1 2014-2015 Imperatives: Talent, Learning
and Human Resources Engaging the 21st Century Workforce Josh Bersin Principal, Deloitte Consulting LLP June, 2014

2  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, with more than 19.5 million employees managed by HR teams using Bersin Research.  Broad Research Practices • Human Resources • Leadership Development • Learning & Development • Talent Acquisition • Talent Management  Offerings - WhatWorks® Membership: Research, Tools, Education, Benchmarking - IMPACT®: The industry’s premiere conference on the Business of Talent - Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management

3 Agenda: Talent, Organization, Culture,
HR Excellence  21st Century Workforce  Modernized View of Talent Management  Shifts in Talent Acquisition, Management, Mobility  Changes in Learning and Leadership  New Model for Employee Engagement  Analytics and Technology  High-Impact HR

4
Research Basis

5 Lead and develop Attract
and engage Transform and reinvent Leaders at all levels: Close the gap between hype and readiness Talent acquisition revisited: Deploy new approaches for the new battlefield The reskilled HR team: Transform HR professionals into skilled business consultants Corporate learning redefined: Prepare for a revolution Beyond retention: Build passion and purpose Talent analytics in practice: Go from talking to delivering on big data Performance management is broken: Replace “rank and yank” with coaching and development From diversity to inclusion: Move from compliance to diversity as a business strategy Race to the cloud: Integrate talent, HR, and business technologies The quest for workforce capability: Create a global skills supply chain The overwhelmed employee: Simplify the work environment The global and local HR function: Balance scale and agility 12 Trends Define HR’s Agenda Many transformational, some disruptive

6 How the Talent World
has Changed “Our candidates today are not looking for a career…” “They’re looking for an Experience.”

7 Top Global Talent Priorities
% Rated “Urgent” or “Important” 60% 62% 67% 69% 70% 71% 74% 75% 75% 78% 78% 89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Diversity & Inclusion The Overwhelmed Employee Fix Performance Management Reinvent L&D Integrated HR Technology Globalized HR & Talent Management Talent & HR Analytics Workforce Capabilities Talent Acquisition & Access Reskilling HR Retention & Engagement Leadership Gaps Deloitte Global Human Capital Trends Research, n=2500, 2/2014 v Areas of Biggest Capability Gap

8 Where Talent Management Started
 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 Learning&Development Sourcing&Recruiting PerformanceManagement LeadershipDevelopment SuccessionPlanning WorkforcePlanning Compensation-Benefits Traditional Silos of HR

9 Attracting & Acquiring Talent
Managing & Developing Talent Extending Talent Understanding & Planning Talent Employment Brand Social Sourcing Talent Networks Mobile Job Sites Candidate Marketing External Brand Work Environment Mission and Values Diversity & Inclusion Work-Life Balance Rewards Recognition Performance Management Goal Setting Career Management Leadership Development HIPO Assessment Professional Career Mgt Technical Career Mgt Contract Labor Alumni Programs College Recruiting Talent Networks Supply Chain Talent Analytics WF Planning Engagement Retention Mgt Segmentation L&D Coaching Certification LinkedIn Glassdoor Reputation Suppliers Partners Data ProvidersMOOCs, Content Providers Assessments Job Networks Brand Management Development Career Lattice Academia Partners Talent Management Today: A Holistic Talent System Improving Time to Competency Changing Corporate Culture Improving Time and Quality of Hire Driving Passionate Engagement Rebuilding Management Skills and PM Creating Magnetic Employment Brand Creating Talent Mobility

10 Talent Acquisition, Management, Mobility
21st Century Approaches to Talent

11 The War for The
Best People 87% of Organizations are Revamping, Restructuring, or Considering a Redesign of their Talent Acquisition Function

12 Hiring Manager Relationships Candidate
Pool Development Social Media Campaign Recruiter Training Governance & Decision Making Employee Referral Program TA Program Management Optimized TA Technology Diverse Candidate Slates Employment Branding Assessment Against Requirements Reporting & Analytics Source: High-Impact Talent Acquisition®, Bersin by Deloitte, 2014 Key Drivers of Success in Talent Acquisition – It’s Complex

13 Capabilities are Mixed or
Low 17% 12% 9% 8% 10% % Excellent 7%

14 TA Performance Outcomes Overall,
we found that Level 4 organizations are 2.6x more likely to perform higher than organizations at Level 1 across all TA performance drivers Level 1 Level 2 Level 3 Level 4 160% more likely to perform higher Level 1 Level 3 Level 4

15

16

17 Value of Purpose and
Mission Deloitte 2014 Value of Purpose Survey

18 New Assessment Science Linked
to Big Data  16,500 retail employees  Turnover rate - 72%  Shift in business from collectors to jewelry buyers Clearly Define Role Design High Value Assessment Implement (Games and Assessments) Amazing Results Turnover reduced by ½ to 36% Sales improvement of 26% 90% improvement in screening

19 Cognitive Ability Friendliness and
Leadership

20 Epidemic in Performance Mgt.
Only 8% of respondents said “their performance management process was worth the time people put into it.”

21 The Two Philosophies of
PM

22 Science Behind Performance Management
Status Certainty Autonomy Relatedness Fairness

23 Performance Management Today From…
To… Annual appraisal and rating Continuous feedback and coaching Annual goals and objectives Quarterly or regular goal setting Focus on weaknesses Focus on strengths Development as afterthought Development as core Recognition by manager Recognition by peers Career plan for promotion Career plan for growth and experience Up or Out Across, down, up, and around Complex and Intimidating Simple and meaningful

24 Clarifying the Purpose of
PM Coaching for Development Talent Decisions Performance Improvement Legal Documents Employee Motivation Compensation Performance Feedback PERFORMANCE MANAGEMENT Coaching for Development Talent Decisions Performance Improvement Legal Documents Employee Motivation Compensation Performance Feedback PERFORMANCE MANAGEMENT Kelly Services Source: “Getting Away from the Score: Creating Better Ongoing Performance Feedback,” Bersin & Associates, 2012. .

25 Value of Development Planning
 Organizations with effective development planning significantly outperform those without. Outcome With Without Voluntary Turnover 8% 11% Turnover among High- Performers 2% 3% Ability to “develop great leaders” 23% 7% Ability to “plan for future talent needs” 22% 6% Median Revenue per Employee $169,000 $82,800

26 Back Office, Operational, Contingent
Employees Top Management Senior Management First Line Management Traditional View Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management

27 Back Office, Operational, Contingent
Employees Top Management Senior Management First Line Management The Reality SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management Top Management Contract Hire Job Intern Developmental Assignment Lateral Promotion Stretch Assignment External AssignmentUpward Promotion Lateral Assignment New Assignment Part Time Loan New Candidate New Leader Exec Succession

28 The Talent Mobility Formula
Bringing the Talent System Together 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 Career Development Individual Development Plan (IDP) Strategic Competencies Organizational Planning / Analytics Performance Management Development Planning

29 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

30 Important New Ideas to
Help  “Facilitated Talent Mobility” team and model  Professional Career Coaches  Tolerance for “Incompetence” During Development  Internal Mentor Networks  Reward systems based on “Talent Production” not “Talent Hoarding”  Tracking project assignments and feedback on each  Rich employee profiles  Dynamic talent pools

31 How Do We Avoid
Complexity? PS - “Simplicity does not mean “simplistic.”

32 Redefining Corporate Learning Modernized
Approach

33 Corporate learning redefined Prepare
for a revolution • Biggest problem today is the uncoordinated structure of learning and development • Corporate training requires content, context, and deep expertise Slow adoption of leading-edge learning tools Focus on continuous learning and the move from “push” training to “pull” learning 33 Building a Skills Supply Chain

34 We Need Deep Expertise,
Faster The Lifecycle of a Specialist or Leader Novice Beginner Capable Expert World Class Business Contribution and Ability to Innovate + Positive - Negative You invest in the individual Payoff to the Organization Individual Develops others“Even when we hire a senior engineer from a competitor it takes them 5-7 years to be fully productive in our environment.” - Global Energy Company

35 Get Materials Online Expand,
Blend Improve E-Learning Solve Talent Problems Content Experience Job Work Experience Continuous Culture 2001 2004 2011 Evolution of Learning Solutions From Content-Centric to Continuous and Experience-Centric 2007 LMS E-Learning Platform LMS Enterprise Learning Platform Learning Portal Blogs, Wikis, Twitter, Mobile, and Social Networks Instructional Design Kirkpatrick Rapid E-Learning Information vs. Instruction Search, Collaboration, Community Information Architecture E-Learning Get Materials Online Blended Learning Collaborative / Social Learning, Content Mgt, Rich Media Interactivity Simulation Learning Paths Role-Based Competency-Based Learning Career Development Deep Specialization Leadership Development Rich Catalog University 2015 MobileInternetEverywhere Locationawareness InformationFeeds LearningandPerformanceIntegrated We are Here

36 Continuous LearningExpert Novice Time
Rethink Learning Approach Traditional Training Training Event Job Aids E-learning courses Coaching Mentoring Social, Mobile Sharing Career Pathways Communities of Practice Career Development Deliberate Practice

37 The Continuous Learning Model
Education, Experience, Environment, Exposure EDUCATION EXPOSURE ENVIRONMENT EXPERIENCE Intermediate – Grow in Role Current job development and competency expansion WHAT DO I NEED TO GROW IN MY CURRENT ROLE? Immediate – Perform Well Performance support and other tools for point-of- need learning WHAT DO I NEED TO PERFORM NOW? Transitional – Next Role Development of skills and relationships that will meet long-term business goals WHAT DO I NEED TO GROW IN MY CAREER?

38 21st Century Talent Acquisition
Connecting the Skills Supply Chain Today we hire for potential, motivation, and fit – not only for core skills and experience. This means that L&D and Leadership team must understand the “capabilities” needed to translate them into sourcing and hiring practices.

39 MOOCs are Cohort-Based Blended
Learning

40 Video and Social Replacing
Web Today 40-50% of job-seekers reach you by mobile device. 20-25% of HR application users drive mobile access. Video is by far the fastest-growing media for training, communication, and even blogging.

41 Example of MOOCs in
Business

42

43 Building Global Leaders Deepening
the Pipeline at an Accelerated Rate

44
Leadership Programs Challenged

45 Strategic Leadership Development Championed
by Executives, Talent Management Integration Focused Leadership Development Culture-Setting, Future-Focused, Developing Organization Structured Leadership Training Core Competencies, Well-Defined Curriculum, Developing Individuals Inconsistent Management Training Content Available, No Development Process, Benefit to Employees Level 4 Level 3 Level 2 Level 1 10% 28% 38% 25% Bersin Leadership Development Maturity Model

46 Our Research 3 levels
of leaders across 778 organizations in 10 countries

47 What We’ve Learned 
Individual differences (personality, intelligence - core skills, etc.) are more important than cultural differences  Leaders in remote geographies have less visibility and are more likely to be turned down for key appointments because key stakeholders don’t know them.  Leaders who have lived and worked in one country tend to see the world through the same lens so even if they have strong potential. Mobility matters.  Middle East or APAC leaders often not aware that they need to manage their profile at the corporate level, network with key people, get involved in high visibility projects. Self-promotion may not be highly regarded.  Interpersonal skills and flexibility are important. Leaders who have only been exposed to one culture can become typecast e.g. too deferential, too aggressive, too loud/passionate, too considered, too arrogant etc.  Corporate culture has a strong influence on who gets promoted. Leaders who fit the culture are positively seen because they display the “right” behaviors and values

48 New Models for Engagement
Building the Simply Irresistible Organization

49 Engagement Still Startlingly Low
 Worldwide only 13% of employees are “highly engaged” in their jobs.  63% “disengaged” and 24% “actively disengaged.”  (Australia and NZ are twice as “engaged” as the rest of the world!) with 25% “highly engaged”  China, Middle East, Africa, India are the lowest at 6-8% fully engaged

50 Depth of the Engagement
Problem

51

52
The overwhelmed employee

53 A New Look at
Engagement Great Work which Matters Flexible, Supportive Working Environment Inclusive Culture Superior Management Recognition & Rewards Autonomy and Control Career & Learning Opportunity Trust, Meaning & Purpose The Irresistible Organization TrustinLeadership Career and Personal Opportunity AbilitytoContribute Flexible Work Environment

54 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 voluntary turnover! Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.

55 New Tools for Employee
Sensing Japanese Niko Niko Board  Traditional Engagement Surveys Losing Value - CultureAmp - RoundPegg - BlackbookHR - TinyHR - Good.co  Real Time Analytics - Entelo - Orgstars - Deloitte, IBM  Adage “People leave managers” is no longer true

56 Changing HR Technology Rapidly
Changing the HR Landscape

57 Benefits & Compensation Hiring
Recruiting E-Learning Performance Talent Integrated TM Solutions Systems of Engagement Evolution of HR Systems MARKETGROWTH-ADOPTION 2 0 0 0 2 0 1 2P 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 End to End Suite Social Recognition Integrated Recruiting Back Office on-premise ERP SaaS and Cloud Integrated into Work Consumer User Interfaces Analytics Segmentation Prediction Mobile and Tablet, HTML5 ERP and HRMS Integrated“Systems of Engagement” Talent Analytics

58
Consolidation of Market Players

59 New Set of ERP
Solutions

60 New Generation of Science
& Tools The New Disruptors Coming Search Candidates Engagement Science of Assessment Performance Management LinkedIn CultureAmp Logi-Serve Better Company Entelo TinyPulse Good.co StandOut TalentBin Monster TemboSocial Jobfig Achievers GILD RoundPegg Evolv Globoforce Dice Blackbook HR

61 Today: HR Analytics is
Hot

62 What Our Research Discovered
Bersin by Deloitte Talent Analytics Maturity Model® Level 4: Predictive Analytics Development of predictive models, scenario planning Risk analysis and mitigation, integration with strategic planning 4% Level 3: Advanced Analytics Segmentation, statistical analysis, development of “people models”; Analysis of dimensions to understand cause and delivery of actionable solutions 10% Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making Multi-dimensional analysis and dashboards 30% Level 1: Reactive – Operational Reporting Ad-Hoc Operational Reporting Reactive to business demands, data in isolation and difficult to analyze 56%

63 What is Talent Analytics:
Bring HR & Business Data Together Recruiting and Workforce Planning Comp and Benefits Performance Succession Engagement Learning & Leadership HRMS Employee Data Engagement & Assessment + Sales Revenue Productivity Customer Retention Product Mix Accidents Errors Fraud Quality Downtime Losses Groundbreaking New Insights & Tools for Managers to Make Better Decisions =Data management, analytics, IT, and business consulting expertise +

64 High-Impact HR Reskilling, New
Roles, Refocus, and Reorganizing HR

65 The overwhelmed employee Simplify
the work environment Reskilling the HR team Transform HR professionals into skilled business consultants • Businesses report that their HR teams are “not ready” or up to the job • HR teams need to develop: HR and talent skills; Business, industry, and global skills; and Management, leadership, and program implementation skills 65 per cent assess their capabilities as “Adequate” to “Under-performing” Third most urgent and important trend with 77 percent of respondents ranking it as “urgent” or “important”

66 Our High-Impact HR Research
 Detailed survey conducted in 2013-4 on structure, roles, and governance of HR: - CHRO background - Organization structure - Level of specialization - Use of technology - Training of HR teams - External intelligence gathering - Level of HR “independence” - Use of analytics - Talent management solutions - Use of standards  Evaluated impact on customer service, profitability, responsiveness, time to market, HR responsiveness, HR adaptability, and all talent practices (staffing, engagement, performance, leadership, training)

67 8 Key Findings: A
more “distributed” and “intelligent” approach to HR drives greater impact 1. Specialization & Skills Development - Generalists are specialists - Training and continuous development culture - Networks of expertise, not centers 2. Empowered Business Partners - Senior business experience, consultative - Embedded in business - Specialized in role 3. Talent COEs Extend into Business - Collecting information and creating frameworks - Coordinated decision making, sharing expertise - Federated in structure (ie. Learning, staffing) 4. Standard Infrastructure and Vendors - Standard systems and data governance - Easy to use employee facing systems - Mobile, design-centric systems 5. External Intelligence, Research, and Sharing Best Practices - Team or person focused on external world - Practices, data, vendors, benchmarks - Looking forward not backward 6. Data, Planning, & Talent Analytics - Cleaned-up HR data management - Level 3, 4 talent analytics capability - Performance consulting, not just reporting 7. Innovative HR Solutions - New unique approaches - Use uniqueness of culture 8. A Bold CHRO - Push for change and innovation - Reward innovative solutions - Examine business for world class solutions

68 22% 23% 28% 30%
31% 35% 36% 42% 44% 55% 64% 81% 72% 72% 72% 94% 75% 94% 94% 81% HIHR Overall Manages budget Advice to leadership Impacts organization success Supports organizational agility Meets internal goals Adapts to changing strategy Reputation for smart decisions Operates efficiently Provides effective services Adapts to changing employee needs +52% +59% +58% High-Impact HR Teams Outperform

69
The Bold
CHRO

70 Need for Innovation: Bold
CHRO • 76% of candidates want to work for a company with “innovative work practices” … yet • 37% of HR managers say their “culture” prevents innovation • 28% say they have no money to innovate • 27% say they don’t have the experience or skills What impact would innovative work and management practices have on your work? “The Innovation Imperative,” June 2013, Korn Ferry International, n=4080