Anne Weisberg An Update for the Forte Foundation Best Practices Summit May 7, 2008 From Corporate...

Anne Weisberg

An Update for the Forte Foundation

Best Practices Summit

May 7, 2008

From Corporate Ladder to Corporate LatticeMass Career Customization™*:

Mass Career Customization is a patent pending process.

2Copyright © 2008 Deloitte Development LLC. All rights reserved.

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The convergence of key trends is dramatically changing the talent marketplace…

Workforce in 2008 and

Beyond

Shrinking Pool of Skilled Labor

Evolving Expectations of Gen X and Gen Y

Changing Family Structures

Increasing Number of Women

Increasing Impact of Technology

Changing Expectations of Men

The workforce has changed,

but the workplace has not.

Copyright © 2008 Deloitte Development LLC. All rights reserved. 3


The Corporate Ladder is giving way to a Corporate LatticeTM model of how careers are built

Upward momentum

Integrated with talent

management systems

Corporate Ladder Corporate Lattice

• Traditional hierarchy• Singular path upward• Move up or stop moving• Work-versus-life balance• Fits more traditional

family structure• Assumes workers’ needs

remain consistent over time

• More conducive to evolving matrix structure

• Multiple paths upward• Move faster, slower,

change directions• Career-life fit• Adjusts as workers’

needs change over time

A Paradigm Shift is Already Underway


The MCC profile depicts the employee's target level of contribution

PaceOptions relating to the rate of career progression

WorkloadChoices relating to the quantity of work output

Location/ScheduleOptions for when and where work is performed

RoleChoices in position and responsibilities

The Four Dimensions—and Interrelationships of—MCC


• Recognizes that careers ebb and flow over time

• Provides a more fluid structure in response

• Institutionalizes framework/process

• Allows choices

• Makes trade-offs more explicit

• Provides greater transparency

• Extends the bounds and consistency of what’s acceptable

MCC is a new model for how careers are built and talent developed


Interactive exercise at www.masscareercustomization.com/interactive.html

What’s your sine?

http://www.masscareercustomization.com/interactive.html


Capital Markets

SoutheastAERS

FinancialAdvisory

Human Capital

Talent

Tax Chicago

Round 1 Pilots Round 2 Pilots

MCC Steering Committee

Recommends Roll-out

Deloitte piloted MCC from 2005-2007 and full implementation is well underway

June 2007

June 2006

June 2005

June 2008

PlannedRoll-out for remaining U.S.-basedemployees

June 2009

Pilot Phase Complete

Book Published

Strategy, Research & Innovation

Book Draft Complete

Roll-o

ut

Ph

ase

Pilot

Ph

ase

Roll Out PhaseRoll Out Phase


A critical element of our approach is embedding MCC in our annual talent cycle

Goal Setting:Set annual goals reflective of MCC

Profile

Goal Setting:Set annual goals reflective of MCC

Profile

Mid-Year:Review performance against annual goals

reflective of MCC

Profile

Mid-Year:Review performance against annual goals

reflective of MCC

Profile

All employees have an MCC Profile, all the time

The MCC Profile depicts planned overall contribution to the business

MCC provides a framework for on-going employee-manager dialog about career-life fit

The employee’s current level of contribution, as depicted in MCC Profile:

• Shapes annual goals

• Provides context for performance evaluation

• Informs deployment decisions

On-going: Review and revise MCC

Profile as needed

Year-End:Assess

performance against annual

goals reflective of MCC

Profile

Year-End:Assess

performance against annual

goals reflective of MCC

Profile

Career-Life Fit


Primary MCC metric categories

• Voluntary and high-performer tenure trends

• Reason for leaving trends• Self-reported estimate of expected

tenure

• Voluntary and high-performer tenure trends

• Reason for leaving trends• Self-reported estimate of expected

tenure

RetentionRetention

• Perceived improvements to counseling conversations

• Perceived improvements to counseling conversations

Quality and Frequency of

Career Conversations

Quality and Frequency of

Career Conversations

• Attitudes regarding satisfaction and loyalty

• Attitudes regarding satisfaction and loyalty

CommitmentCommitment

• HR Analytics• MCC Survey • Exit Interviews • Employee Survey

• HR Analytics• MCC Survey • Exit Interviews • Employee Survey

• MCC Survey• MCC Survey

• MCC Survey• Employee Survey• MCC Survey• Employee Survey

Sample MeasurementsSample MeasurementsMetric Category

Metric Category SourcesSources

• Utilization trends and results• Utilization trends and resultsUtilizationUtilization

• Analysis of cost savings• Net present value model• Analysis of cost savings• Net present value model

FinancialBenefitsFinancialBenefits

• Utilization tracking• Utilization tracking

• Financial Business Case

• Financial Business Case

Talent BrandEnhancementTalent BrandEnhancement

• Media mentions, speaking engagements, articles, etc.

• Media mentions, speaking engagements, articles, etc.

• External eminence monitoring

• External eminence monitoring


Our MCC pilots and implementation waves provide rich learnings

Ensuring continued client value and satisfaction

Quantifying the impact of MCC on various talent models

Supporting a cultural shift in acceptability of career customization

Improving practitioner satisfaction and commitment

Increasing retention of high talent

Creating a sustainable, scalable model

OBJECTIVES


Our MCC pilots and implementation waves provide rich learnings (cont’d)

Objectives

Client satisfaction

Quantify impact

Support cultural shift

Improve satisfaction

Increase retention

Create scalable model

Learnings

No negative impact on client service

More consistent and robust conversations

Positive correlation between MCC and retention

The dial-down floodgates did not materialize

Increased window into those who want to accelerate growth (“dial-ups”)

MCC is scalable

Integrating MCC with performance management is the ‘moment of truth’


MCC is a lot about more and richer conversations

Consolidated Results for Initial Implementations

13%13%

30%30%

Total respondents

Had a conversation about dialing up or dialing down

Received approval to dial up / dial down

100%100%

After understanding trade-offs, elected to move ahead with dial

up / dial down request

9%9%

72% approval rate


MCC’s value proposition

MCC’s greatest worth is its option value—the psychic comfort afforded by the ability to customize the levels of career engagement as

priorities change over time.


Learn more at www.masscareercustomization.com

About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates. Deloitte Touche Tohmatsu is an organization of member firms around the world devoted to excellence in providing professional services and advice, focused on client service through a global strategy executed locally in nearly 140 countries. With access to the deep intellectual capital of approximately 135,000 people worldwide, Deloitte delivers services in four professional areas, audit, tax, consulting and financial advisory services, and serves more than 80 percent of the world’s largest companies, as well as large national enterprises, public institutions, locally important clients, and successful, fast-growing global growth companies. Services are not provided by the Deloitte Touche Tohmatsu Verein and, for regulatory and other reasons, certain member firms do not provide services in all four professional areas.

As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other’s acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names “Deloitte”, “Deloitte & Touche”, “Deloitte Touche Tohmatsu” or other related names.

In the United States, Deloitte & Touche USA LLP is the U.S. member firm of Deloitte Touche Tohmatsu and services are provided by the subsidiaries of Deloitte & Touche USA LLP (Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, Deloitte Tax LLP, and their subsidiaries), and not by Deloitte & Touche USA LLP. The subsidiaries of the U.S. member firm are among the nation’s leading professional services firms, providing audit, tax, consulting, and financial advisory services through nearly 40,000 people in more than 90 cities. Known as employers of choice for innovative human resources programs, they are dedicated to helping their clients and their people excel. For more information, please visit the U.S. member firm’s Web site at www.deloitte.com

Copyright © 2008 Deloitte Development LLC. All rights reserved.

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