed with vague instruction

6.

Experience planning time and managing lots of tasks

The BeliefSystem

Was Wrong

Within six months

of implementing anew screening

processrevenues went

up by $4 million

What Did NOT Matter

Where they went to school

What grades they had The quality of their references

Retailer

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An Evolved Organization

VP Human CapitalAnalytics

DirectorOrg Diagnostics &

Design

(2)

Sr. Consultant ODD

Program Manager

DirectorWorkforceAnalytics &Research

ManagerWorkforceAnalytics

(2)Sr. WFA Analyst

ManagerEmployeeResearch

Analyst EmployeeResearch

ManagerLearningAnalytics

ConsultantLearning

Measurement

AnalystLearning Analytics

BusinessOperationsSpecialist

Manager HR BrandContent

Talent Management Unleashed

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Talent Management Unleashed

Global vs. Local1.

Talent Acquisition

2.

Performance Management

3. Engagement and Retention

4.

Continuous Learning

5. 21stCentury Leadership

6.

Talent Analytics and BigData

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

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