Fit for the Future: Innovative Global Talent Transformation

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1 Fit for the Future: Innovative Global Talent Transformation November 2015

2 Challenges of today Discussion Outline Talent and performance needs Building a fit for the future talent organisation PwC 2 PwC page 2

3 Great forces of transformation are reshaping organisations as we know it Technological Breakthroughs Shift in Global Economic Power Demographic Shifts Organisational Innovation Climate Change & Resource Scarcity Accelerating Urbanisation To thrive in a global connected economy, organisations are fundamentally transforming Organisations must create agile operational structures designed to support evolving strategies PwC page 3

4 People make or break business strategies Today s business priorities spur important talent questions Operational Excellence Innovation Does your organisation have the agility to recognize and respond quickly to new opportunities for innovation and growth? Digitization Agility & Resilience Global Growth Does your employee experience foster commitment from top performers and innovators? Will you have enough people to drive the new experiences and innovations you aspire to lead? Can you attract and develop leadership capability globally? PwC page 4

5 Innovation at work: PwC s Talent Transformation journey Grounded by six critical changes, our new experience blends progressive talent practices, tools and techniques and threads them across our entire business to engage our people to win. A new capability model helps us hire and build next-generation leaders who fuel client value and set PwC apart. A real-time development culture gives our people frequent, informal feedback to maximize strengths and quickly close gaps throughout the year. Capability-driven skills management helps identify the right skills to drive new opportunities forward more quickly, at a lower cost and with higher-quality client outcomes. A career-driven performance management approach shifted our primary focus to the forward-looking development of the leadership attributes that matter most. Dynamic state-of-the art tools provide fast, frequent, real-time data and analytics on individual performance to accelerate development. A modern digital experience, including an innovative 24/7 digital hub, puts live information and actions at the fingertips of our people and leaders. PwC page 5

6 Early Outcomes Our Leadership Development experience is positively impacting not only firm metrics and the bottom line but our people also felt a difference leading to the highest firm-wide engagement index score we ve ever received. An improved employee experience highest ever GPS score New efficiencies client time up, overall time down (~20% decrease in overall time spent) New growth opportunities new services introduced PwC page 6

7 Challenges of today Discussion Outline Talent and performance needs Building a fit for the future talent organisation PwC 7 PwC page 7

8 Four critical characteristics which make performance management more complex in the UN 1 Internal Justice System Mechanisms to handle internal disputes and disciplinary matters 2 Reward Connection between performance and compensation and career-development 3 Mobility Lateral mobility across departments, regions and countries 4 Partnerships Multi-stakeholders partnerships with different performance management systems PwC page 8

9 Performance management is a high impact, high difficulty area to reform Level of Difficulty High Medium Governance arrangements 2. Mandate 3. Strategic positioning 4. Partnership 5. Programmatic priorities 6. Financing 7. Delivery model 8. Organisational structures 9. Performance management 10. Technical cooperation 11. IT transformation 12. Evaluation Low Low Medium Impact/Benefits High PwC page 9

10 Elements of Performance Management Session Exercise Rewards & Recognition Financial Rewards Intrinsic Rewards Ratings Succession Planning Overall Job Satisfaction Key Elements of Performance Management Performance Framework Performance Target Alignment Competency Model Planned Performance Cycle Formal Feedback Channels Clear Alignment of Incentives across agency or organisation Ease of compliance Career Progression & Promotion Career Advancement & Mobility Promotion based on Performance Training and Development Opportunities Coaching, Mentoring & a Culture of Feedback Regular Developmental Feedback Coaching PwC page 10

11 Talent and performance analysis of strengths Motivated and talented staff Attraction of top talent Transparency for compensation and bands Opportunity for global mobility and mobility between agencies Success of pilots for reward and recognition programs PwC page 11

12 Talent and performance analysis of challenges Performance Framework Need for competency framework that is aligned to future needs Inconsistent application across all global locations Transactional processes. Difficult for HR to be a strategic partner Transparency and trust in PM processes Coaching, Mentoring & a Culture of Feedback Identifying and managing low performance Management and coaching skills Inflated performance ratings Inconsistent compliance Rewards & Recognition Recognizing & rewarding high performance Career Progression & Promotion Lack of regular career and development conversations Lack of direct promotions Complicated processes & procedures Enabling Technology Technology that meets the needs of the org, HR and individual PwC page 12

13 Challenges of today Discussion Outline Talent and performance needs Building a fit for the future talent organisation PwC 13 PwC page 13

14 The talent ecosystem is ripe for disruption New philosophies, processes, and technologies present the opportunity to create a much nimbler, more cost efficient, and innovative ecosystem In today s economy, talent is more important than ever before, and yet talent practices remain siloed, cluttered and out of tune with the wider business. To pave the way for a new business-driven approach, we must shatter these silos.. and re-assemble a talent ecosystem designed to drive business advantage. Business Strategy Yesterday: Talent Practice Silos Talent Ecosystem in Transformation To Drive Business Advantage PwC page 14

15 A fundamental re-think of the talent ecosystem is key to driving performance Org Strategy Your Talent Ecosystem. Reinvented. Org Performance Growth Goal Total Rewards & Benefits Progression & Promotion Talent Acquisition Fuel revenue & profitability Innovation Goal Data & Analytics Culture, Values, & Engagement Capability Model Diversity & Inclusion Deliver against your mission Transformation Goal Leadership Development & Succession Planning Internal Communications & Change Management Onboarding & Integration Increase operational efficiencies Retirement Global Mobility Engagement Goal Enhance employee experience PwC 15 PwC page 15

16 Deep Dive: Drive organisational performance through performance management Create modern, transparent, simplified approach to foster culture of trust Establish a model reliant on ongoing learning and feedback to fuel individual, team performance View performance management as a strategic process leading to improved employee experience, engagement, performance Set clear goals that people can work toward, be evaluated against Shift from an annual, forced ranking system to continual discussions throughout the year Provide modern technology tools that enable your people to perform any talent function at any time, from anywhere Create digital talent experience that fuels engagement, achievement, progression PwC page 16

17 Implementing innovative talent thinking can help create meaningful value your people are more engaged When they are engaged, they perform better, as individuals and teams They innovate more, faster They build customer loyalty, fuel your growth and propel your business performance forward 70% 33% 30% 20% improved process turnaround times* higher profitability* uptick in innovation ideas* increase in productivity* *PwC and Gallup PwC page 17

18 A modern digital hub providing a 24/7 window into development Individual s Snapshot summary Leverage state-of-the-art dashboards to present data in different ways to different constituencies, rolling data up from the individual to team, group, organisational and global levels Develop a capability focusing on talent analytics: both analysis of the big data gathered and forward-looking research on how to inform leaders and the business in new ways Leader s summary view of team skills/competencies Use the data to inform decisions around capabilities, workforce planning, leadership development, engagement and more PwC page 18

19 Thank You Talent Innovation for organisational performance Mariola Pogacnik David Perna Saskia Kersemaekers Elizabeth Hutton Director Director Manager Manager Saskia. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it PricewaterhouseCoopers LLP. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers LLP which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. PwC page 19