high-impact talent management in the...
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High-Impact Talent Management in the Mid-Market November 30, 2016
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Talent management challenges mid-market organizations face today
How mid-market organizations can apply our findings to help increase talent management maturity
Introducing BersinWorks resources and tools
Upcoming Research & Questions
Today’s Agenda & Presenters
Rikard Bandebo Vice President Product Management Bersin by Deloitte Deloitte Consulting LLP [email protected] @bersin
Denise Moulton Mid-Market Research Leader Bersin by Deloitte Deloitte Consulting LLP [email protected] @DeniseMoulton5
Join the conversation on Twitter
#BersinWorks @Bersin
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Talent Management Challenges
Mid-Market Organizations Face
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Why Focus on Mid-Market Talent Management Now?
Organizations are growing rapidly and often struggle to meet the changing demands of the modern workforce
Hiring, engagement, retention and leadership remain top priorities
Mid-market firms often lack the requisite resources to plan effectively for talent needs
To be able to remain competitive, mid-market firms need a more integrated and sophisticated approach to talent management
Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016
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Top Findings: Mid-Market versus Global 2000 Organizations
Exhibit lower levels of maturity overall; with only 3 percent of organizations surveyed exhibiting high maturity, organizations are focusing primarily on
the most foundational aspects of talent management
Tend to perform exceptionally well in performance management and goal-setting, and have an appraisal process that is perceived as fair and consistent
Are starting to establish and improve their relationship with talent in the organization
Typically do not develop a strong culture of leadership and learning, and lack development programs for managers and critical talent segments
Should prioritize the creation of integrated talent strategies that are aligned to business objectives
Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016
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Increasing Talent Management
Maturity
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Mid-Market Organizations vs. Global 2000 Organizations
The Talent Management Maturity Model
Essential Talent Activities
Level 1
Critical Talent Growth
Level 2
Managed Talent Relationships
Level 3
Inclusive Talent System
Level 4
Be
rs
in
b
y
De
lo
it
te
Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016
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Talent Management Maturity Matters for Global 2000 and Mid-Market Organizations
Impact of Talent Management Maturity Levels – Global 2000 Organizations versus Mid-Market Organizations
Outcome Type Outcome Name Likelihood of Organizations at Level 3 Scoring in the Top Quartile as Compare with Those at Level
1 G2000 Mid-Market
Talent Coaching and developing people for better performance
3.8 times more likely 2.4 times more likely
Managing performance problems 3.6 times more likely 2.4 times more likely
Identifying and developing leaders 2.9 times more likely 2 times more likely
Assessing and selecting the right candidates 2.4 times more likely 3.2 times more likely
Business Anticipates change and responds effectively and efficiently
1.8 times more likely 3.2 times more likely
Innovates 1.7 times more likely 3 times more likely
Improves processes to maximize efficiency 1.4 times more likely 2.4 times more likely
Meets or exceeds financial targets 1.2 times more likely 1.6 times more likely
Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016
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Talent Strategy refers to the interlocking decisions related to key talent that enable the organization to most effectively
execute its business strategy. Importantly, those decisions provide a framework for determining in which talent
activities the organization will—and will not—engage
Prioritize the Creation of Integrated Talent Strategies
Source: Talent Strategies in the Mid-Market: Why They Matter
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, October 2016
Current State of Talent Strategy in Mid-Market Activities That May Be Influenced by Talent Strategy
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Getting Started with Talent Strategy
Where is the business going / growing?
What are the talent outcomes we need to support the growth?
Which talent activities are “must-haves” to help us achieve the desired talent outcomes? (high priority)
Which talent activities are “nice-to-haves” to help us achieve the desired talent outcomes? (low priority)
Do business leaders understand and agree upon the necessary talent outcomes, and the high- and low-priority talent
management activities?
Source: Talent Strategies in the Mid-Market: Why They Matter
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, October 2016
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Focus on Developing a Culture of Leadership and learning
Invest in development programs
Build the leadership pipeline from within
32% organizations in our survey do not foster a culture of
leadership & learning
Integrate leadership across talent practices
Maintain a business-aligned leadership strategy
Define critical behaviors of next-generation leaders
Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016
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Continue to Build a Systemic Relationship With Talent
Consistent Communication
Encouraged Innovation
Strategic TA
Governance
HR Technology
Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations
Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016
Networked
Community
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Introducing BersinWorks
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#BersinWorks
BersinWorks is a comprehensive, research-
based membership that helps companies
transform their talent organizations to meet
the increasing challenges of the digital HR
landscape.
BersinWorksTM
Empowering mid-market HR teams to achieve business results
Benchmarking and Tools
Job Aids and Templates
Member Advisory Services
Networking and Events
Blueprints
Market-Leading Research
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BersinWorks Talent Management Resources
High-Impact Talent Management Research
Talent Management Online Rapid Assessments and Job Aids
Talent Management
Maturity Diagnostics
Blueprints
Charting the Course to
Talent Management
Level 1
Level 2
Level 4
Level 3
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A curated web experience helps you easily find the newest research and tools and integrate them into your daily work activities
BersinWorks – Fast and Easy Access to Valuable Resources
Typical benefits: • Fast, dynamically-presented access to
the most relevant and valuable resources based on your role, challenges and experience
• Easy access to the latest events, research, and community conversations by practice area
• Mobile-responsive enables you to find content where and when you need it
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Employee Experience Dashboard
Typical benefits: • Capture real-time feedback about your
unique drivers of employee attraction, engagement, and retention
• Measure engagement across the continuum of employee experience
• Benchmark against your peer organizations
• Gain insights in real time that are important to your leaders
Employee Engagement Action Planning: • Active members can gain additional
insights with an online session facilitated by a member advisor
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Cost of Turnover
Leadership Bench
Typical benefits: • Gain insights into the efficiencies and effectiveness of
your HR programs and processes with easy-to-use online calculators
• For example, discover the cost of turnover or measure bench strength
• Support your business case presentations • Eliminate the need for manual calculations • Present your calculations in understandable graphical
formats
Talent Management
Talent Acquisition
Typical benefits: • Identify areas of strength and opportunity • Understand your performance against your peers • Deepen understanding of Bersin by Deloitte’s
associated maturity models and research • Take self-service assessments when it fits your
schedule
HR Math™ Calculators Online Rapid Assessments
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Informed Decision Making
Typical benefits:
• Identify and prioritize initiatives with our Online Rapid Assessments and Maturity Diagnostic services
• Quickly launch new hire, engagement and exit surveys and get real-time results with the Employee Experience Dashboard
• Undertake strategic planning initiatives with confidence using business case templates and the guidance of Bersin Blueprints
Comprehensive Problem Solving
Typical benefits:
• Help your team improve its people management knowledge through mid-market focused research content
• Learn how other midsize companies have achieved good and great through our comprehensive case studies
• Keep on top of emerging trends that may impact your organization through our Challenge Spotlights research
BersinWorks value proposition
Inform your decision-making and identify, prioritize and address your key organizational challenges
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Upcoming Research & Questions
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What’s Next for Mid-Market Research
Talent Acquisition
High-Impact People Analytics
High-Impact Human Resources
High-Impact Diversity & Inclusion
Mid-Market HR Tech
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Questions
Rikard Bandebo Vice President Product Management Bersin by Deloitte Deloitte Consulting LLP [email protected] @bersin
Denise Moulton Mid-Market Research Leader Mid-Market Research Bersin by Deloitte Deloitte Consulting LLP [email protected] @DeniseMoulton5
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This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.
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