High-Impact Talent Management in the...

High-Impact Talent Management in the Mid-Market November 30, 2016

Copyright © 2016 Deloitte Development LLC. All rights reserved.

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Talent management challenges mid-market organizations face today

How mid-market organizations can apply our findings to help increase talent management maturity

Introducing BersinWorks resources and tools

Upcoming Research & Questions

Today’s Agenda & Presenters

Rikard Bandebo Vice President Product Management Bersin by Deloitte Deloitte Consulting LLP [email protected] @bersin

Denise Moulton Mid-Market Research Leader Bersin by Deloitte Deloitte Consulting LLP [email protected] @DeniseMoulton5

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Copyright © 2016 Deloitte Development LLC. All rights reserved. 3

Talent Management Challenges

Mid-Market Organizations Face


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Why Focus on Mid-Market Talent Management Now?

Organizations are growing rapidly and often struggle to meet the changing demands of the modern workforce

Hiring, engagement, retention and leadership remain top priorities

Mid-market firms often lack the requisite resources to plan effectively for talent needs

To be able to remain competitive, mid-market firms need a more integrated and sophisticated approach to talent management

Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations

Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016


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Top Findings: Mid-Market versus Global 2000 Organizations

Exhibit lower levels of maturity overall; with only 3 percent of organizations surveyed exhibiting high maturity, organizations are focusing primarily on

the most foundational aspects of talent management

Tend to perform exceptionally well in performance management and goal-setting, and have an appraisal process that is perceived as fair and consistent

Are starting to establish and improve their relationship with talent in the organization

Typically do not develop a strong culture of leadership and learning, and lack development programs for managers and critical talent segments

Should prioritize the creation of integrated talent strategies that are aligned to business objectives





Increasing Talent Management

Maturity


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Mid-Market Organizations vs. Global 2000 Organizations

The Talent Management Maturity Model

Essential Talent Activities

Level 1

Critical Talent Growth

Level 2

Managed Talent Relationships

Level 3

Inclusive Talent System

Level 4

Be

rs

in

b

y

De

lo

it

te




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Talent Management Maturity Matters for Global 2000 and Mid-Market Organizations

Impact of Talent Management Maturity Levels – Global 2000 Organizations versus Mid-Market Organizations

Outcome Type Outcome Name Likelihood of Organizations at Level 3 Scoring in the Top Quartile as Compare with Those at Level

1 G2000 Mid-Market

Talent Coaching and developing people for better performance

3.8 times more likely 2.4 times more likely

Managing performance problems 3.6 times more likely 2.4 times more likely

Identifying and developing leaders 2.9 times more likely 2 times more likely

Assessing and selecting the right candidates 2.4 times more likely 3.2 times more likely

Business Anticipates change and responds effectively and efficiently

1.8 times more likely 3.2 times more likely

Innovates 1.7 times more likely 3 times more likely

Improves processes to maximize efficiency 1.4 times more likely 2.4 times more likely

Meets or exceeds financial targets 1.2 times more likely 1.6 times more likely




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Talent Strategy refers to the interlocking decisions related to key talent that enable the organization to most effectively

execute its business strategy. Importantly, those decisions provide a framework for determining in which talent

activities the organization will—and will not—engage

Prioritize the Creation of Integrated Talent Strategies

Source: Talent Strategies in the Mid-Market: Why They Matter

Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, October 2016

Current State of Talent Strategy in Mid-Market Activities That May Be Influenced by Talent Strategy


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Getting Started with Talent Strategy

Where is the business going / growing?

What are the talent outcomes we need to support the growth?

Which talent activities are “must-haves” to help us achieve the desired talent outcomes? (high priority)

Which talent activities are “nice-to-haves” to help us achieve the desired talent outcomes? (low priority)

Do business leaders understand and agree upon the necessary talent outcomes, and the high- and low-priority talent

management activities?

Source: Talent Strategies in the Mid-Market: Why They Matter

Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, October 2016


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Focus on Developing a Culture of Leadership and learning

Invest in development programs

Build the leadership pipeline from within

32% organizations in our survey do not foster a culture of

leadership & learning

Integrate leadership across talent practices

Maintain a business-aligned leadership strategy

Define critical behaviors of next-generation leaders




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Continue to Build a Systemic Relationship With Talent

Consistent Communication

Encouraged Innovation

Strategic TA

Governance

HR Technology



Networked

Community



Introducing BersinWorks


#BersinWorks

BersinWorks is a comprehensive, research-

based membership that helps companies

transform their talent organizations to meet

the increasing challenges of the digital HR

landscape.

BersinWorksTM

Empowering mid-market HR teams to achieve business results

Benchmarking and Tools

Job Aids and Templates

Member Advisory Services

Networking and Events

Blueprints

Market-Leading Research


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BersinWorks Talent Management Resources

High-Impact Talent Management Research

Talent Management Online Rapid Assessments and Job Aids

Talent Management

Maturity Diagnostics

Blueprints

Charting the Course to

Talent Management

Level 1

Level 2

Level 4

Level 3


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A curated web experience helps you easily find the newest research and tools and integrate them into your daily work activities

BersinWorks – Fast and Easy Access to Valuable Resources

Typical benefits: • Fast, dynamically-presented access to

the most relevant and valuable resources based on your role, challenges and experience

• Easy access to the latest events, research, and community conversations by practice area

• Mobile-responsive enables you to find content where and when you need it


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Employee Experience Dashboard

Typical benefits: • Capture real-time feedback about your

unique drivers of employee attraction, engagement, and retention

• Measure engagement across the continuum of employee experience

• Benchmark against your peer organizations

• Gain insights in real time that are important to your leaders

Employee Engagement Action Planning: • Active members can gain additional

insights with an online session facilitated by a member advisor


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Cost of Turnover

Leadership Bench

Typical benefits: • Gain insights into the efficiencies and effectiveness of

your HR programs and processes with easy-to-use online calculators

• For example, discover the cost of turnover or measure bench strength

• Support your business case presentations • Eliminate the need for manual calculations • Present your calculations in understandable graphical

formats

Talent Management

Talent Acquisition

Typical benefits: • Identify areas of strength and opportunity • Understand your performance against your peers • Deepen understanding of Bersin by Deloitte’s

associated maturity models and research • Take self-service assessments when it fits your

schedule

HR Math™ Calculators Online Rapid Assessments


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Informed Decision Making

Typical benefits:

• Identify and prioritize initiatives with our Online Rapid Assessments and Maturity Diagnostic services

• Quickly launch new hire, engagement and exit surveys and get real-time results with the Employee Experience Dashboard

• Undertake strategic planning initiatives with confidence using business case templates and the guidance of Bersin Blueprints

Comprehensive Problem Solving

Typical benefits:

• Help your team improve its people management knowledge through mid-market focused research content

• Learn how other midsize companies have achieved good and great through our comprehensive case studies

• Keep on top of emerging trends that may impact your organization through our Challenge Spotlights research

BersinWorks value proposition

Inform your decision-making and identify, prioritize and address your key organizational challenges



Upcoming Research & Questions


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What’s Next for Mid-Market Research

Talent Acquisition

High-Impact People Analytics

High-Impact Human Resources

High-Impact Diversity & Inclusion

Mid-Market HR Tech


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Questions

Rikard Bandebo Vice President Product Management Bersin by Deloitte Deloitte Consulting LLP [email protected] @bersin

Denise Moulton Mid-Market Research Leader Mid-Market Research Bersin by Deloitte Deloitte Consulting LLP [email protected] @DeniseMoulton5



About Deloitte As 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 communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.

Copyright © 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

http://www.deloitte.com/us/about

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