Talent Management and Leadership in the Mid-Market Charting a Course for Change

Transcription

1 Talent Management and Leadership in the Mid-Market Charting a Course for Change

2 Our Journey Today Potential Benefits of Increasing Talent Management Maturity Five Critical Drivers of High-Impact Leadership Denise Moulton Mid-Market Research Leader Bersin by Deloitte Deloitte Consulting LLP Opportunities for your Organization Join the Conversation on Priyanka Mehrotra Research Analyst Bersin by Deloitte Deloitte Consulting LLP Copyright 2017 Deloitte Development LLC. All rights reserved. 2

3 How do leaders think about the future of work? Copyright 2017 Deloitte Development LLC. All rights reserved. 3

4 2017 Human Capital Trends by Importance Mid-Market Organizations 87% 84% 81% 80% 74% 74% 74% 67% 65% 61% Organization of the Future Employee Experience Talent Acquisition Careers and Learning People Analytics Performance Management Leadership Diversity and Inclusion Digital HR New Rewards Important/Very Important Source: 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age. Note: Ratings for The augmented workforce and Robotics, cognitive computing, and AI both relate to the broader trends on The future of work discussed in this report. Copyright 2017 Deloitte Development LLC. All rights reserved. 4

5 Potential Benefits of Increasing Talent Management Maturity Copyright 2017 Deloitte Development LLC. All rights reserved. 5

6 Why Focus on 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 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 Copyright 2017 Deloitte Development LLC. All rights reserved. 6

7 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 Business Assessing and selecting the right candidates 2.4 times more likely 3.2 times more likely 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 Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. 7

8 Talent Management Findings: Mid-Market 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 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 Are starting to establish and improve their relationship with talent in the organization Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. 8

9 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 Copyright 2017 Deloitte Development LLC. All rights reserved. 9

10 Focus on Developing a Culture of Leadership and Learning Build the leadership pipeline from within Invest in development programs 32 % organizations in our survey do not foster a culture of leadership & learning Maintain a business-aligned leadership strategy Define critical behaviors of nextgeneration leaders Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016 Integrate leadership across talent practices Copyright 2017 Deloitte Development LLC. All rights reserved. 10

11 Build a Systemic Relationship With Talent Copyright 2017 Deloitte Development LLC. All rights reserved. 11

12 Five Critical Drivers of Leadership Maturity Copyright 2017 Deloitte Development LLC. All rights reserved. 12

13 Leadership Capability Gap is Widening Organizational Culture Cultural elements, such as knowledge-sharing, risk-taking, and having a strong culture and company identity in place Designed Leadership Leadership programs, collaboration between HR and business leaders, and the integration of leadership development with other talent management processes Organizational Design Structural elements, such as the way leaders are enabled by internal systems or processes to make decisions and collaborate Source: High-Impact Leadership: Leadership Maturity in Mid-Market Organizations, Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, Copyright 2017 Deloitte Development LLC. All rights reserved. 13

14 Five Critical Drivers of Leadership Maturity 1) Communicating the leadership model 2) Exposure as a learning method 3) HR and business collaboration 4) Knowledge-sharing 5) Risk-taking Source: High-Impact Leadership: Leadership Maturity in Mid-Market Organizations, Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, Copyright 2017 Deloitte Development LLC. All rights reserved. 14

15 Communicating the Leadership Model Current State Call to Action Ensure alignment among executives for the leadership model Base all leadership development opportunities on the leadership model Use the model to assess and identify leaders to ensure leadership expectations are understood Source: High-Impact Leadership: Leadership Maturity in Mid-Market Organizations, Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, Copyright 2017 Deloitte Development LLC. All rights reserved. 15

16 Promoting Exposure as a Learning Method Facilitate targeted opportunities for leader networking Embed coaching, mentoring, and sponsorship opportunities into leader development efforts Collect relevant client feedback and how it can support leadership growth efforts Foster a culture of regular feedback and feedforwards Source: High-Impact Leadership: Leadership Maturity in Mid-Market Organizations, Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, Copyright 2017 Deloitte Development LLC. All rights reserved. 16

17 Strengthening Human Resources and Business Collaboration 18 percent organizations report that business and HR leaders work closely together on leadership growth activities Secure a seat at the table Develop leadership strategy together Customize offerings which require leader involvement Work across the corporate ecosystem HR Guy Biz Gal Source: High-Impact Leadership: Leadership Maturity in Mid-Market Organizations, Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, Copyright 2017 Deloitte Development LLC. All rights reserved. 17

18 Encouraging Frequent Knowledge Sharing & Risk Taking 18% mid-market organizations regularly participate in knowledge-sharing or risk-taking Knowledge-Sharing Risk-Taking May be emphasized through practices, such as sharing stories about company history, new innovations, or relevant customer feedback The means by which employees have regularly shared discussions to explore new concepts and ideas Source: High-Impact Leadership: Leadership Maturity in Mid-Market Organizations, Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, Copyright 2017 Deloitte Development LLC. All rights reserved. 18

19 Prepare for the Future 19

20 Chart Your Course How do I create and deploy integrated talent strategies across the business? How should I plan to engage and develop new talent to enable the business of today and tomorrow? How can I build an agile HR function that can scale (up or down) to business needs based on business cycles? How do I optimize the right blend of exposure and experiences? Copyright 2017 Deloitte Development LLC. All rights reserved. 20

21 The future of work is here, and it s our job to deal with it. We should design our HR functions to empower people and enhance the employee experience. Copyright 2017 Deloitte Development LLC. All rights reserved. 21

22 The choice is yours Are we ready to incorporate the disruptions in talent management and leadership? Do we have the right people resources ready to deploy to meet the changes head on? How do we make this happen? Governance? Organization? Mindset? Copyright 2017 Deloitte Development LLC. All rights reserved. 22

23 Copyright 2017 Deloitte Development LLC. All rights reserved. 23

24 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 2017 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited