Talent in the New World of Work · Talent in the New World of Work David T. Mallon Head of...

Talent in the New World of Work

David T. Mallon

Head of Research, Bersin by Deloitte, Deloitte Consulting LLP

October 1, 2015

Three Imperatives for Getting the Right Talent

in the Right Place

Copyright © 2015 Deloitte Development LLC. All rights reserved.1 Talent in the New World of Work

Human Resources: Transforming HR into a business-relevant strategic partner

Talent Management: Developing world-class integrated talent management strategies

Leadership Development: Building better leaders to drive business performance

Learning & Development: Creating effective learning functions that drive measureable impact

Talent Acquisition: Identifying and recruiting top talent to fuel growth

Tools & Technology: Driving competitive advantage through investments in HCM Technologies

Bersin by Deloitte

Bersin by Deloitte is a leading provider of practical research, benchmarking tools, models, strategies,

insights and advisory services — all designed to help human capital leaders and their organizations drive

exceptional business results.

Bersin by Deloitte can help organizations perform more effectively in six critical areas:


Global Human Capital Trends 2015

LEADERSHIP

Why a perennial issue?

LEARNING AND DEVELOPMENT

Into the spotlight

CULTURE AND ENGAGEMENT

The naked organization

PERFORMANCE MANAGEMENT

The secret ingredient

WORKFORCE ON DEMAND

Are you ready?

SIMPLIFICATION OF WORK

The coming revolution

REINVENTING HR

An extreme makeover

HR AND PEOPLE ANALYTICS

Stuck in neutral

PEOPLE DATA EVERYWHERE

Bringing the outside in

MACHINES AS TALENT

Collaboration, not competition


In selected areas, 2014 and 2015

Capability gaps

High-Impact Talent Management


1. Which talent practices are most important

to driving organizational outcomes – in

other words, what does talent

management maturity look like today?

2. How important is talent management

integration to talent management

maturity, especially when compared to

other types of talent management

practices?

3. How does talent management maturity

correlate to business outcomes?

Questions we wanted to answer

Source: High-Impact Talent Management: The New Talent Management Maturity Model,

Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, November 2015.


US / Canada32%

Brazil and Mexico13%

India17%

China16%

Asia-Pacific7%

Middle East / Africa3%

Geography (Respondents’)

Western and Eastern Europe

(inc. UK/Ireland)

12%

We had 454 organizations in our Global 2000 dataset.

HITM survey sample demographics

Other21%

Manufacturing19%

Banking / Financial Services / Insurance

14%

Industry

Business

Services /

Consulting

7%

Healthcare /

Pharmaceuticals

7%

Consumer

packaged

goods

5%

Telecommunic

ations / Media /

Entertainment

5%

Oil and Gas /

Mining /

Energy /

Utilities /

Engineering

Very small (Less than

1,000 employees)

6% Small (1,000-5,000

employees)16%

Medium (5,000-25,000

employees)36%

Large (More than 25,001 employees)

42%

Organization Size

* Our Global 2000 dataset is comprised of global organizations with more than $750 million in annual revenue

Note: Survey open from April 2014 through September 2014.


Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, November 2015.

Technology

(Computers,

Software,

ISP, etc.)

11%


Essential Talent ActivitiesAlmost No Strategy Used to Direct Talent Management Activities • Little Understanding or

Interest in Systemic Talent Relationships • Essential Talent Activities (e.g., Performance

Management, Talent Acquisition) in Place but Often Inconsistent or Lacking Intention • Talent

Activities Often Siloed

Level 1

Critical Talent GrowthIncreasingly Clear Talent Strategy for Critical Talent Segments • Emerging Perspective

on

Systemic Talent Relationships • Effective at Implementing Essential Talent Activities •

Learning & Leadership Activities More Targeted, Prominent & Integrated •

Other Talent Processes More Sophisticated & Integrated

Level 2

Managed Talent RelationshipsClear Talent Strategy & Analysis-Based Understanding of the Workforce • Nascent

Execution of Systemic Talent Relationships • Targeted, Integrated & Effective

Leader Growth Activities • Strong Learning Culture • Moving Beyond Compliance-

Based Diversity & Inclusion Activities

Level 3

Inclusive Talent SystemClear, Targeted & Communicated Talent Strategy • Fully Developed &

Integrated Talent Activities Aligned to Desired Strategic Outcomes •

Relationships with Talent Are Systemic & Tailored • Progressive Diversity &

Inclusion Approach Reflected in Policies & Employee Experience

Level 4

Be

rs

in

b

y

De

lo

it

te

10%

19%

59%

12%

Bersin by Deloitte High-Impact TM Maturity Model

Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, Nov 2015.

So what matters?

#1 Have a true Talent Strategy!


What should a talent strategy enable?

1. Clarity

2. Alignment

3. Prioritization


How would you describe the state of your organization’s talent management

strategy?

Source: High-Impact Talent Management: The New Talent Management Maturity

Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon,

November 2015.

Only 12 percent of organizations have one…

No or new strategy25%

No strategy, but a lot of advanced processes

16%

Transitioning strategies

19%

Developing and implementing

strategy, some advanced processes

in place28%

Clear strategy, with advanced and

integrated processes12%


The Problem With Most Strategies…

…is they are not

strategies at all


“Our talent strategy is to seek

out the most creative

individuals in the world,

regardless of their current

background, and teach them

our approach to designing

our products.”

Example: Fast-Growing Technology Company

Talent acquisition

• Identify and build relationships with

unconventional talent pools

• Develop cutting-edge talent assessment tools

• Involve hiring managers substantially

D&I

• Foster employee resource groups targeted at

employees with invisible diversity

• Drive importance of divergent viewpoints in

culture through all communications, trainings,

competencies

Leadership Development

• Incorporate innovation, divergent thinking, and

meritocracy as core leadership competencies

Part of Same Company’s Talent Plan

A Talent Strategy and a Strategic Talent Plan are Not One and the Same

The same is true with talent management


1. Have a clear strategy.

2. Communicate it – at all levels. Mid and front line managers should know and

understand it, and talk about it with employees.

3. Connect the strategy to leadership development, career development,

workforce planning, and D&I activities.

Key success factorsWhat predicts maturity?

#2 Build a Systemic Relationship with your Talent!


We live in

a world of

networks.

The bonds between

the nodes are weak.


Project supply and demand.

Talk about succession at every level.

See the Talent Acquisition function for what

it is: part of the strategic growth engine for

the organization. Govern accordingly.

Organization

Prioritize the employee experience.

Manage change (it’s the only constant).

Allow employees to invest in themselves.

Individual

Think systemically

Build and rebuild relationships with talent continuously

#3 Make Culture & Inclusion part of your talent strategy!


Integrate D&I with everything else,

especially L&D, performance management,

succession, career, and acquisition.

D&I goals should be aligned with business

objectives, and senior leader compensation

should be tied to those goals.

The organization should have a clear

leadership strategy.

Leader growth (beyond simply leadership

development) should intersect all other

talent-related activities.

The organization should cultivate a strong

culture of learning and growth.

The most differentiating factors of all were…

Inclusion

Culture of

Learning &

Leadership

The benefits


More mature organizations…

Maturity talent management is worth it

Are 2.9X more likely to

find and develop

leaders.


anticipate & respond

to change effectively

Generated 2.3X higher

cash flow per

employee#


assess & select high-

quality candidates.


innovate versus

others


Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.

* High Maturity organizations are those in Levels 3 & 4; Low Maturity Organizations are those in Levels 1 & 2

Note: Survey open from April 2014 through September 2014.

# Based on large, public

organizations in the dataset

About DeloitteAs used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

Copyright © 2015 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited

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Talent in the New World of Work · Talent in the New World of Work David T. Mallon Head of...

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