Talent Management in Growth Markets: India

Talent Management in Growth Markets: India Stacia Sherman Garr, Vice President, Talent Management and HR Research Candace Atamanik, Research Manager Talent Management Research Bersin by Deloitte Deloitte Consulting LLP May 19 th, 2016

Agenda #HITalentIndia Overview & Select Top Findings The Talent Management Maturity Model: India and Global 2000 Stacia Sherman-Garr Vice President Talent Management and HR Research Bersin by Deloitte Deloitte Consulting LLP sgarr@deloitte.com @StaciaGarr Three Steps to Maturity Q & A Join the Conversation on Twitter Candace Atamanik Research Manager Talent Management Research Bersin by Deloitte Deloitte Consulting LLP catamanik@deloitte.com @catamanik #HITalentIndia @Bersin

Overview & Select Top Findings

#HITalentIndia Talent Management Research in India: Quantitative survey: 269 HR leaders located in India at the time of the survey 454 HR leaders at Global 2000 organizations (revenue larger than $750 million USD) Rigorous statistical analysis of common talent management performance drivers In-depth interviews with senior HR leaders in India and Global 2000 (G2000) to better understand related issues and trends Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon,, October 2015. High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, 2016

#HITalentIndia Indian Organizations Need to Evolve their Talent Management Approach India has a large, rapidly growing, young population in and joining the workforce; Despite the large supply of labor, there s a lack of highly-skilled, leadership-ready talent Demand for talent is spiking, and Indian organizations need strategies beyond compensation to retain critical talent What should organizations in India do differently with talent management practices to meet employee and business needs? Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, 2016

Organizations in India can leverage our findings on talent management maturity to improve their talent and business outcomes

Select Top Findings #HITalentIndia In India, 79 percent of organizations are at Level 1 or 2 of talent management maturity, 21 percent are at Level 3 and 4. Indian companies excel at establishing fair performance policies, processes, and systems. Talent strategies within Indian organizations are more integrated and better communicated. Systemic relationships with talent are more prevalent in Indian organizations. Leadership development practices within Indian organizations are less integrated with other talent management activities. Both G2000 and Indian organizations report poor performance on D&I practices, but Indian organizations have somewhat more integrated and strategic D&I efforts than most G2000 organizations. Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016

The Talent Management Maturity Model: India and Global 2000

B e r s i n b y D e l o i t t e The Talent Management Maturity Model #HiTalentIndia 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: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon,, October 2015. 8

The Talent Management Maturity Model Global 2000 Organizations Vs. Indian Organizations #HITalentIndia Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon,, October 2015. High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.

Let s hear from you #HITalentIndia Where does your organization fit on the talent management maturity model? Level 1: Essential Talent Activities Level 2: Critical Talent Growth Level 3: Managed Talent Relationships Level 4: Inclusive Talent System

#HITalentIndia Mature Indian and G2000 Organizations Excel at Talent and Business Outcomes Indian Organizations 2x more likely to be highly effective at coaching and developing people 2x more likely to be highly effective at identifying and selecting leaders 1.3x more likely to be highly effective at agility and innovation 1.3x more likely to be highly effective at improving processes to maximize efficiency G2000 Organizations 4x more likely to be highly effective at coaching and developing people 3x more likely to be highly effective at identifying and selecting leaders 2x more likely to be highly effective at agility and innovation 1.4x more likely to be highly effective at improving processes to maximize efficiency Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015. High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.

Three Steps to Maturity

Understanding the Model Foundational vs. Differentiating Factors #HITalentIndia Foundational Differentiating Performance Management Procedural Fairness Sourcing and Selecting Talent Organizational Structure Complexity Embedded Diversity and Inclusion Strategic Diversity and Inclusion Systemic Relationship with Talent Culture of Leadership and Learning Talent Strategy Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015. High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.

Three Steps to Maturity 2. Develop a Business-Aligned Talent Strategy #HiTalentIndia 3. Invest in Critical Differentiating Talent Management Practices 1. Strengthen Foundational Talent Management Practices Talent 14 Management in India: Improve Maturity in Three Steps, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May Copyright 2016. 2016 Deloitte Development LLC. All rights reserved.

Three Steps to Maturity Step 1: Leverage Strengths in Foundational TM Practices #HiTalentIndia Organizational structure aligned to business needs Enhance organization s talent sourcing and selection capabilities Implement and communicate fair talent policies and procedures Create performance management activities to improve conversations between managers and direct reports 15 Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015. High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.

Let s hear from you #HITalentIndia Which foundational factors does your organization excel at? Performance Management: Frequent development-focused conversations between managers and employees Procedural Fairness: Employees feel performance appraisal and other talent processes are fair. Sourcing and Selecting: Candidates are effectively assessed. Organizational Structure: Aligned with business objectives.

Foundational Practices: SKF Builds Competitive Advantage through a Career Pathing Portal #HiTalentIndia SKF: The largest bearing manufacturer in the world, employs roughly 44,000 people in approximately 100 manufacturing sites that span 70 countries. Objective: Retain critical people, create visibility into the current talent pool and provide equal opportunity. Result: Increase transparency and satisfaction levels due to the visibility of roles in the organization. Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016. 17

Three Steps to Maturity Step 2: Develop and Communicate a Business-Aligned Talent Strategy #HiTalentIndia Identify most critical talent and develop an approach for attracting, engaging, and developing them. Engage in change management to ensure everyone understands changes to talent strategy. Continue to integrate talent strategy with talent management activities 18 Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015. High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.

Let s hear from you #HiTalentIndia How would you describe the state of your organization s talent management strategy? Currently, we have no clear talent management strategy / We have just started to develop our strategy We are in transition from one strategy to another We are developing and implementing our strategy, with some advanced processes in place We have a lot of advanced processes, developed over the years but have not developed an overall integrated strategy We have a clear strategy, with advanced and integrated processes in place 19

Wipro Develops a Talent Strategy and Assessment Center #HiTalentIndia Wipro: Global information technology, consulting and outsourcing company with 145,000 employees serving more than 900 clients in 60 countries. Objective: Defining the roles and competencies required to be successful and aligning these with career planning and talent management. Result: Created an assessment center and tools for assessing behavioral and technical competencies through an online portal. Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016. 20

Three Steps to Maturity Step 3: Invest in Critical Differentiating TM Practices #HiTalentIndia Improve the organization s understanding of and relationship with talent Develop a culture of leadership and learning in the organization Expand investments in D&I 21 Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015. High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.

Let s hear from you #HITalentIndia Which of the following differentiating factors of High-Impact Talent Management does your organization prioritize most? Talent Strategy: it is clearly articulated and communicated across the organization. Leadership and Learning: these are core tenants of our culture. Relations with Talent: we make fostering relationships mission critical and part of everything we do. Diversity and Inclusion: these are key objectives for our workforce and touch many aspects of our total talent plan.

Citibank India Creates an Inclusive Workplace #HiTalentIndia Citibank: Leading global bank operating in more than 160 countries worldwide and serving more than 200 million customer accounts. In India, they employ more than 10,000 people based out of 30 cities. Objective: To retain and engage this new talent pool, the organization would need a talent management approach that encouraged diversity and inclusion, and addressed career aspirations on a global platform. Citibank India Diversity Steering Committee Members: Citibank India s top leadership team Purpose: To drive inclusion and help sensitize employees through diversity initiatives Citibank India Parent Network Members: Senior leaders and experts in the field of D&I Purpose: Create collaborative efforts between groups, help in creating common processes and practices, translate Citibank India Diversity Steering Committee objectives into tasks and actionable items Result: Higher retention of women, lower attrition, and increased ratio of women in senior positions. Citibank India Employee Networks Members: Employees at all levels (ranging from senior leaders to individual contributors) Purpose: Carry out the initiatives and programs of the steering committee, focusing on issues of gender High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016. 23