Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent

Transcription

1 Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Josh Bersin and Katherine Jones Bersin by Deloitte Deloitte Consulting LLP 1

2 Agenda The Big Picture The New Lexicon The Seamless Talent Lifecycle The Big Shift The New Integrated Technology Experience Owning the Talent Pipeline 2

3 The Big Picture Today Key People Themes Engagement Retention Careers Leadership Pipeline Key Process Themes Integrated talent management JIT, OTJ learning Managing Human Capital Key Business Themes Putting Analytics to work Improving employee productivity Managing a global workforce Key Technical Themes Integration Mobile devices Social interfaces SaaS 3

4 The New Lexicon 4

5 Unified? Integrated? Seamless? Transparent? What Drives This? 5

6 The Drivers for Change Globalized markets Forcing smarter manufacturing, talent, and supply chain decisions Consumer technologies in the workplace: dynamic, social, user-friendly applications Requirement for integrated data for better analytics The ubiquity of mobile devices ( phones, tablets, etc.) and beginnings of wearable devices SaaS software for quicker deployments, quicker time to productivity, and economy 6

7 Learning Companies is increasingly are increasingly important relying on human capital Share of S&P 500 Value 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 83% 68% 32% 20% 20% 80% 80% 68% 32% 17% 1970s 1980s 1990s 2000s 2010s Tangible assets Intangible assets Source: Ocean Tomo LLC, Intangible Asset Value, 4/2011 7

8 What HR Leaders Say We are shifting our business to a services business. How do I transform the workforce? How do we create more collaboration and knowledge sharing across the company? How do we increase women and diversity in leadership? We need to restructure HR to build common systems and reduce costs. How do we more rapidly move talent from early leadership to senior leadership? How can I retain and engage my top talent? Our training organization is too expensive and not driving enough value. Our mid-level and entry leadership gaps are still huge The skills of our HR business partners and specialists need improvement. We are still having trouble attracting millennials and younger workers. Our performance and comp process is obsolete and not engaging people. We need to accelerate hiring of senior and mid leadership in Asia and Middle east. Our company has capability gaps in new technology areas across the organization. How can we globalize our employment brand and talent programs?? We compete for engineers with some of the most successful silicon valley companies? How can I attract and retain the brightest in our company? We need better data and analytics in HR. 8

9 Talent Challenges Accelerate 9

10 A Nexus of Talent Challenges Competition for Talent Social Sourcing & Recruiting 6 Business Speed and Scale Disruptive Competition Agile Management & Leadership Models A New Generation of HR Practices and New Type of HR Organization 1 Shift toward Emerging Markets 2 21 st Century Models of Leadership 5 New Technology Social Tools, Analytics Need for Improved HR skills and capabilities. Specialization Contingent Work New Job & Career Models 4 Borderless Workplace Team Model of Work 3 10

11 Consistent Talent Issues Globally EMEA Americas Skills Gaps 87% Leadership Pipeline 86% Transforming HR 84% Organization Acceleration 88% Branding talent 83% Skills Gaps 85% Transforming HR 85% Organization Acceleration 83% Leadership Pipeline 80% Branding talent 81% Asia Pacific Organization Acceleration 90% Leadership Pipeline 86% Skills Gaps 86% Transforming HR 88% Aging Workforce 78% Deloitte Human Capital Trends 2013, n=

12 Not So Unified Talent Management Traditional Stovepipes of HR 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 Workforce Planning Learning & Development Sourcing & Recruiting Performance Management Leadership Development Succession Planning Compensation - Benefits 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 12

13 The Big Shift 13

14 The Big Shift Optimize (Globally) Automate & Integrate 14

15 The Evolved HR Organization Where HR Transformation is Taking Us Business- Integrated HR Personnel Department Administration Payroll Regulation Back Office Function Control Strategic HR Recruiting, L&D, Org Design Total Rewards Service Center, COE HR Business Partner Serve Staff Automate Integrated Talent Management Management, Succession, Leadership, Coaching, Integrated Processes Talent Management Enable Decisions and Management Differentiate & Segment Talent Globally Optimize Talent Practices Predict and Analyze Data Integrated with the Business Drive the Business Plan for the Future 15

16 Growing demand for better insights Are your business leaders asking for quantitative measures of HR / L&D? In 2009, 21% said yes In % are saying yes (and 29% expect them to soon) Source: KnowledgeAdvisors, The Business Drivers of Talent Analytics, 3/

17 Growing Investment in Talent Analytics Investments by HR organizations in last 12 months 31% Hired additional staff for measurement/analytics 31% Invested in a data warehouse 19% Purchased data analysis tools Source: High-Impact Talent Analytics, Bersin by Deloitte,

18 The New Integrated Technology Experience 18

19 Leaving Stovepipes Behind 19

20 Why Unification? Why Now? Continued market shift toward suites that integrate/unify all talent management, sometimes with Core HR One Interface; eases learning Inherent Integration: unification not bolt-on Employee Intelligence One version of the Truth Product cost control Singlesign-on Multi-vendor Management Decreases redundant data-entry Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring

21 Getting Data in One Place The move of talent management suites to rival core HR systems creating talent profiles that can serve as the employee system of record. Employee System of Record Employee Talent Profile Goal: a single repository of information a single point of truth for each employee in the organization, no matter the geography or position 21

22 Strategy Shifts Driving Technology Change 41% Desire to move to new cloud-based technology/saas 35% Move from disparate local HR systems to one global system 29% Desire to consolidate around one vendor's platform Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring

23 Drivers for Replacing Talent Systems in General Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte.April

24 Replacing Standalone Talent Applications for a Suite: % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Improve user experience 92% New, better, faster technology solutions in the market 75% Built as "home-made" or heavily customized applications; better options now 75% Unable to integrated standalone TM applications with other systems 67% Inability to get analytics 58% 24

25 Strategy Choices Change Buyers Intents 25

26 ...Regardless of Size Replace one or more standalone TM applications with an integrated TM Suite Small (1,000-4,999 employees) Medium (5,000-24,999 employees) Large (25,000 + employees) 26

27 Owning the Talent Pipeline 27

28 The Scope of Talent Today Talent Acquisition Compensation and Rewards Succession Planning Onboarding Learning & Development Career Planning Performance Optimization 28

29 Beyond Just the Applications Unified over Devices 29

30 Collaboration is Global Collaboration is Global And immediate 30

31 Business Intelligence Where and when you need it Or Will Be 31

32 CRITERIA GOAL Technology Consolidation Application Integration User Experience Analytics Tech and Vendor Mgmt. Cloud Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring

33 Unintegratable performance management and hiring management software = Replacement hot buttons Key for suite buyers = Integrated hiring and onboarding, performance, and learning. The top themes for new software acquisition are: - Improve the users experience of these systems - Accomplish better integration of disparate solutions - Get the analytical data needed The need for global capabilities deemed critical Age is a factor: HRIS, time and attendance systems getting long in the tooth Source: Investments in Human Capital Management Systems Katherine Jones. Bersin by Deloitte

34 5 Key Strategies For Future-Proof Technology Selection Talent management for the extended enterprise: from contingents to alumni Unified/integrated applications: for one version of Truth Application integration across devices (from laptop to smartphone) Ubiquitous access -- globally Integration beyond HR: Integrating employee data across the enterprise (finance, CRM, SCM, production) 34

35 Thank You! Questions or Comments? Twitter: Josh Bersin LinkedIn: Josh Bersin Blog at The Business of Talent Twitter: KatherineJones LinkedIn: Katherine Jones Blog at Technology for Talent 35

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