High Impact Talent Management Designing the Mature Talent Organization
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1 High Impact Talent Management Designing the Mature Talent Organization Stacia Sherman Garr Vice President, TM & HR Research, Bersin by Deloitte, Deloitte Consulting LLP Candace Atamanik Manager, TM Research, Bersin by Deloitte, Deloitte Consulting LLP
2 1 Copyright 2016 Deloitte Development LLC. All rights reserved. Source: istock Photos A focus on both FUNCTION and FEEL
3 What does the well-designed organization look like? How does it combine FUNCTION and FEEL? 2 Copyright 2016 Deloitte Development LLC. All rights reserved.
4 Mature Talent Organizations: Top Two Levels The New Talent Management (TM) Maturity Model Level 4 Inclusive Talent System 10% Level 3 Managed Talent Relationships 19% Level 2 Bersin by Deloitte Level 1 Critical Talent Growth Essential Talent Activities 59% 12% 3 Copyright 2016 Deloitte Development LLC. All rights reserved. Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.
5 Mature Organizations Excel at Nine Different Factors These Group into Three F Factors uture unction eel 4 Copyright 2016 Deloitte Development LLC. All rights reserved.
6 Future Factor Focus on the Future First 1. Clear talent strategy 2. Middle managers communicate strategy 3. Integration: leadership development, career management, talent analytics, D&I Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin 5 Copyright by Deloitte 2016 / Stacia Deloitte Sherman Development Garr, Candace LLC. All Atamanik, rights reserved. David Mallon, October 2015.
7 Function Factors Fix Four Foundational Factors Organizational structure Sourcing and selecting Procedural fairness Performance management Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin 6 Copyright by Deloitte 2016 / Stacia Deloitte Sherman Development Garr, Candace LLC. All Atamanik, rights reserved. David Mallon, October 2015.
8 Feel Factors Find a Formula for Fulfilment Culture of leadership and learning Leader growth deeply integrated with TM practices, targeted investments in critical talent segments, culture of learning Systemic relationship with talent Technology systems, processes, and practices to ensure two-way understanding and communication Strategic D&I t D&I aligned to business outcomes, integrated into strategic talent activities, senior leaders held accountable Embedded D&I D&I integrated into learning, performance management, and succession management Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin 7 Copyright by Deloitte 2016 / Stacia Deloitte Sherman Development Garr, Candace LLC. All Atamanik, rights reserved. David Mallon, October 2015.
9 What Prevents Organizations from Effectively Designing and Implementing Feel Factors? It May Not Be What You Expect Stakeholder involvement Inadequate Resources Execution Failure 8 Copyright 2016 Deloitte Development LLC. All rights reserved.
10 Design Thinking: Defined A methodology for innovation that combines creative and analytical approaches and requires collaboration across disciplines. ~Stanford d.school Human- Centered Collaborative Optimistic Experimental 9 Copyright 2016 Deloitte Development LLC. All rights reserved. Features of Design Thinking
11 Five Steps in the Design Thinking Methodology 1. Empathize 2. Define 3. Ideate 4. Prototype 5. Test 10 Copyright 2016 Deloitte Development LLC. All rights reserved.
12 1. Empathize: Use Empathy to Fully Understand Business Leaders and their Teams 11 Copyright 2016 Deloitte Development LLC. All rights reserved.
13 2. Define: Develop a Point of View on the Challenge To Be Solved 12 Copyright 2016 Deloitte Development LLC. All rights reserved.
14 3. Ideate: Generate Diverse Solutions 13 Copyright 2016 Deloitte Development LLC. All rights reserved.
15 4. Prototype: Develop Multiple Low-Cost Physical Options 14 Copyright 2016 Deloitte Development LLC. All rights reserved.
16 5. Test: Create a High-Quality Version and Obtain Feedback 15 Copyright 2016 Deloitte Development LLC. All rights reserved.
17 General Motors: Using Design Thinking to Drive Engagement 16 Copyright 2016 Deloitte Development LLC. All rights reserved. Source: istock Photos
18 How Could You Use Design Thinking on a Feel Factor at Your Organization? Remember, the Four Feel Factors Are Culture of leadership and learning Systemic relationship with talent Strategic D&I Embedded D&I 17 Copyright 2016 Deloitte Development LLC. All rights reserved.
19 Where to Start? 1. Review your talent strategy and ensure business strategy alignment 2. Determine feel factors that are priorities for your organization 3. Identify a team willing to experiment with design thinking 18 Copyright 2016 Deloitte Development LLC. All rights reserved.
20 Top Takeaways Mature talent organizations have a different relationship with talent than less mature organizations Mature organizations excel at nine factors that focus on the future, functionality, and feel of the organization to leaders and employees Design thinking is a tool organizations can use to better target talent management investments to employees needs 19 Copyright 2016 Deloitte Development LLC. All rights reserved.
21 20 Copyright 2016 Deloitte Development LLC. All rights reserved. Source: Wikimedia Commons. Candy Red Tesla Model 3.jpg: Steve Jurvetsonderivative work: Mariordo (Mario Roberto Durán Ortiz) - This file was derived from Candy Red Tesla Model 3.jpg:, CC BY 2.0,
22 Thank You Stacia Sherman Garr Candace Atamanik
23 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
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