High-Impact Talent Management in the Mid-Market November 30, 2016

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1 High-Impact Talent Management in the Mid-Market November 30, 2016

2 Today s Agenda & Presenters Talent management challenges midmarket organizations face today How mid-market organizations can apply our findings to help increase talent management maturity Denise Moulton Mid-Market Research Leader Bersin by Deloitte Deloitte Consulting LLP Introducing BersinWorks resources and tools Upcoming Research & Questions Join the conversation on Rikard Bandebo Vice President Product Management Bersin by Deloitte Deloitte Consulting LLP

3 Talent Management Challenges Mid-Market Organizations Face Presentation title 3 [To edit, click View > Slide Master > Slide master1]

4 Why Focus on Mid-Market 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 be able to remain competitive, midmarket 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

5 Top Findings: Mid-Market versus Global 2000 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 Tend to perform exceptionally well in performance management and goalsetting, and have an appraisal process that is perceived as fair and consistent 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

6 Increasing Talent Management Maturity Presentation title 6 [To edit, click View > Slide Master > Slide master1]

7 B e r s i n b y D e l o i t t e The Talent Management Maturity Model Mid-Market Organizations vs. Global 2000 Organizations Level 4 Inclusive Talent System Level 3 Managed Talent Relationships Level 2 Critical Talent Growth Level 1 Essential Talent Activities Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016

8 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

9 Prioritize the Creation of Integrated Talent Strategies Talent Strategy refers to the interlocking decisions related to key talent that enable the organization to most effectively execute its business strategy. Importantly, those decisions provide a framework for determining in which talent activities the organization will and will not engage Current State of Talent Strategy in Mid-Market Activities That May Be Influenced by Talent Strategy Source: Talent Strategies in the Mid-Market: Why They Matter Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, October 2016

10 Getting Started with Talent Strategy Where is the business going / growing? What are the talent outcomes we need to support the growth? Which talent activities are must-haves to help us achieve the desired talent outcomes? (high priority) Which talent activities are nice-to-haves to help us achieve the desired talent outcomes? (low priority) Do business leaders understand and agree upon the necessary talent outcomes, and the high- and low-priority talent management activities? Source: Talent Strategies in the Mid-Market: Why They Matter Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, October 2016

11 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

12 Continue to Build a Systemic Relationship With Talent Consistent Communication Encouraged Innovation Strategic TA Governance Networked Community HR Technology Source: High-Impact Talent Management: Talent Management Maturity in Mid-Market Organizations Bersin by Deloitte, Deloitte Consulting LLP / Denise Moulton, September 2016

13 Introducing BersinWorks Presentation title 13 [To edit, click View > Slide Master > Slide master1]

14 BersinWorks TM Empowering mid-market HR teams to achieve business results BersinWorks is a comprehensive, researchbased membership that helps companies transform their talent organizations to meet the increasing challenges of the digital HR landscape. Market-Leading Research Benchmarking and Tools Job Aids and Templates Member Advisory Services Networking and Events Blueprints

15 BersinWorks Talent Management Resources High-Impact Talent Management Research Talent Management Online Rapid Assessments and Job Aids Level 4 Charting the Course to Talent Management Level 3 Level 2 Level 1 Talent Management Maturity Diagnostics Blueprints

16 BersinWorks Fast and Easy Access to Valuable Resources A curated web experience helps you easily find the newest research and tools and integrate them into your daily work activities Typical benefits: Fast, dynamically-presented access to the most relevant and valuable resources based on your role, challenges and experience Easy access to the latest events, research, and community conversations by practice area Mobile-responsive enables you to find content where and when you need it

17 Employee Experience Dashboard Typical benefits: Capture real-time feedback about your unique drivers of employee attraction, engagement, and retention Measure engagement across the continuum of employee experience Benchmark against your peer organizations Gain insights in real time that are important to your leaders Employee Engagement Action Planning: Active members can gain additional insights with an online session facilitated by a member advisor

18 HR Math Calculators Online Rapid Assessments Cost of Turnover Leadership Bench Typical benefits: Talent Management Talent Acquisition Gain insights into the efficiencies and effectiveness of your HR programs and processes with easy-to-use online calculators For example, discover the cost of turnover or measure bench strength Support your business case presentations Eliminate the need for manual calculations Present your calculations in understandable graphical formats Typical benefits: Identify areas of strength and opportunity Understand your performance against your peers Deepen understanding of Bersin by Deloitte s associated maturity models and research Take self-service assessments when it fits your schedule

19 BersinWorks value proposition Inform your decision-making and identify, prioritize and address your key organizational challenges Informed Decision Making Typical benefits: Help your team improve its people management knowledge through mid-market focused research content Learn how other midsize companies have achieved good and great through our comprehensive case studies Keep on top of emerging trends that may impact your organization through our Challenge Spotlights research Comprehensive Problem Solving Typical benefits: Identify and prioritize initiatives with our Online Rapid Assessments and Maturity Diagnostic services Quickly launch new hire, engagement and exit surveys and get real-time results with the Employee Experience Dashboard Undertake strategic planning initiatives with confidence using business case templates and the guidance of Bersin Blueprints

20 Upcoming Research & Questions Presentation title 20 [To edit, click View > Slide Master > Slide master1]

21 What s Next for Mid-Market Research Talent Acquisition Mid-Market HR Tech High-Impact Human Resources High-Impact Diversity & Inclusion High-Impact People Analytics

22 Questions Rikard Bandebo Vice President Product Management Bersin by Deloitte Deloitte Consulting Denise Moulton Mid-Market Research Leader Mid-Market Research Bersin by Deloitte Deloitte Consulting

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. Member of Deloitte Touche Tohmatsu Limited

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