21st Century Talent Management e Book

Copyright 2014 Deloitte Development LLC. All rights reserved.
1
Copyright 2014 Deloitte Development LLC. All rights reserved.
21
st
Century
Talent Management:
Thriving in the New Workforce and New Workplace
Josh Bersin
Principal, Deloitte Consulting LLP

Copyright 2014 Deloitte Development LLC. All rights reserved. 2
! Who We Are
- Global provider of leading practices, trends, and benchmarking research in
talent management, learning, and strategic HR.
- 60% of the Fortune 100 are Bersin by Deloitte research members, with
more than 19.5 million employees managed by HR teams using Bersin
Research.

! Broad Research Practices
Human Resources
Leadership Development
Learning & Development
Talent Acquisition
Talent Management

! Offerings
- WhatWorks Membership: Research, Tools, Education, Benchmarking
- IMPACT: An industry-leading conference on the Business of Talent
- Advisory Services & Consulting
Human
Resources
Leadership
Development
Learning &
Development
Talent
Acquisition
Talent
Management
Agenda
! Todays Talent Challenges
! Talent Management: Then and Now
! The Big Six Keys to Success

1. Optimized Talent Acquisition
2. Performance Management Unleashed
3. Engagement and Retention Unleashed
4. Continuous Learning Unleashed
5. Global Leadership Unleashed
6. BigData and Analytics Unleashed

How can I retain and
engage my top talent?
Our company has
capability gaps in new
technology areas across
the organization.
We are shifting our
business to a services
business. How do I
transform the workforce?
We compete for engineers with
some of the most successful
silicon valley companies? How
can I attract and retain the
brightest in our company?
How do we create more
collaboration and knowledge
sharing across the company?
Our performance
and comp process
is obsolete and not
engaging people.
We are still having
trouble attracting
millenials and younger
workers.
Our mid-level and
entry leadership gaps
are still huge
How can we globalize
our employment
brand and talent
programs??
We need to
restructure HR to
build common
systems and reduce
costs.
The skills of our HR
business partners and
specialists need
improvement.
What HR Leaders Say
We need better data
and analytics in HR.
Our training organization
is too expensive and not
driving enough value.
How do we more
rapidly move talent
from early leadership
to senior leadership?
We need to accelerate
hiring of senior and
mid leadership in Asia
and Middle east.
How do we
increase women
and diversity in
leadership?
A Nexus of Talent Challenges
Agile Management
& Leadership Models

A New Generation of HR Practices
and New Type of HR Organization

New Technology
Social Tools, Analytics

Need for Improved HR skills and
capabilities.
Business
Speed and Scale
Disruptive
Competition
1
Shift toward
Emerging
Markets
2
Borderless
Workplace
Team Model
of Work
3
Specialization
Contingent Work
New Job &
Career Models
4
21
st
Century
Models of
Leadership
5
Competition
for Talent
Social Sourcing
& Recruiting
6
Low Preparedness
Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Handling Retirements
Managing Contingent
Workforce
Analyzing Job Requirements
Developing Job Profiles
Manager Interview Skills
Employee Referral Programs
Internal Peer Networking
External Peer Networking
PM Process
Manager Capabilities to Drive
Employee Performance
Understanding
Global Culture
Diversity and Inclusion
Wellness Programs
Retaining Key Employees
Meeting Multigenerational
Needs
Redefining HR Roles
Upgrading HR /
Talent Systems
Blending Social
into HR Programs
Global HR Service Model
Localizing HR
Service Model
Global Awareness
and Fluency
Talent Mobility
Across Regions
Sourcing Talent in Emerging
Markets
Global Business Acumen
Top Talent Priorities

P
r
e
p
a
r
e
d
n
e
s
s

Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Low Preparedness
Source: TalentTrends 2012: A Year of Guarded Optimism, Bersin & Associates / Josh Bersin, Kim Lamoureux,
Karen OLeonard, July 2012.
Importance
Low Preparedness
Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Identifying Talent Gaps
Filling Talent Gaps
Forecasting Future
Talent Needs
Culture of
Internal Mobility
Handling Retirements
Managing Contingent Workforce
Analyzing Job Requirements
Developing Job Profiles
Manager Interview Skills
Employee Referral Programs
Internal Peer Networking
External Peer
Networking
Leadership
Bench Strength
PM Process
Manager Capabilities to Drive
Employee Performance
Manager Capabilities to
Develop Employees
Building a High Impact
Learning Organization
Deep
Specialization
Promoting Career
Development
Understanding
Global Culture
Diversity &
Inclusion
Wellness Programs
Retaining
Key Employees
Meeting
Multigenerational
Needs
Workforce
Planning
Redefining HR Roles
Leveraging HR Metrics
Blending Social
into HR Programs
Global HR Service Model
Localizing HR
Service Model
Global Awareness
and Fluency
Talent Mobility
Across Regions
Sourcing Talent in Emerging
Markets
Global
Business Acumen
Top Talent Priorities
P
r
e
p
a
r
e
d
n
e
s
s

Low Importance
Low Preparedness
High Importance
High Preparedness
Low Importance
High Preparedness
High Importance
Low Preparedness
2013 Critical
Focus Areas
Importance
Source: TalentTrends 2012: A Year of Guarded Optimism, Bersin & Associates / Josh Bersin, Kim Lamoureux,
Karen OLeonard, July 2012.
Talent is a CEO Level Issue
Consistent Talent Issues Globally
Americas

Skills Gaps 87%
Leadership Pipeline 86%
Transforming HR 84%
Organization Acceleration 88%
Branding talent 83%

EMEA

Skills Gaps 85%
Transforming HR 85%
Branding talent 81%

Asia Pacific

Skills Gaps 86%
Transforming HR 88%
Aging Workforce 78%

Deloitte Human Capital Trends 2013,
n=1300
Increasing Work Specialization
! Expertise drives competitive
advantage
! Specialization improves
quality and reduces cost
! Deep skills developed
through deliberate practice
and reinforcement
! Deep skills come from a range
of developmental experiences
! Intelligent leadership paths,
career paths, training, work
assignments, understanding
high-performing competencies
are all drivers of success.

Back Office, Operational, Contingent Employees
Functional Specialists / Front-Line Employees
Top
Management
Senior
Management
Middle
Management
Senior Specialists
First Line
Management
The
Experts
July-August 2011
China 2% to 18%
EU 31% to 17%
US 25 to 18%
India 3% to 6%
Shift in Global Economic Activity to India, China from US and EU
Deloitte Human Capital
Trends 2013
Ford Figo Story
Designed in
India for the
Indian Market
Manufactured
in Chennai by
Indian Staff
Size, Shape,
and features
designed for
lifestyle and
roads in India
Colors, face,
and styling
designed for
Indian tastes
Ford Figo Fastest Selling Car in India
Integrated Talent
Management
Where are we?
Integrated Talent Management
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-

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Traditional Silos of HR
! Slow Response to Changing Business Needs
- Inability to identify current and future talent gaps
- Hiring strategy and development planning not in sync
- No clear picture of future talent profile
- Leadership pipelines in jeopardy

! Disconnected Decision Making
- Data and processes not integrated
- Talent not shared across business units
- Learning plans not linked to assessments and skills
gaps in current talent pool
- Lack of visibility into talent gaps

! Not responsive to Employee Demands
- Employees want career development
- Defined career paths and competencies not clear and
consistent
- Talent mobility difficult during change
- Managers still the weakest link in organizational
performance

! Administratively Intensive
- Data entry is repetitive
- High volume of manual work to complete HR review
processes
- Difficult to obtain executive-level talent information
- Hard to plan for the future
The Big Shift
2005-2012
Automate &
Integrate
2013+
..Optimize
(Globally)
The New High-Impact Talent Management Framework
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Talent Planning Process &
Solution Design
Talent Systems
Strategy
Measurement
Strategy
Talent Strategy & Business Alignment
Engagement
Strategy
Integration
Strategy
Change Management
Strategy
Enterprise Skill Gap Assessment
Critical Talent Assessment
Diversity Planning
Talent Forecasting
Scenario Planning
Workforce Planning
Talent Segmentation
Critical Role Identification
Capability & Competency Management Job Profiles Experiences Skills Competencies Behaviors
Talent
Acquisition
Sourcing
Candidate Pools
Assessment
Employer Brand
Recruiting
Selection
Onboarding
Talent Mobility
Total
Rewards
Rewards & Recognition
Pay for Performance
Benefits for Talent
Development
Experiences
Leadership
Development
Executive Education
Leadership Curriculum
Assessment & Evaluation
Action Learning
Job Rotation
Coaching & Mentoring
Talent Profiles
Assessment & Calibration
HIPO Identification
Succession
Management
Talent Reviews
Talent Pool Management
Talent Mobility
Career
Management
Skill Assessment & Transferability
Career Planning & Development
Professional & Management Tracks
Employee Brand
Coaching/Mentoring
Talent Mobility
Performance
Management
Goal Alignment
Skill Gap Analysis
Coaching & Development
Bench Strength Assessment
Performance Evaluation & Calibration
Performance-Based Pay
Learning & Capability Development
Learning Content
Learning Architecture
Knowledge Management
Measurement & Evaluation
Learning Strategy
Audience Analysis
Learning Programs
Formal & Informal Approaches
Deep Specialization Learning Agility
Talent Infrastructure
Process Design
& Mapping
Talent
Systems
The Evolved HR Organization
Where HR Transformation is Taking Us
Administration
Payroll
Regulation
Back Office Function

Personnel
Department
Control
Strategic
HR
Recruiting, L&D, Org Design
Total Rewards
Service Center, COE
HR Business Partner
Serve Staff
Automate
Integrated Talent
Management
Management, Succession,
Leadership, Coaching,
Integrated Processes
Talent Management
Enable Decisions
and Management
Business-
Integrated HR
Differentiate & Segment Talent
Globally Optimize Talent Practices
Predict and Analyze Data
Integrated with the Business
Drive the Business
Plan for the Future
Talent Acquisition:
Unleashed
The Most Important part of Talent Management
1
The War for The Best People
Source Glogster
Corporate Recruiting Today
Search
aggregators, 8%
Job boards, 18%
Other, 2%
Print, newspaper,
billboards, 3%
University
recruiting, 7%
Agencies, 3rd
party recruiters,
9%
Professional
networking sites,
9%
Company website,
14%
Internal
candidates, 18%
Employee
referrals, 14%
$3300 per hire
Up 6% in 2012
Where Candidates Come From
Time to Hire
55 Days
Bersin High-Impact Talent Acquisition, 2013
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Employment Branding
Employer Brand | Company Image | Company Culture | Company Values | Products and Services
Employee Value Proposition | Employment Differentiators | Recruiter Branding | Marketing | Global Media Strategy
Candidate Audiences
Employees | Active Candidates | Passive Candidates | College | Contingent | Alumni
Positions & Profiles
Workforce Segments - Hourly | Skilled Salaried | Professionals | Frontline | Midlevel | Executive | Full-Time | Part-Time | Contingent | Interns
Job Analysis - Job Descriptions | Job Profiles | Competency Models | Transferrable Skills | Job Grades & Salary | Critical Roles

C
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Tools & Technology
Sourcing
Job Boards / Job Board Aggregators / Job
Board Search Engines / SEO
Social Media & Networks / Career Portal &
Website / Virtual Recruiting
Selecting
Interactive Voice Response / eVerify /
Interview Guides / Video Tools / Assessments /
Simulation / Gamification
Hiring & Onboarding
Onboarding System
Forms Management
Task Management Onboarding
Portal
Market / Competitive Intelligence
Name Generation
Channel Management

Types of Sources
Social & Professional Networking
Employee Referral Programs Internal
Mobility / Succession Plans
Employee Job Postings /
Alumni Programs / Client Referrals Career
Portals / Job Board Postings
Print & Billboard Advertising
Campus Recruiting / Internships
Job Fairs / Industry Events
Third-Party Recruiting
Job Offers
Candidate Negotiations
Total Compensation
Executive Packages
Work Contracts
Employment Eligibility
Work Authorization
Onboarding
Outsourcing
Recruitment Process Outsourcing (RPO) | Contingency Search Firms | Retained Search Firms | Executive Search Firms |
Staffing Firms | Assessment Providers | Managed Service Providers | Background Checking | Online Reference Call Checks |
Competitive Intelligence | Employer Branding & Media Services | Vendor Management Services | Service Level Agreements (SLA)
Background Checking
Education / Criminal / Credit / Controlled
Substances / Work References
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Recruiting Culture
Instill Recruiting Philosophies
Demonstrate Executive Engagement
Create Brand Ambassadors
Endorse Employees as Talent Scouts
Foster Recruiters / HR-Hiring Managers / Legal Relationships
Drive Accountability
Talent Acquisition Planning & Strategy
Business Alignment | Workforce Planning | Labor Market | HR & Talent Management Integration | Talent Reviews | Global Considerations | Diversity | Budget
Orientation / Provisioning
Socialization / Assimilation
Training / Post-Hire Assessment
Assessment / Testing
Skills / Personality / Job Fit /
Culture Fit / I/O Psychologists
Interviewing
Interview Strategy
Behavioral-Based / Skills-Based
Initial Screening
Application Review / Screening Calls /
Employment Fit
Evaluating & Selecting
Grading / Rating / Weighting
Talent Acquisition Systems - ATS | VMS | Candidate Relationship Management | Data Providers
Sourcing Hiring Selecting
What Makes a Great Employer?
Universum Global Employment
Brand Research, n=2300

Finding Candidates Creatively
GILD
Entelo
Using Next Generation Tools
Remarkable
Talent
Remarkable
Hire
Leveraging BigData
Key Practices that Drive Value
Performance Management
Unleashed
Re-Engineering the Performance Process
2
Value of Performance Management
Companies are Questioning the Traditional Model
2010 2011 2012 2013 2009 2008
Economic Recovery
Layoffs, Restructuring
Performance to Survive
Borderless Workplace
Change in Demographics
New Labor Market
Changing the
Performance
Management
Process
Value of
Performance
Management
Two Philosophies
Performance Management Today
Was Is
Annual appraisal and rating Continuous feedback and
coaching
Annual goals and objectives Quarterly or regular goal setting
Annual talent reviews by broad
team
Continuous talent reviews by
peers and manager
Development as an afterthought Development as core
Recognition by manager Recognition by peers
Up or Out Up, Across, Down, and more
Decentral-
ized or
flat
reporting
structure
(29%)

Lean
Operations
(22%)
What Drives Performance & Agility?

Rapid
decision-
making and
execution
(61%)
A High-Performance
Culture (44%)
Accountability
and credibility
(34%)
Ability to access
right information
at right time (34%)

Flexible
management
of teams and
people
(31%)
Source: Organizational Agility: How business can survive and thrive in turbulent times.
Economist Intelligence Unit, 2009, 2011
Adobe Company Overview
! Founded: 1982
! Employees: 11,400
! Only 54 percent of employees work in North America
! 2012 Revenue: $4.4 billion
! Headquarters: San Jose, California
Source: Adobe Systems Incorporated, 2013.
Prior to Reeingineering
Performance Review !
! Stack ranking is a soul-less and soul crushing exercise.
Adobe manager

! I have seen and experienced the reaction to the review process being a
primary driver in driving good people from the company.
Adobe manager
! What is important is the conversation between the employee and the
manager.
Adobe manager
Source: Reengineering for Agility: How Adobe Eliminated Performance Appraisals,
Bersin by Deloitte / Stacia Sherman Garr, September 2013
Time For A Change
+ Attrition Spike & Loss of Talent
+ Barrier to Teamwork & Innovation
+ Impacts Internal Focus & Productivity
+ Impacts Morale & Engagement
___________________
Its time for change
Source: Reengineering for Agility: How Adobe Eliminated Performance
Appraisals, Bersin by Deloitte / Stacia Sherman Garr, September 2013

Balancing Structure & Flexibility
Performance Check-in
! Clear and up to date expectations
revisited throughout the year
! Ongoing feedback focused on
performance
! Timing and methods flexible
! No ranking or forced distributions
to determine rewards
! No written formal review*
Rewards Check-in

! Annual compensation planning
! Managers are responsible to
differentiate pay based on
performance and market
conditions
! No fixed guidelines


Outcome
+ High Employee Engagement
+ High Business Impact

Growth & development opportunities
aligned with business needs & individual
aspirations
Clarifying the Purpose of PM
Coaching for
Development
Talent
Decisions
Performance
Improvement
Legal
Documents
Employee
Motivation
Compensation
Performance
Feedback
PERFORMANCE
MANAGEMENT
Coaching for
Development
Talent
Decisions
Performance
Improvement
Legal
Documents
Employee
Motivation
Compensation
Performance
Feedback
PERFORMANCE
MANAGEMENT
Kelly Services
Source:
Getting Away
from the
Score:
Creating
Better
Ongoing
Performance
Feedback,
Bersin &
Associates,
2012.
.
Compensation Adjustment
Source: Adobe Systems Incorporated, 2013.
Market Value
Value for a
Specific Skill Set
Millennials Take Over
Diversity, Inclusion, Mission, Culture
Work-Life Balance, and Work Environment.
3
Are they Different?
Boomers Millennials
Adaptive
Goal-oriented
Focused on individual choices and
freedom
Team builders
Collaborators
Community-oriented
Self-actualizing
Adaptive
Goal-oriented
Focused on individual choices and
freedom
Team builders
Collaborators
Community-oriented
Self-actualizing
Tech Savvy
Source: Pew Research
Center Survey
The Environment has Changed
Family Structure & Role of Women Flattened Organizations
1970s: GM
has 22 layers

Today it has 7
Value from Intangible Assets
1970s Today
60% 85%
Desire for Work-Life Fit
60% of the skills needed in the next 20
years are not even invented yet.
- World Economic Forum
92%
8%
70%
30%
Millennials Boomers
Want job flexibility
Work-life not big priority
Source: The Millennial Survey 2014, Deloitte
Millennials are Different
Transparency: Millennials Expect It
Millennials: Recognition, Career
Growth, Flexible Work Environment
Millenials Boomers and
Others
Career Growth 4.7 4.2
Global Opportunities 4.9 4.3
Focus on short term
rather than long term
opportunities
2.9 4.3
Clearly defined job
descriptions
2.7 4.4
Challenging roles 4.5 3.8
Relationship with
immediate manager
3.8 4.4
Work from home option 4.5 3.7
Use all vacation time 4.1 3.4
Rewards and recognition 4.6 4.5
The Millennial Puzzle
Loyalty
Achievement
Approval
Trust
What to Do
Dismantle
the
Ladder
Embed
Purpose
and
Meaning
Provide
Challenge,
Recognition,
& Learning
Give Voice
Engagement and Retention
Unleashed
Diversity, Inclusion, Mission, Culture
Work-Life Balance, and Work Environment.
3
Colliding Factors in Engagement
Racial and
Cultural
Diversity
Virtual
Work
Environment
Youth
Gender
Women
Part Time
Contingent
Work
Unemploym
ent
Stress
Work Life
Balance
Technology
A Passionate,
Highly Engaged
Workplace?
Retention
Source: Evolv Q3 2013 WORKFORCE PERFORMANCE REPORT, KEY FACTORS IMPACTING
THE PERFORMANCEAND PROFITABILITYOF TODAYS HOURLY WORKFORCES.
Shifting Demographics
! More Women
(60% of workforce by 2020)
! More Over 55
(25% of workforce by 2020)
! More Hispanics, Asian, Blacks
(Whites projected to drop to 62% by 2020)
! Issues Permeate HR
- Leadership diversity
- Organizational diversity and inclusion
- Employment brand
- Management development
Source: US Bureau of Labor Statistics
Demand for Workplace Flexibility
68% of women without children would rather have more free
time than make more money even more than those with
children (62%).
More magazine 2012, Women in Workplace Study,
http://www.more.com/flexible-job-survey

One of every five employees cares for elderly parents, a
number that could increase to almost half of the workforce
over the next several years.
http://whenworkworks.org/research/downloads/FlexAtAGlance.pdf

40% of professional men work more than 50 hours per week.
Of these, 80% would like to work fewer hours.
Center for American Progress. August, 2012
http://www.americanprogress.org/wp-content/uploads/issues/2012/08/pdf/flexibility_factsheet.pdf
Young, Diverse Workforce !.
By 2013, 47% of employees will be those born after 1977.
-- US Census Bureau
In 2012, 32% of employees are planning on leaving
their employers, vs. 19% two years ago

Only 55% of employees believe their employer is a sound
long term place to work vs. 65% over last three years.

People under the age of 35 are twice as likely to be looking
for new work as older workers.

- Mercer October 2011, Towers Watson July 2012
Has Created Challenges in Engagement
What Motivates Us at Work?
Meaning is
the new
money.

Only intrinsic
motivation drives
performance for
creative work, not
traditional reward
systems or money.
Conscious Capitalism
Rethinking the Engagement Puzzle
How do we create Passion in the workforce?
Inclusion &
Diversity
I feel included
Work-Life
Balance
My life works.
Recognition
Rewards
I feel recognized
Career
Opportunity
I can progress
Passion
I love my work (company)
Performance
I deliver extra effort.
Mission and Purpose
Who we are and why we do what we do
Our job is to create
meaningful work in a
meaningful work
environment.
Inclusion & Diversity as Strategy
Diversity
Makes
Business
Sense
Expanding the Employee Deal
Source: www.shopify.ca
What Matters in Hourly Workers
! Work at Home
! Comfort with Technology
! Relationships (particularly with manager)
Source: Evolv Q3 2013 WORKFORCE PERFORMANCE REPORT, KEY FACTORS IMPACTING
THE PERFORMANCEAND PROFITABILITYOF TODAYS HOURLY WORKFORCES.
Importance of Recognition
Maslows Hierarchy of Leads
Esteem
(importance, recognition,
respect)
Love/Belonging
(social, love, family, team)
Safety
(economic and physical security)
Survival
(food, water, sleep)
Self Actualization
(challenge, opportunity, learning, creativity)
#1 reason people
leave is because of
lack of recognition
at work
1
Compensation
& Benefits
Modern
Recognition
Career ,
Development
Opportunities
1
The Employee Recognition Primer. Bersin & Associates / Stacia Sherman Garr, July 2012.

Recognition Drives Retention
7.2%
8.7%
10.5%
0%
2%
4%
6%
8%
10%
12%
Excellent (5) Fair (3-4) Poor (1-2)
Effectiveness of Recognition Program at
Improving Employee Engagement
Voluntary Turnover Rate
31%
Reduction in
voluntary
turnover!

Or 46%
higher
turnover
when moving
from
excellent to
poor.
Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012.
Reinvent the Work Environment
Principles for Work Environment
Continuous Learning
Unleashed
Learning all the time, focused, effective, continuous,
and talent-driven
4
Clear Need for Informal Learning
3%
4%
8%
14%
28%
33%
36%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Corporate documentation
User generated materials
Formal training - outside provider
Peers, friends, personal networks
Formal training - company provided
Coaching by supervisor
On the job mentoring, projects,
On the job experience
Which learning approaches drive the greatest business value
in your organization?
72% of companies believe
their most valuable
learning approaches are informal,
yet only
30% of resources are focused here
Source: High-Impact Learning Practices, Bersin &
Associates, www.bersin.com/hilp
Continuous Learning
Expert
Novice
Time
The Continuous Learning Model
Traditional Training
Training
Event
Job
Aids
E-learning
courses
Coaching
Mentoring
Social, Mobile
Sharing
Career
Pathways
Communities
of Practice
Career
Development
Source: High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise,
Bersin & Associates/ David Mallon, June 2010
Level 1: Incidental Training
Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
Level 2: Training & Development Excellence
Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Level 3: Talent & Performance Improvement
Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Development Planning | Career Models | Leadership vs. Professional
Level 4: Organizational Capability
Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
Evolution of the L&D Function
High-Impact Learning Organization Maturity Model
Utilitarian
Training &
Job Shadowing
Formal Design,
Architecture
Talent Driven
Learning
Cultural
Continuous
Career
Completion
Competence
Satisfaction,
Completion,
Impact
Progression
Turnover
Capabilities
Outcome
Risk/Safety
Keys to Success: Unleashed
1. Develop a complete learning
architecture, moving beyond blended
learning or informal learning as a
paradigm
2. Focus on audience analysis and
performance consulting to
3. Broaden your focus on social learning,
knowledge sharing, and expertise
directory
4. Assess and develop a learning culture

Source: Bersin & Associates The High Impact Learning Organization Maturity Model, 2012
A Modern Learning Architecture
EMC
Need for Learning Culture
Great Corporate
University
Strong CLO and
Alignment
Excellent
L&D Skills
Use of rich media
and social tools
Excellent Training
and E-Learning
Innovative
program design
Have we created an organization
which truly has a culture to learn?
Does leadership
reinforce the need
to learn?
Are decision-
making processes
clear?
Do people share
information
openly?
Do people feel
empowered to
point out errors?
Do we listen
to customers
openly?
Do we take
the time to
reflect?
Do people
move around
and take risks?
Is expertise
rewarded and
valued?
The High Impact Learning Culture Top 10 Practices

Practice Category
Relative Impact on
Business Outcomes
1 Leaders are open to bad news. Empowering Employees Very High
2 Asking questions is encouraged. Empowering Employees Very High
3
Decision-making processes are clearly defined
throughout the company.
Empowering Employees Very High
4
Employees are frequently given tasks of projects
beyond their current knowledge or skills level in
order to stretch them departmentally.
Formalizing Learning as
Process
Very High
5
Employees in my organization have influence over
which job tasks are assigned to them.
Empowering Employees Very High
6
The organization values and rewards employees who
learn new knowledge and skills.
Demonstrating
Learnings Value
High
7
The organization values mistakes and failures as
learning opportunities, and provides structured
opportunities for reflection.
Encouraging Reflection High
8
The organization believes that learning new
knowledge and skills is a valuable use of time.
Demonstrating
Learnings Value
High
9
Employees generally believe the learning and/or
developmental opportunities offered by the
organization to be of high value.
Demonstrating
Learnings Value
High
10
Employees in my organization take active
responsibility for their own personal development.
Demonstrating
Learnings Value
High
Organizations with a Strong Learning Culture
Significantly Outperform their peers!
High-Impact Learning Culture: The 40 Best Practices for Creating an
Empowered Enterprise / David Mallon June 2010
The Cheesecake Factory
Video Sharing and Games Build Culture and Engagement
Source: WiseTail LMS. With permission from The Cheesecake Factory
New Model for Leaders
! Creativity, not planning
! Quick decision-making
! Getting closer to customers
! Globalization, diversity
! Continuous change
! Manage unexpectedness
! Agility, not control
21
st
Century Leadership Models
Developing Global Leaders
! Significant differences in the
competencies that matter by
country

! Impact:
- Identify and develop for local
needs
- Develop leaders locally wherever
possible
- Build organizational awareness of
different styles and needs
BigData Talent Analytics
Unleashed
Driving Business Performance
Bold, Innovative, and Business-Focused
6
This Science is Coming to HR
! Definition of Science:

Systematic knowledge of the world
gained through observation
and experimentation.

! What is Not Science
Making talent decisions on the basis of
gut feel, beliefs, or philosophies.

How do Companies Hire People?
2/3 of hiring done without any significant assessment
! Background checking: 79%
! Managerial interviews: 64%
! Interview training: 47%
! Behavioral assessments: 34%
! Reference calls: 32%
! Skills-based assessments: 25%
% of Organizations Which Regularly Use Following Assessment Practices
Source: High-Impact Talent Acquisition Study, : Bersin & Associates, Fall 2011. 158 organizations responded
2/3 use no real
assessment process
at all ! leaving
the process to
hiring managers
or recruiters
Big Insurance
! A $33 billion financial services company has developed a
behavioral assessment based on a set of beliefs held by
the top executives
! Top sales people need college degrees from top rated
schools, they should have good grades, and they should
have experience selling high value products.
! But the data demonstrates otherwise.
Insurance
Company
Results of Data Analysis
Insurance
Company
Data Showed Six Things Matter:
Very Highly Correlated with Success

1. No typos, errors, grammatical mistakes on resume.
2. Did not quit school before obtaining some degree
3. Had experience selling real-estate or autos
4. Demonstrated success in prior jobs
5. Ability to succeed with vague instruction
6. Experience planning time and managing lots of tasks
The Belief
System
Was Wrong

Within six months
of implementing a
new screening
process
revenues went
up by $4 million
What Did NOT Matter
Where they went to school
What grades they had
The quality of their references
Insurance
Company
An Evolved Organization
VP Human Capital
Analytics
Director
Org Diagnostics &
Design
(2)
Sr. Consultant ODD
Program Manager
Director
Workforce
Analytics &
Research
Manager
Workforce
Analytics
(2)
Sr. WFA Analyst
Manager
Employee
Research
Analyst Employee
Research
Manager
Learning
Analytics
Consultant
Learning
Measurement
Analyst
Learning Analytics
Business
Operations
Specialist
Manager HR Brand
Content
Retailer
Talent Management Unleashed
Global vs. Local
1. Talent Acquisition
2. Performance Management
3. Engagement and Retention
4. Continuous Learning
5. 21
st
Century Leadership
6. Talent Analytics and BigData
http://marketing.bersin.com/2013-predictions.html
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