Building a Business Case for Talent Analytics
|
|
- Winifred Wright
- 6 years ago
- Views:
Transcription
1 Building a Business Case for Talent Analytics Karen O Leonard, VP, Analytics & Benchmarking Research Sally-Ann Cooke, Research Analyst, HCM Technology Research
2 Contents Why companies are investing in talent analytics Structuring a business case for talent analytics Presenting the business case? Q&A 1 Building a Business Case for Talent Analytics
3 What Drives the Need for Analytics The Push The next great frontier Something everyone needs to do to keep up Critical for cost savings A component of operational life (i.e., dashboards, scorecards, metrics) Something the CFO is pushing Why Now? Widespread adoption of HR management systems and the advent of cloud storage Software is now more affordable and readily available The real catalyst for talent analytics is to improve talent and business outcomes. 2 Building a Business Case for Talent Analytics
4 Talent Analytics is Getting Investment 33% 31% Hired additional staff for measurement and analytics 33% 31% Invested in a data warehouse 33% 19% Purchased data analysis tools Source: High-Impact Talent Analytics, Bersin by Deloitte, Building a Business Case for Talent Analytics
5 Talent Analytics Pays Off HR organizations using predictive analytics are: 2X more likely to improve their recruiting efforts Generating 30% higher stock returns than the S&P 500 over the last 3 years 2X more likely to improve their leadership pipelines 3X more likely to realize cost savings and efficiency gains Source: High-Impact Talent Analytics, Bersin by Deloitte, Building a Business Case for Talent Analytics
6 Structuring the Business Case 5 Building a Business Case for Talent Analytics
7 Structuring the Business Case 6 Building a Business Case for Talent Analytics
8 What Keeps Executives Up at Night 7 Building a Business Case for Talent Analytics
9 Identifying Stakeholders Types of Stakeholders Sponsor or Champion Example Increased Absenteeism Example of Stakeholders Line Managers, COO Decision-Makers High Turnover CEO, CHRO, Line Managers Beneficiaries System Consolidation CIO People or Groups Impacted by Your Solution Critical Skills Gaps High Benefit Costs CEO, CHRO, Line Managers CFO, CHRO Labor Law Changes Legal Counsel Environmental Emergencies Health & Safety, COO 8 Building a Business Case for Talent Analytics
10 Structuring the Business Case 9 Building a Business Case for Talent Analytics
11 Define the Solution Know what you have Consider alternatives Detail the solution Account for dependencies Account for risks 10 Building a Business Case for Talent Analytics
12 Detail the Solution: Considerations Where will the solution be used? In what offices or facilities? In how many countries? Does the solution build upon your current resources and/or infrastructure? How quickly does the solution need to be in place? Will we roll it out over time or all at once? How should we measure the solution s effectiveness? 11 Building a Business Case for Talent Analytics
13 Alternatives for Technology Implementation Enhancing Existing Systems Can you upgrade or enhance your existing systems to better fit your needs? What are the costs of and resources available for that alternative? Obtain a Less Costly System Is there a less-expensive option, and what are the pros and cons of that choice? Implement a Segment-by- Segment Rollout versus an Enterprisewide Approach What if your proposal is approved, but on a smaller scale? Do Nothing What will be the impact on the organization be if your business case is not funded and you continue in your current state? 12 Building a Business Case for Talent Analytics
14 Example: Comparison of Options Source: Bersin by Deloitte, Building a Business Case for Talent Analytics
15 Example: Comparison of Preferred Choice vs. Do Nothing Option Source: Bersin by Deloitte, Building a Business Case for Talent Analytics
16 Structuring the Business Case 15 Building a Business Case for Talent Analytics
17 Typical Types of Costs Technology/Tools costs Headcount costs Overhead costs Training costs Testing (Sandbox) costs Hiring costs + onboarding Allocated time for current staff New analytic-specific software Upgraded modules of existing software Hardware New or revised facilities 16 Building a Business Case for Talent Analytics
18 Example of Costs Source: Bersin by Deloitte, Building a Business Case for Talent Analytics
19 Provide Assumptions for Costs 18 Building a Business Case for Talent Analytics
20 Structuring the Business Case Identify the Business Issues and Stakeholders Define the Solution Identify Costs Quantify Impact Present the Business Case Identify issues impacting the business Identify stakeholders and constituents Articulate in ways that engage the key stakeholders Know what you have Consider alternatives Detail the solution Account for dependencies Account for risks Gather costrelated information Engage stakeholders to guide cost calculations Provide assumptions and benchmarks for costs Identify expected benefits Quantify the benefits Identify intangible benefits Know the competing projects Meet with the deciders prior to the business case presentation Be able to tell your story in 15 minutes or less If Benefits > Costs over a given time period, you have a compelling business case! 19 Building a Business Case for Talent Analytics
21 Examples of Benefits 20 Building a Business Case for Talent Analytics
22 Example Quantifying the Benefits Reducing voluntary attrition among critical roles Cost Savings: Hard Costs Cost Savings: Soft Costs Hard Costs Soft Costs Recruiting and hiring costs per employee $20,000 Time to source / identify new candidate 10 days Training and orientation costs per employee Total hard costs per lost employee $ 8,000 $28,000 Time to recruit new candidate Time to train/develop in year 1 Total 50 days 20 days 80 days 16 wks (80 days) x $2,000/wk $32,000 Time to reach productivity $16,000 Total soft costs per employee $48, Building a Business Case for Talent Analytics
23 Example Quantifying the Benefits Reducing voluntary attrition among critical roles Cost Savings: Hard Costs Cost Savings: Soft Costs Hard Costs Soft Costs Recruiting and hiring costs per employee $20,000 Time to source / identify new candidate 10 days Training and orientation costs per employee Total hard costs per lost employee $ 8,000 $28,000 Time to recruit new candidate Time to train/develop in year 1 Total 50 days 20 days 80 days Total Cost of Voluntary Turnover Per Lost Employee Hard Costs $28,000 Economic (Soft) Costs $48,000 Total $76,000 per lost employee 16 wks (80 days) x $2,000/wk $32,000 Time to reach productivity $16,000 Total soft costs per employee $48, Building a Business Case for Talent Analytics
24 Example Quantifying the Benefits Reducing voluntary attrition among critical roles Cost Savings: Hard Costs Cost Savings: Soft Costs Hard Costs Soft Costs Recruiting and hiring costs per employee $20,000 Time to source / identify new candidate 10 days Training and orientation costs per employee Total hard costs per lost employee $ 8,000 $28,000 Time to recruit new candidate Time to train/develop in year 1 Total 50 days 20 days 80 days Total Cost of Voluntary Turnover Per Lost Employee Hard Costs $28,000 Economic (Soft) Costs $48,000 Total $76,000 per lost employee 16 wks (80 days) x $2,000/wk $32,000 Time to reach productivity $16,000 Total soft costs per employee $48,000 Cost of Voluntary Turnover to Organization 1% Voluntary Turnover Rate X 30,000 employees X $76,000 cost per employee Total Cost $22.8M This organization stands to save $22.8 million for every 1 point decrease in their voluntary turnover rate 23 Building a Business Case for Talent Analytics
25 Example: Changing Time Allocation Source: Large Financial Services Institution, Building a Business Case for Talent Analytics
26 Structuring the Business Case Identify the Business Issues and Stakeholders Define the Solution Identify Costs Quantify Impact Present the Business Case Identify issues impacting the business Identify stakeholders and constituents Articulate in ways that engage the key stakeholders Know what you have Consider alternatives Detail the solution Account for dependencies Account for risks Gather costrelated information Engage stakeholders to guide cost calculations Provide assumptions and benchmarks for costs Identify expected benefits Quantify the benefits Identify intangible benefits Know the competing projects Meet with the deciders prior to the business case presentation Be able to tell your story in 15 minutes or less 25 Building a Business Case for Talent Analytics
27 Presenting the Business Case Are your ducks in a row? State the problem or business opportunity Describe the solution Identify possible risks, dependencies, and assumptions Quantify the benefits / impact Provide cost details Provide a brief summary 26 Building a Business Case for Talent Analytics
28 Potential Hazards Not aligned with a corporate goal Solution not clearly defined Lack of a champion or sponsor Benefits not defined in business terms Stakeholders not well informed or supportive Costs not well-defined or validated 27 Building a Business Case for Talent Analytics
29 Small Steps Build the foundational elements: Know your data, resources & infrastructure Implement a few small, successful projects Identify other stakeholders for a collaborative first project 28 Building a Business Case for Talent Analytics
30 Resources Available to Members at Reports Show Me the Money: How to Secure Funding for Your Talent Analytics Business Case High-Impact Talent Analytics Getting Started with Talent Analytics Five-Star Data Quality Tools Business Case Template for Talent Analytics Word and PowerPoint Talent Analytics Maturity Model Talent Analytics Maturity Assessment Talent Analytics Framework Recordings Analytics Driving Action HR Analytics for Driving People Strategies Making Better Decisions: Data, Big Data, and You Driving to World-Class Talent Analytics 29 Building a Business Case for Talent Analytics
31 Thank You! Karen O Leonard Bersin by Deloitte Deloitte Consulting LLP koleonard@deloitte.com Sally-Ann Cooke Bersin by Deloitte Deloitte Consulting LLP sacooke@deloitte.com
32 This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. 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. 31 Building a Business Case for Talent Analytics
33 About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member f irms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also ref erred to as Deloitte Global ) does not provide services to clients. Please see for a detailed description of DTTL and its member firms. 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. 36 USC Member of Deloitte Touche Tohmatsu Limited
High-Impact Talent Management in the Mid-Market November 30, 2016
High-Impact Talent Management in the Mid-Market November 30, 2016 Today s Agenda & Presenters Talent management challenges midmarket organizations face today How mid-market organizations can apply our
More informationFour faces of the CFO
Four faces of the CFO CFOs play four critical roles Catalyst Catalyze behaviors across the organization to execute strategic and financial objectives while at the same time creating a risk intelligent
More information2017 NASC Annual Conference SESSION G: Postmodern ERP: Back to The Future
Postmodern ERP: Back to the Future Moderator: Jeff Anderson, State Controller, Wisconsin Presenters: Jason Beal, Principal, Deloitte Consulting LLP Uday UK Rao, CIO, Chickasaw Nation, Oklahoma March 16,
More informationPeople analytics: Actionable insights are the new mandate The Dbriefs HR Executives series
People analytics: Actionable insights are the new mandate The Dbriefs HR Executives series Lisa Disselkamp, Managing Director, Deloitte Consulting LLP David Fineman, Specialist Leader, Deloitte Consulting
More informationWebcast title in Verdana Regular
Webcast title in Verdana Regular Careers and learning in the digital age The Dbriefs HR Executives series Dani Johnson, VP Learning and Career Research, Bersin by Deloitte, Deloitte Consulting LLP Jennifer
More informationSocial Analytics in Media & Entertainment The three-minute guide
Social Analytics in Media & Entertainment The three-minute guide Social Analytics in Media & Entertainment The three-minute guide 1 Why it matters now Superior business performance in media and entertainment
More informationBoard Bio Leading Practices. Building your Board Bio Pre-Work for Deloitte Workshop
Board Bio Leading Practices Building your Board Bio Pre-Work for Deloitte Workshop Building your story Key questions/areas for consideration Define your brand Why do you want to be on a board? In what
More informationINDUSTRY STUDY. The Definitive Buyer's Guide to the Global Market for Learning Management Solutions 2013
INDUSTRY STUDY The Definitive Buyer's Guide: Learning Solutions 2013 The Definitive Buyer's Guide to the Global Market for Learning Solutions 2013 Janet Clarey, Senior Analyst Katherine Jones, Ph.D., Lead
More informationHelp Wanted Addressing the Skills Gap in US Manufacturing
The Process & Industrial Products series presents: Help Wanted Addressing the Skills Gap in US Manufacturing Craig Giffi, Vice Chairman, Deloitte LLP Ben Dollar, Principal, Deloitte Consulting LLP Gardner
More informationThe BIG question: How can you optimize to drive growth?
The BIG question: How can you optimize to drive growth? While many transformations are undertaken to cut costs or make incremental improvements, growthfocused transformations have the potential to directly
More informationInternal Audit and Technology Sustainable Analytics
Internal Audit and Technology Sustainable Analytics Neil While, Partner, Internal Audit Analytics Deloitte Advisory December 14, 2015 0 The Four Faces of the Chief Auditor 1 Copyright 2015 Deloitte Development
More informationDeloitte s High-Impact HR Operating Model: Business HR. Deloitte Consulting LLP
Deloitte s High-Impact HR Operating Model: Business HR Deloitte s High-Impact HR Operating Model: Business HR The business of Human Resources (HR) is the business HR has a mission: High impact. A new Operating
More informationCFO meets M&A: Value creation in the digital age The Dbriefs Driving Enterprise Value series
CFO meets M&A: Value creation in the digital age The Dbriefs Driving Enterprise Value series Lukas Hoebarth, Principal, Deloitte Consulting LLP Nnamdi Lowrie, Principal, Deloitte Consulting LLP Carina
More informationDeloitte School of Analytics. Demystifying Data Science: Leveraging this phenomenon to drive your organisation forward
Deloitte School of Analytics Demystifying Data Science: Leveraging this phenomenon to drive your organisation forward February 2018 Agenda 7 February 2018 8 February 2018 9 February 2018 8:00 9:00 Networking
More informationReimagining IT: Leading technology organizations into the future The Dbriefs Technology Executives series
Reimagining IT: Leading technology organizations into the future The Dbriefs Technology Executives series Anthony Stephan, Principal, Deloitte Consulting LLP Chris Garibaldi, Principal, Deloitte Consulting
More informationDiversity and inclusion: Why training isn't enough The HR Executive Dbriefs series
Diversity and inclusion: Why training isn't enough The HR Executive Dbriefs series Stacia Sherman Garr, Vice President, Bersin by Deloitte, Deloitte Consulting LLP Candace Atamanik, Research Manager, Bersin
More informationTransformation in the Internal Audit Function Neil White October 5, 2017
Transformation in the Internal Audit Function Neil White October 5, 2017 2017 Deloitte Global Chief Audit Executive (CAE) Forum Key Opportunities Key Insights Deliver advanced analytics and visualization
More informationEffective Learning Through Cases: Examples from the Trueblood Case Study Series
Effective Learning Through Cases: Examples from the Trueblood Case Study Series Maryland Association of CPA s Accounting Education Conference D.J. Gannon January 11, 2013 The Deloitte Foundation sponsors
More informationMid-market technology trends: Leveraging disruption to drive value The Dbriefs Private Companies series Anthony Stephan, Principal, Deloitte
Mid-market technology trends: Leveraging disruption to drive value The Dbriefs Private Companies series Anthony Stephan, Principal, Deloitte Consulting LLP Chris Jackson, Senior Manager, Deloitte Consulting
More informationQuarterly accounting roundup: An update on important developments The Dbriefs Financial Reporting series Robert Uhl, Partner, Deloitte & Touche LLP
Quarterly accounting roundup: An update on important developments The Dbriefs Financial Reporting series Robert Uhl, Partner, Deloitte & Touche LLP Chris Chiriatti, Managing Director, Deloitte & Touche
More informationFinancial Acumen for HR
Financial Acumen for HR Human Capital Management Institute October 23, 2014 Human Capital Management Institute 1 Jeff Higgins Chief Executive Officer Human Capital Management Institute Our Speaker Jeff
More informationCourageous Principals From Insight to Action. Deloitte University, The Leadership Center
Courageous Principals From Insight to Action Deloitte University, The Leadership Center Insight The children in school today are tomorrow s leaders of our businesses, our communities, and our country.
More informationIntegrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013
Integrated Talent Management Presentation University HR Benchmarking Conference 1 November 2013 Introduction Evolution & Challenges of the HR Industry Strategic Talent Management 5 Step Framework for Talent
More informationHeadline Verdana Bold
Headline Verdana Bold About the CEO Program Deloitte s CEO Program is dedicated to the success of CEOs and the companies they lead. We offer innovative insight and immersive experiences to: architect the
More information2017 Deloitte Renewable Energy Seminar Innovating for tomorrow November 13-15, 2017
2017 Deloitte Renewable Energy Seminar Innovating for tomorrow November 13-15, 2017 Building the digital organization of the future Jonathan Moore, Managing Director, Deloitte Consulting LLP Matthew Shepard,
More informationEXECUTIVES are usually hired to drive business. Influencing stakeholders. Executive Transitions. Persuade, trade, or compel
Persuade, trade, or compel By Ajit Kambil EXECUTIVES are usually hired to drive business improvement and not just maintain the status quo. But change can be uncomfortable for existing stakeholders, and
More informationRewriting the rules for talent management and mobility: Insights from Deloitte's 2017 Human Capital Trends Report The Dbriefs Global Mobility, Talent
Rewriting the rules for talent management and mobility: Insights from Deloitte's 2017 Human Capital Trends Report The Dbriefs Global Mobility, Talent & Rewards series Joseph Logudic / Pushp Deep Gupta
More informationRevenue synergies in acquisitions In search of the Holy Grail
Revenue synergies in acquisitions In search of the Holy Grail In search of the Holy Grail Although most deal synergies are anticipated to come from revenue, 1 few acquirers actually achieve more than
More informationA View from the C-Suite: The Value Proposition of Shared and Global Business Services The Conference Board 20th Annual Global Business and Shared
A View from the C-Suite: The Value Proposition of Shared and Global Business Services The Conference Board 20th Annual Global Business and Shared Services November 2016 A View from the C-Suite: The Value
More informationDeloitte Accelerated Value: SaaS innovation for the digital core. Extending the potential of core systems, addressing tomorrow s needs
Deloitte Accelerated Value: SaaS innovation for the digital core Extending the potential of core systems, addressing tomorrow s needs SaaS innovation for the digital core Extending the potential of core
More informationUnderstanding employee engagement after a corporate acquisition A global communications company. EngagePath client spotlight
Understanding employee engagement after a corporate acquisition A global communications company EngagePath client spotlight Situation Following a complex corporate acquisition, a global communications
More informationExtended Enterprise Risk Management
Extended Enterprise Risk Management Driving performance through the extended enterprise October 2015 A network within a network The Extended Enterprise is the concept that an organization does not operate
More informationBelgian report. Global Human Capital Trends 2015 Leading in the new world of work
Belgian report Global Human Capital Trends 2015 Leading in the new world of work Contents Introduction 3 Foreword 4 Top trends in 2015 5 Top challenges 7 Capability gap 8 State of HR 9 Conclusion 10 Belgian
More informationSpotlight on Africa HR and Global Mobility trends and approaches in Africa
Spotlight on Africa HR and Mobility trends and approaches in Africa 1 Economic trends in Africa New investment amongst South African corporations is overwhelmingly directed towards expanding into other,
More informationLeading Talent from the BRIC
Leading Talent from the BRIC In an era of pervasive globalization, organizations are building multidirectional talent networks that are not only geared toward existing markets, but can also power new emerging
More informationPartnering with the business to create a successful self-service analytics framework
Partnering with the business to create a successful self-service analytics framework Times are changing; the evolution of an agile but controlled approach to BI It s widely known that the landscape of
More informationFederal Reserve Guidance on Supervisory Assessment of Capital Planning and Positions for Large Financial Institutions.
Federal Reserve Guidance on Supervisory Assessment of Capital Planning and Positions for Large Financial Institutions January 2016 Overview of guidance on capital planning expectations On December 21,
More informationSecuring Capabilities in the Cloud: Security and Privacy in the Evolution of Cloud Computing
The Dbriefs Technology Executive series presents: Securing Capabilities in the Cloud: Security and Privacy in the Evolution of Cloud Computing Vikram Bhat and Irfan Saif, Deloitte & Touche LLP June 2,
More informationHarnessing the power of GIS
Harnessing the power of GIS Geospatial World Forum May 25, 2016 2 The changing geospatial landscape Historical perspective Copyright 2016 2016 Deloitte Development LLC. LLC. All All rights rights reserved.
More information2015 Global Human Capital Trends Leading in the new world of work. January 2015
2015 Global Human Capital Trends Leading in the new world of work January 2015 Agenda 2015: a year of record numbers 10 Global Human Capital trends Top 5 important issues for Oil & Gas #1 Leadership #2
More informationPresented by David Bischof SIOPSA 2016
The importance and application of Leadership Assessment and Development interventions in the context of current global and local Human Capital trends Presented by David Bischof SIOPSA 2016 Global Human
More informationThe Next Frontier in HR Analytics
BUSINESS ANALYTICS The Next Frontier in HR Analytics Oracle Transactional Business Intelligence Enterprise for HCM Cloud Service Copyright 2014 Oracle Corporation. All Rights Reserved. 2 Analytics are
More informationWelcome to the postmodern era for public sector ERP
Welcome to the postmodern era for public sector ERP Time to update your public sector enterprise resource planning (ERP)? Consider a postmodern strategy to address your unique requirements. Welcome to
More informationSAP S/4HANA Finance The Finance Labs The Art of the Possible
SAP S/4HANA Finance The Finance Labs The Art of the Possible SAP S/4HANA Finance represents one of the most significant advancements in the world of finance enterprise applications. How will you use it
More informationEmpower your field technicians. A smarter approach to managing field assets using mobile tools
Empower your field technicians A smarter approach to managing field assets using mobile tools Empower your field technicians A smarter approach to managing field assets For many organizations, the workforce
More informationDeloitte Shared Services, GBS & BPO Conference Indirect Tax: Delivering Best-in- Class Compliance in a GBS Environment
Deloitte Shared Services, GBS & BPO Conference Indirect Tax: Delivering Best-in- Class Compliance in a GBS Environment Christophe de Waele & Demian de Souza, Deloitte 22 23 September 2015 Berlin, Germany
More informationInternational Finance Corporation
International Finance Corporation Corporate Governance and Internal Audit Overview Bob Lamm Independent Senior Advisor Center for Corporate Governance Deloitte LLP Neil White Global IA Analytics Leader
More informationWhat is driving the increase in utility capex and what lies ahead?
What is driving the increase in utility capex and what lies ahead? NARUC Accounting and Finance Subcommittee Spring Meeting Andrew Slaughter, Managing Director, Deloitte Services LP Suzanna Sanborn, Senior
More informationEngaging the workforce. Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response
Engaging the workforce Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response Deloitte Employee Engagement Perspectives What is employee engagement? Organizations
More informationUnlock your digital marketing potential
Unlock your digital marketing potential TOGETHER, WE ARE UNLOCKING YOUR MARKETING POTENTIAL IN THE DIGITAL WORLD. Deloitte Digital and Adobe: Collaboration from insight to impact We have a proven history
More informationQuality Assessments what you need to know
Quality Assessments what you need to know Patty Miller, Partner Deloitte & Touche LLP Cavell Alexander, VP-Internal Audit Intermountain Healthcare Overview of requirements Scope of assessment Approaches
More informationFrameworks & Maturity Models
Frameworks & Maturity Models www.bersin.com For member support or inquiries: Email us at USBersinServiceClient@deloitte.com Call us at +1 510 251 4400 www.bersin.com Frameworks and Maturity Models Our
More informationAligning perception with reality in shared services governance
Aligning perception with reality in shared services governance Insights from Deloitte s 2014 Voice of the Customer and Voice of the Shared Services Leader surveys Introduction When it comes to perceptions
More informationInsurance Analytics: Organizing Analytics capabilities to get value from Data Analytics solutions A Deloitte point of view on Data Analytics within
Insurance Analytics: Organizing Analytics capabilities to get value from Data Analytics solutions A Deloitte point of view on Data Analytics within the Dutch Insurance industry Insurance Analytics A Deloitte
More informationModernizing regulatory reporting in banking & securities Where to get started. CENTER for REGULATORY STRATEGY AMERICAS
Modernizing regulatory reporting in banking & securities Where to get started Modernizing regulatory reporting in banking & securities Where to get started 1 CENTER for REGULATORY STRATEGY AMERICAS Automation
More informationAligning Resources to Performance and Strategy: The Imperative for the "New Normal"
Aligning Resources to Performance and Strategy: The Imperative for the "New Normal" May 30, 2014 Commander, Navy Installations Command Deloitte Consulting LLP Agenda Introduction About CNIC Imperative
More informationThe culture or the leader? An organizational view of the chicken or the egg question. Deloitte Culture Perspectives
The culture or the leader? An organizational view of the chicken or the egg question Deloitte Culture Perspectives What came first, the chicken or the egg? That question may be as old as time itself.
More informationAchieving Organizational Readiness to Maximize the Impact of Skills-Based Volunteering. June 12, 2017
Achieving Organizational Readiness to Maximize the Impact of Skills-Based Volunteering June 12, 2017 Session Agenda Welcome and Introduction Overview of Common Impact Skills-based volunteering (SBV) 101
More informationHuman Capital Business led. People driven.
Human Capital Business led. People driven. Advisory Services February 0 Contents Going to market Human Capital Advisory Services Organizational Development People Development HR Department Development
More informationBuilding a Winning Business Case for HCM SaaS
Building a Winning Business Case for HCM SaaS Mark Bray, Principal Consultant ISG WHITE PAPER 2016 Information Services Group, Inc. All Rights Reserved INTRODUCTION The number of enterprises that experience
More informationGlobal Manufacturing Industry Landscape
Global Manufacturing Industry Landscape Tim Hanley, Deloitte Global Leader, Consumer & Industrial Products Industry group 2017 Manufacturing Forum. 17 October 2017. Perdue University What we will cover
More informationLeveraging Collaboration to Assess ICD-10 Readiness and Reduce ICD-10 Operational and Financial Risks
Leveraging Collaboration to Assess ICD-10 Readiness and Reduce ICD-10 Operational and Financial Risks MHDC Lunch & Learn December 13, 2012 Melinda Reno, Principal, Deloitte Consulting LLP mereno@deloitte.com
More informationScenario analysis: what is it and how can it help business deal with climate risk?
analysis: what is it and how can it help business deal with climate risk? Andrew Blau Managing Director Deloitte & Touche LLP London October 31, 2017 The gods often contradict our fondest expectations.
More informationSAP Performance Benchmarking Human Capital Management Benchmarking Results. Company: ABC Company 6/25/2012
SAP Performance Benchmarking Benchmarking Results Company: ABC Company 6/5/0 Statement of Confidentiality and Exceptions The information and analysis contained herein are the confidential and proprietary
More informationEMEA TMC client conference Developing a tax technology architecture. The Crystal, London 9-10 June 2015
EMEA TMC client conference Developing a tax technology architecture The Crystal, London 9-10 June 2015 1 Agenda Background - Why look at your tax technology architecture? Reasons for initiating Market-specific
More informationSAP Service Parts Management Distribution Center in the Middle East region
SAP Service Parts Management Distribution Center in the Middle East region Deloitte implements SAP Service Parts Management to improve parts visibility and support a globally integrated network 02 Introduction
More informationAre you ready for Industry 4.0? FY2017 Stakeholder engagement summary
CONTENTS EXECUTIVE MESSAGE PERFORMANCE CLIENTS TALENT SOCIETY REPORTING Are you ready for Industry 4.0? FY2017 Stakeholder engagement summary 1 FY2017 Stakeholder engagement summary Key stakeholder groups
More informationExtended Enterprise Risk Management
Extended Enterprise Risk Management Overview of Risks and Methodologies/Tools to Address FEI Presentation June 7, 2016 Our POV on Extended Enterprise Risk Management Operational Risk Framework Organizations
More informationFLSA Regulation Changes (Effective December 1, 2016) June 2016
FLSA Regulation Changes (Effective December 1, 2016) June 2016 FLSA Regulation Changes Changes Non-Exempt if paid a salary below the minimum salary level threshold. Minimum Salary Level If paid above the
More informationSeven principles for effective change management Sustaining stakeholder commitment in higher education
Seven principles for effective change management Sustaining stakeholder commitment in higher education 2 The higher education community is under significant pressure to change in all sorts of ways. Various
More informationBusiness Planning and Governance for Corporate Training
Business Planning and Governance for Corporate Training Josh Bersin Principal Analyst May 2008 This report has been excerpted from The High-Impact Learning Organization: WhatWorks in the Management, Governance
More informationBuilding Inclusive Workplaces: Accountability and Metrics Principles
Building Inclusive Workplaces: Accountability and Metrics Principles Accountability is a critical change mechanism A series of academic studies have found that accountability is a critical element necessary
More informationGovernance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization
5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.
More informationTHE BENEFITS OF TECHNOLOGY FOR THE STRATEGIC CHRO
A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT THE BENEFITS OF TECHNOLOGY FOR THE STRATEGIC CHRO Copyright 2016 Harvard Business School Publishing. sponsored by SPONSOR STATEMENT IT Leadership in the
More informationOutsourcing transparency evolution
Outsourcing transparency evolution How information transparency creates value across the extended enterprise Outsourcing transparency evolution Transparent communication is evolving for outsource service
More informationGlobalization of HR and How Digital Transformation can Help. In partnership with: HR.Payroll.Benefits.
Globalization of HR and How Digital Transformation can Help In partnership with: HR.Payroll.Benefits. 2 Globalization of HR and How Digital Transformation can Help Globalization of HR and How Digital Transformation
More informationBeyond ITSM: Moving Up the Value Chain through Service Management
Beyond ITSM: Moving Up the Value Chain through Service Management Sunny Ip Director, Deloitte Digital 9 March 2016 IT Service Management Frameworks IT Organizations: have been providing corporate services
More informationDeveloping a Successful Product
Developing a Successful Product What is the appropriate level of governance? Kelly Cusick, Deloitte Consulting LLP March 30, 2014 Antitrust Notice The Casualty Actuarial Society is committed to adhering
More informationEMEA TMC client conference Enterprise data management. The Crystal, London 9-10 June 2015
EMEA TMC client conference Enterprise data management The Crystal, London 9-10 June 2015 1 Agenda The context The technology landscape The data management challenge The Vertex approach to Enterprise data
More informationHR Metrics: ROI for HR Initiatives
www.mranet.org HR Metrics: ROI for HR Initiatives MRA-The Management Association By Lynell Meeth, MSHR, SPHR WI SHRM Conference 2014 Conducted by: Lynell Meeth, HR Director 262.696.3446 lynell.meeth@mranet.org
More informationIt s time to revisit your anti-corruption compliance program How to design an effective and defensible compliance program in response to global trends
It s time to revisit your anti-corruption compliance program How to design an effective and defensible compliance program in response to global trends Many legal and compliance officers are revisiting
More informationManaging tax Balancing current challenge with future promise The EYE, Amsterdam, 30 November 1 December 2016
Managing tax Balancing current challenge with future promise The EYE, Amsterdam, 30 November 1 December 2016 Bart Janssen, Deloitte Netherlands Richard Freeman, Deloitte UK David Landers, Deloitte US Using
More informationBeyond Compliance. Leveraging Internal Control to Build a Better Business: A Response to Sarbanes-Oxley Sections 302 and 404
Beyond Compliance Leveraging Internal Control to Build a Better Business: A Response to Sarbanes-Oxley Sections 302 and 404 Note to Readers Regarding This First Edition April 2003: This document was published
More informationBusiness partners needed: Results of Deloitte s 2013 Global finance talent survey
Business partners needed: Results of Deloitte s 2013 Global finance talent survey Contents Business partners needed 3 Key survey findings 5 1. Finance, we have a brand problem 5 2. The most important talent
More informationCost transparency Helping finance create business value
Cost transparency Helping finance create business value Companies today are under constant pressure to improve profitability and wring cost out of their business. This has prompted them to seek greater
More informationEffective adoption of internal audit analytics in financial services institutions
Effective adoption of internal audit analytics in financial services institutions By capitalizing on the wealth of data now available from your own business activities as well as external sources Internal
More informationDeloitte and IBM Smarter teaming for clients
2012 2013 Deloitte and IBM Smarter teaming for clients The Deloitte & IBM Alliance Smarter Together Bringing value to clients Deloitte s IBM Credentials Recognized by IBM as a Premier Business Partner
More informationInformation Technology Risks in Today s Environment
Information Technology s in Today s Environment - Traci Mizoguchi Enterprise Services Senior Manager, Deloitte & Touche LLP Agenda Overview Top 10 Emerging IT s Summary Q&A 1 Overview Technology continues
More informationGlobal mobility shared service centres That s the bottom line
Global mobility shared service centres That s the bottom line September 2014 Contents Introduction 1 Why consider it? 2 How would we do it? 3 Who to contact 8 Introduction Most, if not all companies, are
More informationResetting horizons Global Human Capital Trends 2013 Technology, Media & Telecommunications Industry
Resetting horizons Global Human Capital Trends 2013 Technology, Media & Telecommunications Industry Resetting horizons: Global Human Capital Trends 2013 Looking beyond continued uncertainty, the world
More informationThe future of procurement in the age of digital supply networks The DBriefs Driving Enterprise Value series
The future of procurement in the age of digital supply networks The DBriefs Driving Enterprise Value series Joe Chmielewski, Senior Manager, Deloitte Consulting LLP Vinod Venugopal, Principal, Deloitte
More informationBuilding an AppSec Program from Scratch. Chris Pfoutz, CISSP, GWAPT Manager Application Security
Building an AppSec Program from Scratch Chris Pfoutz, CISSP, GWAPT Manager Application Security Intro: Who s Who Chris Pfoutz Schooled as a developer 10 years Infosec - Consulting - Financial Services
More informationMDM offers healthcare organizations an agile, affordable solution To deliver high quality patient care and better outcomes
MDM offers healthcare organizations an agile, affordable solution To deliver high quality patient care and better outcomes Many healthcare organizations are struggling with rising costs and inconsistent
More informationAn intelligent approach to unlocking value in service delivery transformation Focus on risk from the start
An intelligent approach to unlocking value in service delivery transformation Focus on risk from the start A proactive approach can go a long way toward mitigating many of the risks associated with service
More information7 Ways to Build a Better Business Case for HIGH IMPACT TALENT MANAGEMENT Technology
High Impact Talent Management 7 Ways to Build a Better Business Case for HIGH IMPACT TALENT MANAGEMENT Technology 7 Ways To Build A Business Case For High Impact Talent Management Technology The process
More informationIntegrated UX for a Federal Budget Formulation Application Using IBM BPM
Integrated UX for a Federal Budget Formulation Application Using IBM BPM IBM Interconnect 2017 Conference Session ID: HBB-6093 Speakers: Charles Ferney (Federal Government), Jamel Johnson (Deloitte Consulting
More informationTake 3 Improving patient outcomes
Life Sciences & Health Care Take 3 Improving patient outcomes Take three minutes for a crash course on analytics. www.deloitte.com/us/take3 Lessons from PV leaders Using safety data insights to improve
More informationBudgetary Resource Risk Management Unliquidated Obligations (ULOs) - Recovery and Prevention September 2014
Improving Resource Effectiveness Budgetary Resource Risk Management Unliquidated Obligations (ULOs) - Recovery and Prevention September 2014 Christina Canavan Senior Manager in the Federal Advisory practice
More informationTalent Acquisition Leader s Guide to Recruitment Agency Planning. Setting Your Agency Recruiting Strategy for 2017
Talent Acquisition Leader s Guide to Recruitment Agency Planning Setting Your Agency Recruiting Strategy for 2017 Introduction Recruiting agencies are a big business. In fact, Staffing Industry Analysts
More informationThe 2016 Deloitte Millennial Survey. Switzerland - Country Report 17 January 2016
The 2016 Deloitte Millennial Survey Switzerland - Country Report 17 January 2016 Background 192 interviews achieved in Switzerland Gender Have children Job seniority/level 0 50% 19% 9% 5% 5% 17% Trainee/apprentice/graduate
More information