Attracting and Engaging Talent in Mid-Market Organizations

Transcription

1 Attracting and Engaging Talent in Mid-Market Organizations April 27, 2016 Denise Moulton Research Manager, Bersin by Deloitte, Deloitte Consulting LLP Celia Harper-Guerra Global Head of Talent Acquisition, Illumina

2 Agenda Talent trends in the mid-market Talent management maturity in the mid-market Enhancing talent attraction and engagement practices Case Study: Illumina Key Takeaways & Questions 1 Copyright 2016 Deloitte Development LLC. All rights reserved.

3 Year: 2010 HR Structure: Decentralized Number of HR Staff: 33 Number of Employees: <5000 Average time to fill: >125 days 2 Copyright 2016 Deloitte Development LLC. All rights reserved.

4 Why Should Talent Be Prioritized in the Mid-Market? Executives worry they won t find the talent they need quickly enough to grow their business Mid-market organizations often lack a consistent approach to talent management Mid-market organizations struggle to be more strategic in their approach to talent management Source: Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

5 Talent Trends in the Mid-Market

6 Staying Competitive in 2016 Change Required Now Heading Organizations Text invest in hiring and learning Heading Text Diversity and inclusion remain top priorities Workforce growth continues in 2016 Innovative hiring and retention practices needed Heading Text Heading Text Source: Deloitte Development LLC, Copyright 2016 Deloitte Development LLC. All rights reserved.

7 Why is this Important in the Mid-Market? Impacts of Workforce Trends Hiring & Turnover Technology Access Skills Gap Training & Diversity Culture & Change Management Opportunities Sources: Deloitte Development LLC, 2016; Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

8 Talent Management Maturity in the Mid-Market

9 Talent Management Maturity G2000 vs. Mid-Market Level 4 Inclusive Talent System G % Mid Market 0% Level 3 Managed Talent Relationships 19% 3% Level 2 Bersin by Deloitte Level 1 Critical Talent Growth Essential Talent Activities 59% 12% 90% 7% Source: Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

10 Mid-Market Talent Management Key Findings Mid-market organizations often lack a clearly articulated talent strategy Mid-market organizations believe they are better at communicating goals and promoting employees Mid-market organizations lack a Diversity and Inclusion strategy Mid-market organizations map elements of their talent strategy to business objectives Mid-market organizations tend to be good at performance management Source: Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

11 Developing a Talent Strategy Key Considerations for the Mid-Market Clarity Communications Alignment Prioritization Resources Source: Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved. Human Resources

12 Barriers to Success Organizational Readiness Stakeholder Engagement Balanced Messaging Integration Follow Through Source: Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

13 Enhancing Talent Attraction and Engagement Practices

14 Mid Market Talent Attraction and Engagement Key Findings Mid-market organizations believe they effectively assess candidates Few Mid-market organizations focus on attracting people of diverse backgrounds Mid-market organizations have little or no programs designed to attract and retain Gen X or Y Mid-Market organizations integrate functional competencies during hiring Many Mid-market organizations lack a recognizable employment brand Source: Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

15 What Candidates Value Most Workplace Culture 48% Future Growth Potential of the Organization 38% Base Compensation 38% Benefits 38% Work-Life Practices 24% Alignment of Company Values with Personal Values 24% Learning Opportunities 24% Career Development 22% Bonus (size and structure) or Variable Compensation 19% Prestigious Title and Position 10% Source: Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

16 Relationships with Hiring Managers Partners in the Recruitment Process 56% of organizations report strong relationships with hiring managers Relationships with hiring managers are 4x more influential than other TA performance drivers Sources: Bersin by Deloitte, High-Impact Talent Acquisition, Key Findings and Maturity Model, Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

17 Development of Candidate Pools Identify the Talent you Need Before you Really Need It 28% of organizations are developing relationships with talent Developing candidate pools is the second most influential driver of TA performance Sources: Bersin by Deloitte, 2016; High-Impact Talent Acquisition, Key Findings and Maturity Model, Bersin by Deloitte, Copyright 2016 Deloitte Development LLC. All rights reserved.

18 Maximizing Channel & Program Development Become a Talent Scout Employee Referral Blogs Alumni Network After Work Business Resource Groups Watch List Silver Medalists Community 17 Copyright 2016 Deloitte Development LLC. All rights reserved.

19 Case Study Illumina

20 An Introduction to Illumina Celia Harper-Guerra April 27 th Illumina, Inc. All rights reserved. Illumina, 24sure, BaseSpace, BeadArray, BlueFish, BlueFuse, BlueGnome, cbot, CSPro, CytoChip, DesignStudio, Epicentre, GAIIx, Genetic Energy, Genome Analyzer, GenomeStudio, GoldenGate, HiScan, HiSeq, HiSeq X, Infinium, iscan, iselect, ForenSeq, MiSeq, MiSeqDx, MiSeqFGx, NeoPrep, Nextera, NextBio, NextSeq, Powered by Illumina, SeqMonitor, SureMDA, TruGenome, TruSeq, TruSight, Understand Your Genome, UYG, VeraCode, verifi, VeriSeq, the pumpkin orange color, and the streaming bases design are trademarks of Illumina, Inc. and/or its affiliate(s) in the U.S. and/or other countries. All other names, logos, and other trademarks are the property of their respective owners.

21 Our Mission To improve human health by unlocking the power of the genome 20

22 Our business is changing and evolving It s a movement that engages, educates and empowers the community to improve the human condition - Healthcare It s a movement that starts at the DNA level of the attendees themselves Biotechnology and Software Fostering world-wide, cross-discipline communication and collaboration to accelerate adoption of genome sequencing Government and Academia New Markets and Customers leads to New Talent

23 Our Culture Driving innovation, speed and great products

24 Our Transformation Journey Challenge Finding the right personnel to sustain Illumina s rapid growth presented an enormous challenge for the firm, which competes against other prestigious organizations for the same limited talent pool. Solution In the midst of Illumina s 2014 hiring surge, with the need for another 1,000 employees on the horizon in 2015, the company s new global head of talent acquisition realized that she needed to reposition her team of 23 recruiters. They had to change from simply passing on resumes to becoming sought-after, businesssavvy talent advisors. Result The leadership began to measure success, both through productivity goals and hiring targets, as well as through feedback from clientsatisfaction scores and quarterly business reviews. Recruiters are now spending an average of 74 days to fill a position, as compared with 82 in Feedback scores from hiring managers have increased and, in most cases, are well into the 93.4 percent satisfaction level, as compared with low 80-percent levels in

25 What is a Talent Advisor at Illumina? Thought Leadership Lead with data and analytics Know client s business Talent Landscape Brand Ambassador Company Marketer Candidate Advocate Relationship Builder Technical Expertise Pipeline Expert Domain Knowledge Technology proficient and process experts Performance Metrics Productivity and Efficiencies Hiring Manager & Candidate Survey Quality of Hire

26 Reimagining the Future We believe that someday everybody s going to get sequenced. Newborns will get sequenced when they re born. And with wireless... people will have real-time monitoring of their health. Jay Flatley, 2013 San Diego Union Tribune 25

27 26 Thank you

28 Key Takeaways and Q&A

29 Year: 2012 HR Structure: Evolving Number of HR Staff: 42 Number of Employees: <5000 Average time to fill: <75 days Redesigned Careers Site & Deployed Strategic Social Media Campaigns Redefined Job & Leadership Competencies Launched Campus, Mentor & Brand Ambassador Programs

30 Key Takeaways for Mid-Market Leaders A talent strategy in the mid-market will bring clarity and focus to the activities, behaviors and desired outcomes that your businesses seek. Organizations with an articulated talent strategy are 4X more likely to have strong business and talent outcomes Mid-market organizations often lack a clearly defined talent strategy Engage with candidates on a variety of topics, including culture, job content and career growth More than half of mid-market organizations report strong relationships with hiring managers Less than one-third of mid-market organizations are developing relationships with talent 29 Copyright 2016 Deloitte Development LLC. All rights reserved.

31 Questions Denise Moulton Research Manager, Mid-Market Bersin by Deloitte Deloitte Consulting Celia Harper-Guerra Global Head of Talent Acquisition

32 About Deloitte As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see 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