The document discusses how employers can thrive in an uncertain world by becoming "factualist employers". Factualist employers redefine talent, focus on organizational agility, build talent internally rather than just buying it, and tie these elements together with a strong employer brand. They view talent as a strategic priority and driver of business success. Some key aspects of factualist employers are that they excel at profiling target talent groups, focus on creativity, passion and intelligence rather than just academic credentials when defining talent, and invest in developing talent internally through corporate universities and online learning platforms. The document advocates employers understand their current state, develop an integrated talent and business strategy with employer branding as a key part, and find ways to involve managers more directly in talent
2. What’s going on in the world?
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
Talent availability
Increasing pace of
innovation
Two-speed world
Rapidly changing
consumer behavior
Talent loyalty
Rapidly emerging
markets
Accelerating talent
mobility
No growth
War for talent is
over. Talent won.
Shorter product
life cycles
Information
avalanche
4. In an uncertain world, the “Factualists” emerge
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
Fatalists Factualists
5. What do Factualist employers do?
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
Make Talent a
top priority
Have a well
defined EVP
Have a clear
purpose
Are clearly
differentiated
View Talent as a
strategic driver for
business
Excel at
segmenting and
profiling key
target groups
Factualist
employers:
6. What gives Factualist employers a competitive edge?
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
THEY REDEFINE TALENT
THEY FOCUS ON
ORGANIZATIONAL AGILITY
THEY ARE TALENT
BUILDERS, NOT BUYERS
THEY TIE IT ALL TOGETHER
IN THEIR EMPLOYER
BRAND
7. Redefining Talent – the old definitions are becoming irrelevant
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
Creativity
Passion
Fluid
intelligence
8. Redefining Talent – where can Talent be found?
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
9. Redefining Talent – beyond academia
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
10. Redefining Talent – how is Talent being found?
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
11. From Talent buyer to Talent builder
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
Are the graduates well prepared for a professional life?
Yes:
72% 42%
Source: Bersin by Deloitte
Universities Employers
12. From Talent buyer to Talent builder – corporate universities
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
There is an estimated
4,000
formal corporate
universities globally
Source: BCG
13. From Talent buyer to Talent builder – MOOCs
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
14. Reskilling HR – it’s a lot about technology
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
More than 60% of US employers are increasing investment in the area of Talent
Analytics and employers who excel at this have improved their recruiting by 2x and their
leadership pipeline by 3x (Bersin by Deloitte)
15. Reskilling HR – it seems to be requested
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
43% of CEOs, CFOs and HR Directors
believed that poor human capital
management had kept them from reaching
their key financial targets in the previous
18 months (CGMA)
The need to “reskill HR” was rated one of
the top five challenges in every geography
(Human Capital Trends Survey,
Bersin by Deloitte)
Leverage the line managers!!
43%
Top 5
challenge
16. Focus on organizational agility
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
of executives say
that agility is crucial
for business
success
Source: Economist Intelligence Unit
90%
17. Emergent vs deliberate strategies – the art of many bets
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
70/20/10
18. Focus on organizational agility – it’s all about the core
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
Leading by committee Core Values
19. Adidas
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
Adidas Group – Make Greatness Happen
20. Tie it all together in the employer brand
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
AD HOC FACTUALISTSTRUCTURED
• Find EB exciting
• EB is an HR responsibility
• Little senior Mgmt interest
or buy-in
• Some EB work tied to the
business plan, if at all
• Reactive, focused on
best practice
• EB is important but not
essential to the corporate
strategy
• HR shares some of the
responsibility for EB with
other departments
• A workforce plan is in
place and is connected
to the EB strategy
• In proactive mode,
experimenting with
approaches to find new
and innovative talent
• EB is essential to
achieving business
objectives and a
comprehensive talent
strategy is in place
• The entire organization is
committed to becoming
and staying an attractive
employer – not least
senior Management
• A workforce plan is in
place and is connected
to the EB strategy
21. Steps towards becoming a Factualist
THRIVING IN AN UNCERTAIN WORLD – BECOME A FACTUALIST EMPLOYER
UNDERSTAND THE CURRENT STATE
DEVELOP A TALENT STRATEGY THAT TIES IN WITH THE OVERALL
BUSINESS STRATEGY, A SIGNIFICANT PART OF WHICH IS THE
EMPLOYER BRAND STRATEGY
DEVELOP AN OPERATIONAL EMPLOYER VALUE PROPOSITION
DEVELOP AN UNDERSTANDING OF WHICH TECHNOLOGICAL ASPECTS
COULD IMPROVE YOUR WORK WITH TALENT
FIND WAYS OF INVOLVING LINE MANAGERS MORE IN TALENT
MANAGEMENT, WITH THE ULTIMATE GOAL OF THEM MANAGING
TALENT THEMSELVES
1
2
3
4
5
According to Manpower’s Talent Shortage Survey 2013 an astounding 35% of 38,000 surveyed worldwide employers reported that they are experiencing difficulty filling jobs due to lack of available talent – which is the highest proportion since 2007.
Fatalists:
Do not take the threat seriously – thinking that “what has worked before will work now, too”
Unwilling to question rigid internal processes and profiles that they are committed to
Gut feeling
Business-as-usual
Will be lagging further and further behind as market forces pull the Factualists and Fatalists apart
What are the top traits of Factualist employers?
They make Talent a top priority, with senior management making it clear that attracting the best is the responsibility of the entire company, not just the HR department
They view Talent as a strategic driver of business success and forge clear links between the business plan, the workforce plan and the Talent strategy
They take Talent very seriously in the sense that they commit significant resources to Talent Attraction and base their hiring decisions on numbers to the extent possible
They excel at segmenting and profiling key target groups
They have an detailed understanding of their identity as an employer and what they have to offer prospective candidates, all encapsulated in the Employer Value Proposition
They understand that anything less than clear differentiation to competitors dilutes the effectiveness of their employer branding efforts
They have spent much effort on crystallizing their purpose to make sure that it is attractive and engaging
PASSION
In a less centralized environment the organization must rely on employees’ own drive
This means recruiting for intrinsic motivation rather than candidates focused on money rewards
PhDs rather than MBAs / “Acqui”-hiring
INTELLECTUAL AGILITY
The ability to adapt and change according to new circumstances becomes paramount
Employers look for diversity in experiences
Monsanto even has Agility as one of their core values
CREATIVITY
Lateral thinking and creative rethinking of the status quo is another valuable trait
US vs. China – true innovation vs. copying
WOMEN
Women make up an increasing share of the educated talent pool
Fortune 500 companies with more women at the top show significantly higher returns (Catalyst)
Women are aligned with Millennials in their preference for flexibility and less hierarchy
MINORITIES
Companies with ‘inclusive cultures’ do better than others on many counts – higher customer satisfaction, productivity, profitability etc. (Gallup)
Heterogeneous groups get better results than homogeneous ones (Kellogg)
OLDER WORKERS
Many older workers make up a depository of experience within the organization
With the looming talent crisis becoming ever more pronounced all employers are going to have to figure out how to get them to stay longer
IBM allows experienced managers to stay on part-time
SES – Senioren-Experten-Service is a temp agency for retired experts who perform projects around the world
DISABILITIES
SAP hires people with autism in a special program and has seen tremendous success using autistic employees as software testers in India the program will now be introduced globally plan to hire hundreds of autistic people up to 2020 ultimately they intend for them to make up 1% of its 64,000 workforce
Freddie Mac started offering internships to autistic people and have now begun expanding these efforts
Facebook investor Peter Thiel offers 20 young people USD 100K in order not to go to college but instead work on an own project
One of the recipients of the Thiel Fellowship, Dale Stephens, founded Uncollege, which enables people to pursue a USD 14K “gap year” instead of going to college
The program consists of four phases – residency in SF, then a stint abroad outside your comfort zone, then an internship and then your own project that someone pays for
EMPLOYEE REFERRALS/BOOMERANG HIRES
With a stronger focus on hiring the right people the step towards focusing more on employee referrals is intuitive
New holistic HR systems with dedicated skills inventories and integrated social capabilities mean referrals are given a new lease on life
Referrals are the channel of choice for many start-ups
Facebook has “ninja hunts” where they get employees together and brainstorm for friends or acquaintances that could be potential hires
INTERNSHIPS / FREELANCERS
Internships are a good way of seeing a candidate’s performance up close
Few of educational provider 2U’s 550 employees have used a resume to come onboard – rather they have started as interns
Another way of seeing a candidate’s work up close is to first hire them for a project using Odesk/Elance/Freelancer
SIMULATIONS
As technology opens up new paths to hiring many employers are using simulations to get a better grasp of not just a candidate’s skills but also her values and personality
Simulations are cheap to conduct and scale well
KPMG uses 1-hour work life simulations for candidates since many new hires were disappointed with the real life work
TalentSIM lets candidates to analyze videos of execs in different situations (used by Citi, SocGen and Genentech)
HIGHER EDUCATION DOES A POOR JOB OF PREPARING STUDENTS FOR THE WORK PLACE
While 72% of universities believe that graduates are well prepared, only 42% of employers agree (Bersin by Deloitte)
Universities still focus on instructor-led training whereas companies are allocating less and less resources to this and focusing more on video, games, simulations, etc.
Infosys ‘Campus Connect’ has trained more than 100,000 students in India, ensuring they are ready for work from day 1
Petrobras started its own university
IN THE WESTERN WORLD, MANY GRADUATES HAVE THE WRONG SKILL SETS, IN ASIA THE PROBLEM IS MORE A QUESTION OF QUALITY
In the BRIC countries, only 15 to 30% of graduates are immediately employable (BCG)
THE BEST EMPLOYERS ARE ALREADY TALENT BUILDERS AND THEIR COMPETITIVE EDGE WILL ONLY INCREASE
Corporate universities have been around for decades and many are well known: GE, Charles Schwab, Motorola, Toyota, etc.
The number of corporate universities in the US doubled in the 10 years to 2007 and globally there is an estimated 4,000 companies with formal corporate universities (BCG)
There is significant variation in the resources committed to training between companies and industries per annum spending levels per employee vary from USD200 to over 3,000 (Bersin by Deloitte) with professional services organizations spending the most
‘People companies’ with strong talent development capabilities display up to 3.5x revenue growth and 2.1x profit margins (BCG)
Unilever has an internal passport system that allows each of the 120,000 employees to register for and track their relevant training
TECHNOLOGY IS RADICALLY RESHAPING CORPORATE TRAINING
Employees expect their training to include video, games and to be integrated into other workplace tools, such as the CRM platform for sales people
The use of MOOCs (Massively Open Online Courses is exploding
AT&T is delivering an online master in computer science with GeorgiaTech and udacity
Google’s engineering team is now on edx
BofA and SAP have their own MOOCs
THE TOOLS AT HR’S DISPOSAL ARE CHANGING
We are currently in the early phase of a massive replacement of HR software
For the first time Enterprise Resource Planning software providers like Oracle and SAP can offer full end-to-end solutions, promising a more intuitive user experience
Many of these solutions will be running in the cloud
This will open up avenues for employees themselves to handle many HR issues
Also, new technological gadgets are entering the space
When Bank of America wanted to find out whether face time mattered for productivity, it gave badges with meters that capture a number of parameters to 90 call center staff the measures taken afterwards increased productivity by 10%
Many employers are looking into “smart buildings”, wired with technologies that show their employees’ location in real time and suggest meetings with colleagues nearby it’s about “engineered serendipity”
Google Glass is now being adapted for recruitment purposes and will open up new ways of interviewing
BIG DATA / DATA ANALYSIS IS STILL VIRGIN TERRITORY FOR MANY BUT HOLDS IMMENSE PROMISE
Many employers collect reams of data but few know what to do with it
More than 60% of US employers are increasing investment in the area of Talent Analytics and employers who excel at this have improved their recruiting by 2x and their leadership pipeline by 3x (Bersin by Deloitte)
Xerox used big data to cut its attrition by 20%
Microsoft used data analysis to find out which employees were likely to look for a new job
Google stands out as the most proficient player in the space
HR WILL HAVE TO RESKILL IN ORDER TO RISE TO THE CHALLENGE
43% of CEOs, CFOs and HR directors believed poor human capital management had kept their companies from reaching key financial targets in the previous 18 months (CGMA)
The need to “reskill HR” was rated one of the top five challenges in every geography (Human Capital Trends Survey, Bersin by Deloitte)
HR WILL NEED TO TAKE ON BOARD MANY NEW COMPETENCIES – AND LOSE SOME OLD ONES
People skilled in analytics and IT will be needed as HR transitions to its new role
As many tasks within the scope of compensation, benefits and payrolls are increasingly automated there will be an ongoing shift towards more strategic roles within HR
AS THE REST OF THE ORGANIZATION STRUGGLES TO GAIN IN AGILITY, HR WILL HAVE TO GO THE SAME ROUTE
In order to become more agile, HR will have to get out of the way
The biggest contributor to HR agility is the freedom to focus on strategic HR issues
Only 9% of major companies use sophisticated workforce planning (BCG)
Line managers’ ability to manage their talent is the single biggest contributor to an agile HR group – a contribution four times larger than the next contributor on the list (Bersin by Deloitte)
IN ORDER TO INCREASE INNOVATION THE ORGANIZATION NEEDS TO BECOME MORE AGILE
Nearly 90% of executives surveyed by the Economist Intelligence Unit in 2009 believe that organizational agility is crucial for business success
Research also suggests that agile firms grow revenue 37% faster and generate 30% higher profits than non-agile companies (MIT)
Facebook’s motto is “move fast and break things”
COMPANIES ARE USING MORE EMERGENT AND LESS DELIBERATE STRATEGY
Deliberate strategy (leaders set goals and develop plans and strategies to achieve them) vs. Emergent strategy (emerges as the environment changes and the organization shifts and adapts to apply its strengths to a changing reality) – Mintzberg
Deliberate strategy asks “What do we want to achieve?” whereas Emergent strategy is all about “What is possible, with the means we have at our disposal?”
Emergent strategy dictates that companies focus on always having a large number of bets
Larger companies have an advantage as they have the resources to fund more experiments
GE, Google, Amazon all subscribe to this view
Facebook’s motto is “move fast and break things”
AS ORGANIZATIONAL SPEED AND AGILITY BECOME MORE IMPORTANT EMPLOYERS NEED TO EMPOWER EMPLOYEES TO MAKE DECISIONS
In the age of social media and shortening product life cycles, ‘leading by committee’ hampers speed
The only way to successfully devolve responsibility is to focus instead on enforcing common values and rules
CONTAINER VS. SUBSTANCE
When the ground shakes, the structure of the organization must be flexible
CORPORATE IDENTITY AND VALUES TAKE CENTER STAGE
A strong and clear culture that is credibly enforced throughout the organization acts as a guiding light for employees
Standard Chartered operates in some markets with turnover of up to 90% to cope, it focuses on the long term (“Here for good”) and aims to be a force for good employees have three paid days per year for doing work in the community
Again, many of the best employers in Silicon Valley are incredibly strong on this aspect
Facebook allows their employees to take as many sick days as they need (but they count on team morale to keep them at a minimum)
Google even has a word for the quality they are looking for – ‘googliness’
LEADERSHIP IN AN AGILE ORGANIZATION IS DIFFERENT
Leaders will focus less on micro-managing and more on enforcing common values
They will be more concerned with securing collaboration between teams and individuals than protecting their own department or silo
Knowing that innovation is essential they will try to keep all factors surrounding the actual work flexible in order to allow employees to focus
1. UNDERSTANDING THE STATUS QUO
Aggregating the information from internal sources such as employee engagement surveys, external brand surveys as well as the goals from the business plans allows you to get an overview of where you stand
Benchmark yourself to your peers in your industry as well as top employers in adjacent industries and relevant geographies
What is their standing in external rankings, on Glassdoor, etc.?
How important is Talent Attraction to your senior management and your corporate strategy?
2. DEVELOP AN OPERATIONAL EMPLOYER VALUE PROPOSITION
Before setting goals or thinking about where you want to go as an employer it is essential to be clear about where you stand and what you believe you can offer prospective employees
3. DEVELOP A TALENT STRATEGY THAT TIES IN WITH THE OVERALL BUSINESS STRATEGY, A SIGNIFICANT PART OF WHICH IS THE EMPLOYER BRAND STRATEGY
A clear driver of success is the shared responsibility of different stakeholders/departments within the organization for the attractiveness of your company as an employer
4. DEVELOP AN UNDERSTANDING OF WHICH TECHNOLOGICAL ASPECTS COULD IMPROVE YOUR WORK WITH TALENT
Start looking into how you can leverage data analytics more within your current situation
Investigate whether it would make sense for you to invest in new, cloud-based HR systems
5. FIND WAYS OF INVOLVING LINE MANAGERS MORE IN TALENT MANAGEMENT, WITH THE ULTIMATE GOAL OF THEM MANAGING TALENT THEMSELVES