Collaborative Solutions

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Alban Copeland
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1 Collaborative Solutions Workshop Facilitated by Robert Danna, Executive Vice President and Chief Operating Officer Bersin & Associates HRO Summit Europe 2011 Barcelona, Spain November 3, 2011 Copyright 2011 Bersin & Associates. All rights reserved.

2 The New Workforce and New Workplace The Borderless Workplace W O R K F O R C E W O R K P L A C E Multi-Generational Interconnected Global Dynamic Interconnected Performance-driven Mobile New Leadership Transient New Models for Career More Specialized Employee New Models for L&D Mentor Partner Candidate Customer Peer Manager Copyright 2011 Bersin & Associates. All rights reserved. Page 2

5 Trends in the Business Environment New Challenges: Innovation, Globalization, Growth, Expansion What Are Your Organization s Top Business Challenges? Financial pressure to cut costs Severe business downturn Competitive threats Need to Accelerate Innovation +50% Increase Declining margins Diminished access to capital New top management team Launching new products and services +80% Increase Global expansion +100% Increase Acquisition or mergers Rapid business growth +150% Increase 0% 10% 20% 30% 40% 50% 60% 70% Bersin & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, Dec May 2009 Copyright 2011 Bersin & Associates. All rights reserved. Page 5

6 Themes for 2012 Understanding GLOBAL CULTURAL ISSUES and impact on L&D and talent programs in China, eastern Europe Developing countries in South America and East, Japan, Western Europe, Canada Assessing and improving LEARNING CULTURE and empowerment to improve innovation, organizational engagement, performance, and leadership DEEP SPECIALIZATION and re-skilling among workers with deficient skills in professional and technical roles (Academies). FORMALIZING INFORMAL LEARNING thru development planning, career models, coaching, talent mgt, and building new learning architectures for major L&D programs TRANSFORMING L&D into an enabler of learning, not only a developer and deliverer of learning REDEFINING THE PERFORMANCE MANAGEMENT PROCESS to teach managers how to embrace new workforce values and employment drivers, driving performance, engagement, and alignment Giving HR LEADERS the tools they need to align with top executives, support executive succession and coaching, and push HR strategies into the ownership of business leaders. STRUCTURING HR to move to a business-aligned model which participates in and supports all major business initiatives and plans for the future workforce needs. (High-Impact HR Program) RE-SKILLING HR AND L&D PROFESSIONALS to understand the new models of learning, leadership, talent mobility, and drive a high-performance model for HR and L&D business partners UNRAVELING 20 YEARS OF HR SOFTWARE INFRASTRUCTURE as TM systems take over infrastructure, and understanding how to best select, architect, and implement TM systems Understanding best-practices in GLOBAL HR OPERATIONS to reduce costs and outsource critical infrastructure and self-service support ENGAGING YOUNGER WORKERS in the new customized career models and work environment Identified MODERNIZED MODELS OF LEADERSHIP in a globalized, multi generational, culturally diverse organization. Replacing succession management with a dynamic process for TALENT MOBILITY from employment through retirement, including transparent development, high potential and retention strategies RE-ENGINEERING OF THE EMPLOYMENT CONTRACT to deal with part time, contract workers, aging workers, alumni, and young workers REDEFINING EMPLOYMENT BRAND as a core focus on fit, marketing, and social networked based recruiting, and building an extended employment brand for recruiting and alumni RE-ENGINEERING SOURCING AND RECRUITING to deal with social networking and new assessment, profiling, interviewing tools Copyright 2011 Bersin & Associates. All rights reserved. Page 6

7 Learning Culture The collective set of organizational values, conventions, processes and practices that influence and encourage individuals and the organization to continuously increase knowledge, competence and performance. Copyright 2011 Bersin & Associates. All rights reserved. Page 7

High-Impact Learning Culture Model Learning Culture Business Outcomes Building Trust Encouraging Reflection Demonstrate Learning s Value Enabling Knowledge Sharing Empowering Employees Formalizing

8 High-Impact Learning Culture Model Learning Culture Business Outcomes Building Trust Encouraging Reflection Demonstrate Learning s Value Enabling Knowledge Sharing Empowering Employees Formalizing Learning As Process Learning Agility Innovation Employee Productivity Leadership Ability to Learn Motivation to Learn Customer Satisfaction Customer Responsiveness Acquisition + Application of Knowledge and Skills Customer Input Cost Structure Time to Market 40 Practices of a High-Impact Learning Culture Market Share Workforce Expertise Copyright 2011 Bersin & Associates. All rights reserved. Page 8

9 Bersin & Associates Best Practice Enterprise Learning Framework Systems Customer Education Project and Process Customer Service Onboarding Career Leadership Sales IT Skills Channel Training Product Knowledge Compliance Technical Professional Learning Programs Jobs Roles Competencies Proficiencies Preferences Demographics Geographies Business Problems Audiences & Environment Informal Learning Architecture Embedded Performance Support Feedback Rotational Assignments After Action Reviews Quality Circles Planning Social Wikis, Blogs, Forums Expert Directories Social Networks Communities of Practice Conferences &Colloquium Coaching & Mentoring On-Demand E-Learning Search Books, Articles Videos Podcasts Learning/Knowledge Portals Formal Instructor Led Training Virtual Classroom Games Simulations Testing & Evaluation E-Learning Approaches Measurement & Evaluation Business Intelligence Change Community Content Program Information Architecture Knowledge Performance Consulting Instructional Designs Disciplines Reporting and Analytics Performance Support Assessment Rich Media Collaboration Measurement Sustems Virtual Classroom Search, Tagging Mobile Social Networking Content Content LMS, LCMS Learning Portals Talent Mgt. Systems Tools & Technology Employee Feedback Innovation Programs Performance and Talent Planning Executive Support Culture Copyright 2011 Bersin & Associates. All rights reserved. Page 9 Organization, Governance, and Learning from Mistakes Mentoring and Knowledge Sharing Customer Listening Knowledge Sharing Learning integrated With Business Planning

10 Organizations with a Strong Learning Culture Significantly Outperform their peers Innovation Productivity Time to Market Quality Skills for the Future Profitability 46% 37% 34% 26% 58% 17% more likely to be first to market greater employee productivity better response to customer needs greater ability to deliver quality products more prepared to meet future demand more likely to be market share leader Copyright 2011 Bersin & Associates. All rights reserved. Page 10

12 Integrated Talent Global Recruiting Efficiency and Effectiveness Sourcing & Recruiting 2 3 Performance management Team alignment Pay equity Managerial expertise Future planning Scenarios Business level talent plans Gap and risk analysis 1 Talent Strategy & Planning HR Systems & Metrics Competency 4 Learning & Deep expertise Generational evolution Productivity Career 7 5 Effective pay equity and efficiency Comparative pay analysis Pay for performance Compensation 6 Leadership Succession planning New leadership models and needs Total talent mobility Talent pools and segments Copyright 2011 Bersin & Associates. All rights reserved. Page 12

13 New Skills for L&D Shift in focus from developing content to enabling learning Portfolio Manager Performance Consultant Talent Expert Content Manager (Media) Community Manager (Interactions) Content Standards Arranging Authoring content Tools Publishing Content System(s) and editing Teaching Publishing people Tools to publish Information Architecture Community Moderating Sharing Guidelines Facilitating Cultural Reinforcement Rewarding Rewards and contributors Feedback Monitoring and Standards Employee Driver of Culture and Connection Manager (Directories) Integrating systems Interface to IT standards Creating the Expert Directory Copyright 2011 Bersin & Associates. All rights reserved. Page 13

High-Impact Learning Practices HILP High-Impact Learning Culture HILC Talent

14 Bersin s Research on High-Impact L&D and Talent High-Impact Talent HITM High-Impact Learning Organization HILO High-Impact Learning Measurement HILM High-Impact Learning Practices HILP High-Impact Learning Culture HILC Talent Factbook The Corporate Learning Factbook Copyright 2011 Bersin & Associates. All rights reserved. Page 14