corporate talent, leadership, and hr predictions for...
TRANSCRIPT
1
Corporate Talent, Leadership, and HR
Predictions for 2013
Josh Bersin Principal and Founder
Bersin by Deloitte/Deloitte Consulting LLP
2 2
Membership Reach and Range
More than 19 million employees globally
covered by Bersin research
60% of Fortune 100 now Bersin members
Bersin is the only research firm which
covers all areas of HR, recruiting, talent
management, HR technology, and
leadership
BersinInsights® Platform delivers
personalized experience to all users at all
levels, from HR generalist to CHRO 2006 2007 2008 2009 2010 2011 2012
An
nu
al
Mem
bers
hip
Bo
okin
gs
Bersin Membership Growth 43% CAGR over 5 Years
3 3
Bersin by Deloitte Practices
Learning &
Development
Organization &
Governance
L&D
Benchmarking*
Content
Development
Informal
Learning
Learning
Culture*
Learning
Measurement
Performance
Consulting*
Learning
Programs
Learning
Technology
Talent
Management
Competency
Management
Performance
Management
Succession
Management
Talent
Strategy
Workforce
Planning
Career
Management*
Talent
Management
Systems
Leadership
Development
Leadership
Strategy
Leadership
Competencies
Leadership
Dev. Solutions
Executive
Development
HIPO
Development
Leadership
Development
Evaluation
Organization &
Governance
Talent
Acquisition
Employment
Branding*
Sourcing
Prehire
Assessment*
Screening
& Assessing
Hiring &
Onboarding
Talent
Acquisition
Strategy
Talent
Acquisition
Tools &
Technology
Human
Resources
HR Organization
& Governance
HR Planning &
Strategy*
Engagement*
Rewards &
Recognition*
Services &
Programs
HR & Talent
Analytics*
HR Tools &
Technology*
5 5
Bersin Predictions for 2013 Business Leadership, and Talent
1. Agility, globalization, and flattened organizations challenge HR
2. HR transformation creates a New Model for HR
3. Global leadership and bench strength as top priority
4. Globalization of talent practices become key to success
5. Capability development and continuous learning replace focus on informal learning
6. Specialization and career development take front stage
7. Talent mobility becomes a critical part of talent management
HR Technology, Tools, and Markets 8. Talent management platforms commoditize as HRMS convergence takes hold
9. Analytics, Big Data, and Workforce Planning become focus areas
10. Mobile HR application support rises to critical need
11. Social tools and behaviors change HR practices
HR Organization, Strategy, and Leadership 12. Engagement and Diversity become part of Talent Management
13. Structure of HR and role of Business Partner change
14. Re-skilling of HR takes on high priority
15. “Bold,” business driven CHROs take the lead
6 6
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology Strategies
Re-thinking HR and the role of the Bold CHRO
7 7
Today’s Global Talent Challenges
“We have entered a global economy
where talent and skills shortages
challenge world economic and
business growth around the world.” - Klaus Schwab, Chairman, World Economic
Forum
Despite the high unemployment rates in
many countries, more than 65% of
global leaders cite “talent and leadership
shortages” as their #1 business
challenge.
- Bersin & Associates
TalentTrends®, Fall 2012
8 8
2013: A Nexus of Change
nexus (Noun)
A connection or series of connections
linking two or more things.
A connected group or series:
"a nexus of ideas".
9 9
A Nexus of Talent Challenges
Agile Management
& Leadership Models
A New Generation of HR Practices
and New Type of HR Organization
New Technology
Social Tools, Analytics
Need for Improved HR skills and
capabilities.
Business
Speed and Scale
Disruptive
Competition
1
Shift toward
Emerging
Markets
2
Borderless
Workplace
Team Model
of Work
3
Specialization
Contingent Work
New Job &
Career Models
4
21st Century
Models of
Leadership
5
Competition
for Talent
Social Sourcing
& Recruiting
6
10 10
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology Strategies
Re-thinking HR and the role of the Bold CHRO
11 11
2013: Agile Model of Management
Employee
Mentor Peer
Partner
Candidate
Customer
W O R K P L A C E
Specialized
Diverse
Performance-Driven
Team-Oriented
New Models for Work
W O R K F O R C E
Young
Connected
Global
Mobile
New Models for Career
Manager
T H E AG I L E E N T E R P R I S E
Highly Connected Virtual Teams
Collaboration to Meet Customer Needs Rapidly
Using Data to Make Decisions
New Models for Management
12 12
New Rules and Roles for HR
Traditional Management Focus on Control & Alignment
Creates: Execution, Order, Control
HR’s Job: Implement controls, standards, and
systems to drive alignment & execution
Agile Management Focus on Speed & Customers
Creates: Adaptability, Innovation, Speed
HR’s Job: Implement programs, systems,
strategies, which foster expertise,
collaboration, and decision-making
13 13
The “New” HR Organization Where HR Transformation is Taking us in 2013
Administration
Payroll
Regulation
Back Office Function
Personnel
Department
Control
Strategic
HR Recruiting, L&D, Org Design
Total Rewards
Service Center, COE
HR Business Partner
Serve Staff
Automate
Integrated Talent
Management Management, Succession,
Leadership, Coaching,
Integrated Processes
Talent Management
Enable Decisions
and Management
Business-Driven
HR
Differentiate & Segment Talent
Plan for Future,
Globally integrated decision-making
Integrate d with the Business
Drive the Business
Strategy
Plan for the Future
Stay Tuned for
New Research in April at
IMPACT 2013
14 14
Low Preparedness
Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Handling Retirements
Managing Contingent Workforce
Analyzing Job Requirements
Developing Job Profiles
Manager Interview Skills
Employee Referral Programs
Internal Peer Networking
External Peer Networking
PM Process
Manager Capabilities to Drive Employee Performance
Understanding Global Culture
Diversity and Inclusion
Wellness Programs
Retaining Key Employees
Meeting Multigenerational Needs
Redefining HR Roles
Upgrading HR / Talent Systems
Blending Social into HR Programs
Global HR Service Model
Localizing HR Service Model
Global Awareness and Fluency
Talent Mobility Across Regions
Sourcing Talent in Emerging Markets
Global Business Acumen
Top Talent Priorities for 2013 P
rep
are
dn
es
s
Importance
Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Low Preparedness
15 15
Low Preparedness
Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Identifying Talent Gaps
Filling Talent Gaps
Forecasting Future Talent Needs
Culture of Internal Mobility
Handling Retirements
Managing Contingent Workforce
Analyzing Job Requirements
Developing Job Profiles
Manager Interview Skills
Employee Referral Programs
Internal Peer Networking
External Peer Networking
Leadership Bench Strength
PM Process
Manager Capabilities to Drive Employee Performance
Manager Capabilities to Develop Employees Building a High Impact
Learning Organization
Deep Specialization
Promoting Career Development
Understanding Global Culture
Diversity & Inclusion
Wellness Programs
Retaining Key Employees
Meeting Multigenerational
Needs
Workforce Planning
Redefining HR Roles
Leveraging HR Metrics
Blending Social into HR Programs
Global HR Service Model
Localizing HR Service Model
Global Awareness and Fluency
Talent Mobility Across Regions
Sourcing Talent in Emerging Markets
Global Business Acumen
Top Talent Priorities for 2013 P
rep
are
dn
es
s
Importance
Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Low Preparedness
2013 Critical
Focus Areas
16 16
Education is Out of Step
Educator and employer disconnect
- 72% of Educators believe students are
prepared for work
- Only 42% of Employers believe students are
prepared for work
Lack of education causes entry level
job vacancies
- 45% of employers do not believe entry level
college grads are “ready” for work
Cost of education skyrocketing
- 18% increase in last 3 years
- 31% of students avoid education because of
high cost, 48% in US
- Only half of youth believe college improved
their educational opportunities
18 18
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology Strategies
Re-thinking HR and the role of the Bold CHRO
19 19
New Models:
Creativity, not planning
Quick decision-making
Getting closer to customers
Globalization, diversity
Continuous change
Manage unexpectedness
Agility, not control
21st Century Leadership Models
Manufacturing
High Tech
Insurance
Professional
Services
20 20
Global Leadership
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
22 22
Agile Leadership
Agile leaders are experts (Steve Jobs)
They are hands-on managers (Jeff Bezos)
They serve as a coach
They reside at all levels of the organization
Leaders have global cultural awareness
and must vary style by country
Leaders inspire passion
Myth: Leadership is for the chosen few.
Reality: Leaders are at all levels.
Competitive
Edge
Influence
Strategic
Direction
Performance
Drive
Talent
Development
Inspirational
Leadership
23 23
Deloitte Research-Based Leadership Solutions
Intro
Run through the activities
including start/finish times
Opportunity to ask
questions
Assessment
Structured holistic interview (biography +
in-depth exploration of leadership skills
and capabilities)
Business “Know-How” exercise
Online psychometrics
NEO-PR GMA-A
Hogan DS Consequences
Debrief
Run through the activities
including start/finish times
Opportunity to ask
questions
Individual Report
Narrative of strengths and
development areas
Map of capabilities and potential
against framework
Aggregate Report
Benchmarked view of pipeline against
leadership framework
Development “hot spots” to inform
investments
Assessment Day
Outputs
Source: Kaisen Consulting Ltd., www.kaisen.co.uk
Stay Tuned for
New Research in April at
IMPACT 2013
24 24
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology Strategies
Re-thinking HR and the role of the Bold CHRO
25 25
Specialization: War for Skills
Expertise drives competitive
advantage
Specialization improves
quality and reduces cost
Shelf-life of skills is shrinking
Deep skills are developed
through “deliberate practice”
and reinforcement
Lattice-like career
development builds such skills
Individuals with deep skills can
easily leave to another
position or contingent work
Back Office, Operational, Contingent Employees
Functional Specialists / Front-Line Employees
Top
Management
Senior
Management
Middle
Management
Senior Specialists First Line
Management
The
Experts
© Bersin Career Development Model
26 26
Continuous Learning Expert
Novice
Time
The Continuous Learning Model
Traditional Training
Training
Event Job
Aids
E-learning
courses
Coaching
Mentoring
Social
Networking
Career
Curriculum
Communities
of Practice
Mobile
Learning
© Bersin by Deloitte
27 27
Level 1: Incidental Training Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
Level 2: Training & Development Excellence Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Level 3: Talent & Performance Improvement Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Improving Alignment | Process & Tech Focus
Level 4: Organizational Capability Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
From T&D to Capability Development High-Impact Learning Organization® Maturity Model
Administration,
Tracking,
Virtual classroom
Corporate LMS
Enterprise
Administration
Integration with
Talent Strategies
Learning
Culture,
Expertise Sharing
29 29
Key L&D Strategies for 2013
More centralized strategy with
federated implementation
Build a corporate learning
architecture, standardized
technology platforms
Invest in new L&D skills
- Social, mobile, gaming
- Expertise sharing
- Learning culture
- Audience analysis
- Analytics
32 32
Audience Analysis Now a critical dimension of high-impact
Only 14% of L&D organizations tell
us they have a comprehensive
understanding of their audiences
HILO organizations are 3X more
likely to understand their audience
well (Bersin HILO 2012)
Audience analysis has become a
critical success factor in capability
development
Analysis must be shared with central
L&D team and local L&D consultants
(ie. personas)
Audience Analysis
“Personas”
Demographics
Culture, Geography
Language
Knowledge, Skills
Learning Styles
Technology Acumen
Available Attention
Work Environment
Available Networks
Learning Culture
33 33
What Drives Real Learning?
Great Corporate
University
Strong CLO and
Alignment
Excellent
L&D Skills
Use of rich media
and social tools
Excellent Training
and E-Learning
Innovative
program design
Have we created an organization
which truly has a culture to learn?
Does leadership
reinforce the need
to learn?
Are decision-
making processes
clear?
Do people share
information
openly?
Do people feel
empowered to
point out errors?
Do we listen
to customers
openly?
Do we take
the time to
reflect?
Do people
move around
and take risks?
Is expertise
rewarded and
valued?
34 34
The High Impact Learning Culture “Top 10 Practices”
Practice Category
Relative Impact on
Business Outcomes
1 Leaders are open to “bad news.” Empowering Employees Very High
2 Asking questions is encouraged. Empowering Employees Very High
3 Decision-making processes are clearly defined
throughout the company. Empowering Employees Very High
4
Employees are frequently given tasks of projects
beyond their current knowledge or skills level in
order to stretch them departmentally.
Formalizing Learning as
Process Very High
5 Employees in my organization have influence over
which job tasks are assigned to them. Empowering Employees Very High
6 The organization values and rewards employees who
learn new knowledge and skills.
Demonstrating
Learning’s Value High
7
The organization values mistakes and failures as
learning opportunities, and provides structured
opportunities for reflection.
Encouraging Reflection High
8 The organization believes that learning new
knowledge and skills is a valuable use of time.
Demonstrating
Learning’s Value High
9
Employees generally believe the learning and/or
developmental opportunities offered by the
organization to be of high value.
Demonstrating
Learning’s Value High
10 Employees in my organization take active
responsibility for their own personal development.
Demonstrating
Learning’s Value High
35 35
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology Strategies
Re-thinking HR and the role of the Bold CHRO
36 36
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Need for Talent Mobility
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
37 37
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Implementing Talent Mobility
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
38 38
Managing Talent Mobility
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
Coaching
Assessment
Organizational
Planning /
Restructuring
Performance
Management
Individual
Development
Plan (IDP)
Career
Management
39
Career Development Models
% I
mp
rovem
en
t
in b
usin
ess i
mp
act
“Manage your
Own Career”
Functional Career
Development
Strategy An Open, Social
Market for
Career
Relative Business Impact
40 40
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
Stay Tuned for
New Research in April at
IMPACT 2013
41 41
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology Strategies
Re-thinking HR and the role of the Bold CHRO
42 42
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
43 43
Rethinking Diversity & Engagement Diversity and Inclusion is part of Talent Management
Diversity &
Inclusion
Work-Life
Balance
Engagement
Recognition Career
Development
Company Culture, Values, and Mission
Performance
45 45
Why Recognition Works Maslow’s 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 people
leave is because of
lack of recognition
at work
Compensation
& Benefits
Modern
Recognition
Career ,
Development
Opportunities
46 46
Recognition Drives Retention
31%
Reduction in
voluntary
turnover!
Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.
47 47
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology and BigData
Re-thinking HR and the role of the Bold CHRO
48 48
HR Evolution: Technologies M
AR
KE
T G
RO
WT
H -
A
DO
PT
IO
N
T I M E
Recruiting, L&D, Org
Design
Total Rewards
Service Center, COE
HR Business Partner
Serve the Workforce
& Automate
Administration
Payroll
Regulation
Back-Office Function
Compliance
Personnel
Development
Strategic HR
Integrated
Talent
Management
Business-
Driven HR
Management Succession
Leadership & Coaching
Integrated Processes &
Systems
Talent Management
Enable Decisions &
Management
Differentiate & Segment
Talent
Plan for the Future
Globalize the Workforce
& HR
Integrate with the Business
Drive the Business Strategy
Plan for the Future
Back Office
on-premise ERP
Payroll Systems
Standalone SaaS
Talent Management:
Performance,
Learning, Recruiting,
Compensation
1. Integrated
2. Cloud-Based
3. Systems of
Engagement
4. Mobile
49 49
Benefits &
Compensation
Hiring
Recruiting E-Learning
Performance
Talent
Integrated TM
Solutions
Social
Work
Brief History of HR Systems M
AR
KE
T G
RO
WT
H -
A
DO
PT
IO
N
2 0 0 0 2 0 1 2 P R O G R E S S I O N O V E R T I M E
Compensation
HRIS
Benefits
Administration
Applicant
Tracking
Recruiting
Sourcing
Learning
Management
Competency
Management
Succession
Management
Performance
Management
Integrated
Talent Mgmt
Integrated
Recruiting
Workforce
Planning
Social
Recognition
Consumer
User Interfaces
Gamification
Analytics
Segmentation
Prediction
Mobile and
Tablet, HTML5
Social
“Everything”
50 50
Top Issues to Consider
1. HRMS Replacement
2. Integrated Talent Platform
3. Find a System of Engagement
4. Modernize the LMS
5. Deploy Mobile Solutions
6. Implement an Analytics Strategy
51 51
Demand for Integration is Increasing:
Are you willing to sacrifice features for an
integrated HR solution?
52 52
Talent Systems Market Dynamics
• 22% Market
Growth in 2012.
• We expect
equivalent or
greater in 2013.
• HRMS
replacement
market
accelerating.
• “Clear winners”
and “clear
losers”
emerging.
Integrated Talent Systems (not payroll or core HRMS)
http://www.bersin.com/TMS
54 54
Analytics and BigData in 2013 The Evolution of Business Analytics in other Functions
The Industrial
Economy
The Financial
Economy
The Customer
Economy and Web
The Talent
Economy
Early 1900s 1950s-60s 1970s-80s Today
The Waves of
Business Analytics
Steel, Oil, Railroads Conglomerates
Financial Engineering
Customer Segmentation
Personalized Products
Globalization, Demographics
Skills and Leadership Shortages
Logistics and
Supply Chain
analytics
1980s
Financial and
Budget Analytics
Integrated
Supply Chain
Integrated ERP
and Financial
Analytics
Finance & Logistics
Customer
Analytics – CRM
(Data Warehouse)
Customer
Segmentation
Shopping Basket
Web Behavior
Analytics
Predictive
Customer
Behavior - CRM
Customer & Marketing
Recruiting,
Learning,
Performance
Measurement
Integrated
Talent Management
Workforce Planning
Business-driven
Talent analytics
Predictive
Talent Models
HR Analytics
Talent & Leadership
55 55
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.”
56 56
Big Insurance
A $33 billion insurance 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 proves otherwise.
Insurance
Company
57 57
Data Showed Six Things Matter:
The Belief
System
Was Wrong
Within six months
of implementing a
new screening
process
revenues went
up by $4 million
What Did NOT Matter
• Where they went to school
• What grades they had
• The quality of their references
Insurance
Company
58 58
Talent Analytics Maturity Model®
Level 1: Reactive – Operational Reporting Operational reporting for measurement of efficiency and compliance
Data exploration and integration, Development of data dictionary
Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making
Multi-dimensional analysis and dashboards
Level 3: Strategic Analytics Segmentation, statistical analysis, development of “people models”;
Analysis of dimensions to understand cause and delivery of actionable solutions
Level 4: Predictive Analytics Development of predictive models, scenario planning
Risk analysis and mitigation, integration with strategic planning
<5%
<10%
>20%
>60%
59 59
HR Organizations are Not Ready
What percentage of HR
organizations do you believe
feel have strong skills in data
analysis and interpretation?
6% Rate themselves “High”
56% - “Poor”
Bersin & Associates
High-Impact HR Organization® 2011
and 2010, n=741 organizations
Copyright © 2012 Bersin & Associates. All rights reserved. Page 60
2011 - 2012
Advanced Statistics & Social Research Acumen; Engineering Degree;
Customer Research Background; Statistics & Data Mining
Critical Thinking;
Story Telling; Data Visualization;
Ability to see data, and decipher insights
2009 - 2010
Business Acumen; HR, Finance, Economics Degree;
Quantitative Research Design & Analysis
Passion for Data & Analytics; Strong Technical skills
Consulting & Presentation Skills;
Analytical Curiosity; Problem Solving;
Collaborative; Teamwork; Networking Skills
2007 - 2008
Solid Understanding of HR; I/O Psychology Degree;
Employee Research Background;
Qualitative Research Design & Analysis; HRIS; SPSS
Strong Communication & Interpersonal Skills;
Detail Oriented ; Project Management
The Evolution of Data Skills and Competencies Large Retailer
Copyright © 2012 Bersin & Associates. All rights reserved. Page 61
Agenda
2013: A Nexus for Change
Emergence of Agile Management
Global Leadership and Globally Local strategies
Capability Development and New L&D models
Talent Mobility and Career Development
Engagement, Diversity ,Recognition
HR Technology Strategies
Re-thinking HR and the role of the Bold CHRO
62 62
What kind of HR Team Are You?
Pioneers Innovative Operators
Reactors Defenders
First-to-Market
Leaders
Fast Followers
High
Low High
Low
Utilization
Exp
lora
tio
n
63 63
From HR Generalist to HR Specialists
How do we construct
great buildings?
We have many highly
trained specialists:
Carpenters, plumbers,
electricians, sheet rock
specialists, and architects
Would you ever consider
building a house with a team of
all “general contractors?” or
“handymen?”
No.
Then why do we staff
our HR function with
teams of HR generalists?
64 64
A New Model for HR
Business
Unit A Business
Unit B
Business
Unit C
Strategic and Operational HR Services
Strategy, Technology, Talent Management, Analytics
Highly skilled HR, L&D,
recruiting, leadership,
assessment experts who can
function as ‘”local VPs of HR”
Stay Tuned for
New Research in April at
IMPACT 2013
65 65
The Need to Develop HR Skills
“Nearly all the 200 CHRO’s cite ‘talent’
as the top priority of their CEO’s
agenda for HR.”
“But it’s the lack of talent in the
HR function that the CHRO’s said
is the greatest obstacle to achieving
the CEO’s agenda for HR.”
The New HR Organization needs
specialists, not generalists… in a
totally new structure & organization.
67 67
Learn More
Detailed discussion of these
trends, with recent research
and models to help you plan
for 2013
Join our WhatWorks®
membership program for
much more
Join us at IMPACT 2013,
April 22-25, 2013
http://marketing.bersin.com/2013-predictions.html
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