Josh Bersin
President and CEO, January, 2012
Bersin & Associates is the leading global provider of best-practices, trends, and benchmarking research in talent management, learning, and strategic HR.
60% of the Fortune 100 are Bersin & Associates research members, with more than 17.5 million employees managed by HR teams using Bersin Research.
Human Resources
Leadership Development
Offerings
WhatWorks Membership: Research, Tools, Education, Consulting IMPACT: The industrys premiere conference on the Business of Talent BersinBasics: Fundamentals of Talent Management for Business Professionals at All Levels
Talent Acquisition
Talent Management
Page 2
F U N D A M E N T A L S O F T A L E N T M A N A G E M E N T F O R B U S I N E S S P R O F E S S I O N A L S
Performance & Succession Management
Introduction to Performance Management Understanding Multi-Rater Assessments Planning for Succession Management Understanding Pay for Performance
Fundamentals of Coaching
How to Assess People Understanding Pay for Performance
Page 3
The Report
Developed through a compilation of all Bersin & Associates and external research we conducted throughout 2011 Designed to help you understand global trends and practices and develop your HR, L&D, and recruiting plans for 2012 Supported by Bersin & Associates research, tools, professional development, and services http://marketing.bersin.com/2012 Predictions.html
Page 4
Page 5
Page 6
+60% Increase
accelerate growth and globalize +10% Increase the Need to Accelerate Innovation highest level in four years. yet
Change Business Strategy Acquisitions or Mergers
0%
Bersin & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, 1/2010
5%
10%
15%
20%
25%
30%
35%
40%
45%
Dec. 2011
May 2011
Page 7
U.S.
18
16
14 12 10 8 6 4 2 0
2001 2002 2003 2004 2005 2006 2007 2008 2009
13.9 million
China
10.4 million
2010
Page 8
Size, Shape, and features designed for lifestyle and roads in India
Page 9
WORKPLACE
Transparent Dynamic Performance-driven Specialized
Employee
Customer Candidate
LIFESTYLE
750 million people on Facebook 135 million people on LinkedIn 75% of workers are mobile Manager BigData is Everywhere Peer
Page 10
Page 11
What would You Be Willing to Give Up for a Week to Keep your Mobile Phone?
Caffeine: 55% Exercise: 54% Sex: 33% Brushing teeth: 22%
Gaming is now the fastest growing application on mobile devices
Copyright 2012 Bersin & Associates. All rights reserved.
Page 12
Page 13
Professionalism/work ethic Creativity and Innovation Lifelong learning/self-direction Critical thinking/problem solving
Only 18% of workforce training programs raise skills from deficient to adequate
Page 14
Regional Leadership
Young workers flooding the marketplace, yet most have inferior preparation, language skills, and technical skills.
Country Leadership
BofAs retail wealth management arm, Merrill Lynch, plans to hire 2,400 trainees in 2011, a 50 percent increase over last year.
Middle Management
Entry Level
China
We are entering the era of unparalleled talent scarcity, which will put a brake on economic growth around the world, and will fundamentally change the way we approach workforce challenges.
Page 15
Page 16
Increasing Specialization
Expertise drives competitive advantage
Specialization improves quality and reduces cost
Top Management
Senior Management
The Experts Middle Management First Line Management
Senior Specialists
Page 17
59% of employees believe their employer is a sound long term place to work vs. 65% over last three years
Only 42% of employees believe that promotions go to the most qualified employees
Mercer Whats Working Research, October 2011
Page 18
to of allegiance employers. There is no strong senseleave their to the organization or expectation of long-term employment. Their allegiance is primarily to themselves and their careers, and Under 25 year olds are for how employers manage this that has major implications 10% more likely youngest segment of their workforce. to want to leave, and under 35 are 5% more likely.
Mercer October 2011
Mercer October 2011
Page 19
Page 20
Page 21
Performance management
1
Future planning Scenarios Talent Strategy Business level & Planning talent plans Gap and risk analysis
4
Learning & Development
7
Effective pay equity and efficiency Comparative pay analysis Pay for performance
5
Succession planning
New leadership models and needs Total talent mobility Talent pools and segments
Compensation
6
Leadership Development
Page 23
Page 25
52% of manufacturers are having significant challenges finding talented workers. Recruiting difficulty has increased every year since 2009.
SHRM LINE Staffing Survey 1/2012, n=500
Copyright 2012 Bersin & Associates. All rights reserved.
Page 26
Attracting the right candidate in the right place quickly, efficiently, and consistently
Copyright 2012 Bersin & Associates. All rights reserved.
Page 27
Page 29
Active Candidates
Interviewing
Open Positions
Business Plan(s)
Workflow
Passive Candidates
Hiring
Hiring Managers
Business Leaders
Internal Candidates
Page 30
Talent Exchanges
PC Tools
Applicant Tracking
Client/Server
Resume Scan Resume Parse Search
SaaS, Hosted
Workflow Career Site Integration with TM
Cloud
Open Sourcing Social Network Mobile
Late 1980s
Forms Automation
Early 1990s
Recruiter Productivity
Early 2000s
Workflow and Online
2010+
Leveraging the Cloud
Page 31
Page 32
Top Missing 51% Not ready enough 46% Skills in Mid-Level Leaders Dangerously Behind
40%
Somewhat ready
57%
1. 2. 3. 4. 5. 6.
Coaching Performance Appraisal 27% 23% Developing Others Managing Change Communications 4% 4% Business Acumen
VP and Above
25%
16%
5%
2%
Midlevel Manager
First-Line Manager
Bersin & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, 12/2011
Page 33
Page 34
To realize our Innovation Intent (long term vision) and strategies, leaders are needed but they are not the only ones
18%
12%
We also look for the best experts in various fields We look for innovators in all areas
10%
Based on interviews with top managers in the organization, the pools and competences required per pool were confirmed Assessment of their profile is done through a single talent centre concept
9% 26%
Page 35
Page 36
Catalyst found that companies with significant female board representation had a 26% great return on capital invested.
Yet the same research also found that only 14% of top executive positions are held by women.
Page 37
Page 38
Top Management
Senior Management
Emerging Leaders
SMEs (Consultants)
Senior Specialists
Middle Management
Page 39
SMEs (Consultants)
Part Time Loan Senior Specialists
Contract Hire
Stretch Assignment
Job Intern
Upward Promotion Functional Specialists / Front-Line Employees Lateral Assignment New Back Office, Operational, Contingent Employees Assignment
External Assignment
Page 40
Talent Assessment
Page 41
ORGANIZATION
NEEDS
VALUES
STRATEGIC INITIATIVES
DESIRED BUSINESS OUTCOMES
Individual Development DEVELOPMENT INDIVIDUAL NEEDS Plan (IDP) DEVELOPMENT PLAN (IDP) STRENGTHS
MOBILITY
CAREER ASPIRATIONS
MISSION
VISION
Strategic Competencies
Career Management
Performance Management
Page 42
Without
11% 3% 7%
6% $82,800
8% 2% 23%
22% $169,000
Page 43
0%
Individually
-5% -10% -15% -20%
Manager Level
Page 44
Manager
Define Job Profiles Provide Coaching Assess Potential Identify Development Opportunities Provide Candid Feedback Share Talent Openly
HR
Provides Tools & Resources Develop Career Models Facilitate Process Offer Career Coaching Career Development Training Integrate with Talent Mgmt
Company
Infrastructure Process, Technology, People Create Culture of Mobility Communicate Expectations Create Transparent Marketplace
Page 45
Page 46
Model:
Creates:
Hierarchy:
Control & Alignment
Agile:
Speed & Market-Centric
HRs Job:
Page 47
Source: Bersin & Associates High Impact Talent Management and High Impact Performance Management research, 2011 n=290+
Page 48
Evolving To
Collaborative Continuous Automated Enterprise-Wide
Page 49
Everyone else Every employee and every team has its own Social Graph
Page 50
Page 51
Rewards
Achievers (I Love Rewards) GloboForce BI Incentive CorporateRewards Inspirus LoyalNation OC Tanner Rideau TemboSocial TerryBerry
Page 52
Page 53
Selecting and Implementing E-Learning and E-Learning Get MaterialsLMS the Online
Informal Learning Integrating and Aligning Social Networking Adapting, and with Collaborative / Social Mobile InteractivityEnriching Blended Talent Learning, Content Mgt, Simulation Learning and Blended Learning Management Rich Media Globalization 2
LMS 3 Enterprise Learning Platform Learning Portal Blogs, Wikis, Twitter, 4 Mobile, and Social Networks
2001
2004
2007
2010
Page 54
Continuous Learning
Career Curriculum Communities of Practice Social Networking
Training Event
Mobile Learning
Job Aids
Novice
Traditional Training
Time
Copyright 2012 Bersin & Associates. All rights reserved.
Page 55
Approaches
On-Demand
Social
80%
Embedded
New Disciplines Disciplines New and Technology ToolsTools and Technology Learning Culture
Page 56
Does leadership reinforce the need to learn? Do people feel empowered to point out errors?
Are decisionmaking processes clear? Do people move around and take risks?
Page 57
High Performing Organizations are 3X more likely to have a strong learning culture
37% 32%
24%
22%
18%
3%
7%
3%
2%
Poor We do not value learning Fair A few locations value learning
Page 58
Business Outcomes
Learning Agility Innovation Employee Productivity
Trust
Reflection
Learnings
Enabling Knowledge
Empowering
Value
Sharing
Employees
Leadership
Ability to Learn
Motivation to Learn
Management
Workforce Expertise
Page 59
Innovation
Productivity
Time to Market
Quality
Profitability
46%
more likely to be first to market
37%
greater employee productivity
34%
better response to customer needs
26%
greater ability to deliver quality products
58%
more prepared to meet future demand
17%
more likely to be market share leader
Page 60
Page 61
Page 62
HR Evolution: Technologies
Business Driven HR
MARKET GROWTH - ADOPTION
Recruiting, L&D, Org Design
Total Rewards Service Center, COE HR Business Partner Administration Payroll Regulation Back-Office Function
Strategic HR
Personnel Development
Compliance
Page 63
HR Evolution: Functions
Benefits & Compensation Hiring Recruiting E-Learning Performance Talent
Cloud-Integrated SaaS Solutions Social Connected to Everything Social Networks Mobile and Social PaaS Tablet, HTML5 Rewards (Salesforce.com) Analytics
Workforce Planning Next Gen Recruiting Segmentation Prediction Gamification Consumer Interfaces
Integrated TM Solutions
Competency Management
2000
2012
Page 64
Mobile
Mobile
Big Data Embedded analytics Analytics Predictive analytics Big Data Segmentation Management GlobalDifferentiationin HR Clouds Data Science Growth by Acquisition
Analytics or Social Performance Big Data Employee
Copyright 2012 Bersin & Associates. All rights reserved.
Page 65
Learning Management
HRMS HRMS
Comp Engagement
HRMS
Recruiting Onboarding
HRMS HRMS
Mobile Access
Page 66
Approva 11
SAP
Page 67
Learning Management
Blackboard Saba Cornerstone Certpoint Strategia
Performance Management
Sonar6 SuccessFactors
Halogen
Taleo
SAP
Lumesse
Lawson
Oracle
Kronos
PeopleSoft
ADP
SilkRoad Jobs2Web
Talent Acquisition
HRMS
Copyright 2012 Bersin & Associates. All rights reserved.
Page 68
Page 70
Page 71
Background checking: Managerial interviews: Interview training: Behavioral assessments: Reference calls: Skills-based assessments:
2/3 use no real assessment process at all leaving the process to hiring managers or recruiters
Bersin & Associates High-Impact Talent Acquisition Study, Fall 2010, 158 organizations responded
Page 72
Page 73
Friendliness
Cognitive Ability
Tenure
Page 74
Correlation
.52 .51 .49 .48 .47 .47 .45
.73
.64 .64 .54
.49
Copyright 2012 Bersin & Associates. All rights reserved.
Page 75
Page 76
Page 77
Page 78