Talent Management 2017

Transcription

1 Talent Management 2017 Jason Corsello Vice President, Knowledge Infusion Erik Berggren Director SuccessFactors Global Research 1

2 Our Mission Is Clear We work with recognized thought leaders that share our vision of productivity improvement, all while creating a better place for people to work. successfactors.com/research/thought-leaders

3 606 Years of Research (successfactors.com/research/thought-leaders) Dr. Laurie Bassi CEO of McBassi & Company and Chair of Bassi Investment Inc. Dr. Peter Cappelli Professor of Management at the Wharton School of UPENN Dr. Jim Ware Co-founder of the Work Design Collaborative Josh Bersin President and founder of Bersin & Associates Dr. David Sirota Founder of the Sirota Survey Intelligence Dr. Jac Fitz-enz CEO of Workforce Intelligence Inc. Jason Corsello Vice President of the Center of Excellence at Knowledge Infusion Dr. Jesse Harriot Vice President of Research for Monster Worldwide Dr. Charles Grantham Co-founder of the Work Design Collaborative Ken Greer Leader of Greer & Associates, Inc. Karen Beaman Co-founder and Editor-in-Chief of the IHRIM Journal Dr. R.J. Heckman VP and general manager of PDI's Leadership Assessment Products Doug Klein Sirota's President of Consulting Catharine Larkin President of MICA Consulting Partners Lexy Martin Lead author and manager of the CedarCrestone HCM Survey Tom Olivo President of Success Profiles Inc. Nov Omana Board member and Former Chairman of IHRIM Bob Paladino Founder and Managing Partner of Paladino & Associates Dr. Kim Ruyle Vice President of Product for Lominger International Dr. Nick Bontis Director of the Institute for Intellectual Capital Research Dr. Kirk Hallowell Senior Consultant for Personal Decisions International Rob Bernshteyn VP of Global Marketing and Management of SuccessFactors Paul Falcone VP of HR of a Fortune 500 firm and accredited author Charles A. Coonradt Chairman and CEO of The Game of Work and accredited author

4 Jason Corsello Jason Corsello Head of Center of Excellence, Knowledge Infusion Jason Corsello is the Vice President of the Center of Excellence at Knowledge Infusion. Prior to Knowledge Infusion, he was an industry analyst and research director for Enterprise Software and Service Delivery Strategies at Yankee Group. He is a recognized thought leader in human capital management, workforce transformation, and business process outsourcing and a graduate of the School of Business Administration at the University of San Diego.

5 On the Menu Today Talent and Business 2017 Labor Shortage Anyone A New Generation in Play Managing Talent in 2017 Next Generation of Technology

6 People Think They Are Talented Percent of Employees Answering Yes Companies greater than 1000 employees 83% Middle Managers 84% Female 89% Overall 90% Male 91% Age % Companies with under 50 96% employees Executives 97% Most workers believe they are in the top 10% of performers

7 Career Aspirations Are Falling Families and Work Institute (2003). Generation & Gender in the Workplace. New York

8 Younger People Don t Live To Work

9 Only 6% of Boomers Wants to Work Fulltime The Boomers Are Creating the Free Agent Workforce Source: Merrill Lynch New Retirement Survey: A Perspective on the Baby Boomer Generation,

10 Anyplace, Anytime People Working From Home (M) Location for work Home, 35% Office, 35% In Between, 30% In the Office, on the road and at home 24x7 Work will take place in shorter chunks, down from months to weeks

11 The Hollywood Model Will Dominate the Broader Business World Each project puts together the people needed to produce the desired result and once the movie is in the can the team disappears. Today the construction company, information technology project team, and the Hollywood production industry share this common characteristic. This e-lance company was considered 25% of the U.S. workforce in 2003 (Malone, 2004). Malone, Thomas W. (2004). The Future of Work. Boston: Harvard Business School Publishing.

12 Companies Live Shorter than Lifelong Tenures Business life spans is on average 14 years CEOs average tenure is only four years Product lifecycles have shrunk by 70% or more In the next decade, we expect the survival rate to approach only one-in-four, as major global forces accelerate the pace of change. Zook (2007). unstoppable. Boston: Harvard Business School Publishing

13 Executives Will Spend a Lot of Time on Talent Development Once only a concern to human resources (HR)departments, it is now among CEOs' most pressing responsibilities, taking more than 20 percent of their time. Economist Intelligence Unit, May

14 What Was Said about the Information Age 33 years Ago Collaboration The firm is no longer viewed as a group of independent islands competing internally for information among departments of the organization, instead they share the same information Drucker, Peter. (1974). Management. New York: Harper and Row Publishers Global Supply and Demand of goods, services AND TALENT

15 Predicting the Labor Gap in 2017 Key Factors Rapidly retiring boomers Rise of global market economies (and workforces) New demands of the millennial generations Shortage of skilled, specialized workers Source: Employment Policy Foundation analysis and projections of Census, Bureau of Labor Statistics, and Bureau of Economics Analysis data

16 Less People in the Workforce Generations whose members are alive today by year of birth (in millions) 5 U.S. population alive today (in millions) Greatest + Eisenhower Generations Baby Boom Generation Generation X Generation Y Source: Based on data from the U.S. Census Bureau, 2000; U.S. Census Bureau, International Data Base, July 2003

17 What to Expect in 2017 Current State Increasing Global Demand Industrialized Country Declining Birth Rates/Aging Insufficient Educational Output in Critical Skills Areas Age-Driven Workforce Attrition Future State Increasing Global Supply New Industrialized Countries Emerge Specialized Education for Critical Skills Age-Driven, Managed Workforce Attrition

18 The Evolution of HR & Talent by Talent Sources Focused on External Talent Focused on Internal Talent Focused on global free agent pools Organizations Hierarchy Matrix Department of One View of Talent Talent mgmt supports job requirements Talent mgmt aligned with bus. outcomes Talent mgmt drives business strategy

19 Driving Forces for HCM Technology Content Enterprise 2.0 Entersumer Content in Context Give me what I need when I need it Performance Optimization and Prescriptive Analytics Relevant output that helps drive the business

20 Demand for Talent is Always Now

21 The Hollywood Model in Play

22 Talent Looking for a Gig Source: Facebook, September 21, 2007

23 Cloning Your Stars Remember Dolly?

24 So What Is the Fit and Where are My Candidates Located?

25 Message From HR that is Focused on the Individual

26 Dora Exploring Her Opportunities

27 What Am I missing?

28 Time to Productivity or Onboarding Efficiency

29 Knowing Is the Foundation For Planning

30 Talent Management And Overall Business Performance

31 Data Input Has to be Easy and Fun

32 Hierarchical or Project Based Alignment

33 Back to Basics: Find Your Colleague

34 Thank You Q&A