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September 12 th , 2012 Talent Diagnostics Diagnosing your Organisation Valarie Daunt Senior Manager, Human Capital Consulting

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Page 1: Talent Diagnostics Diagnosing your · PDF file4 Talent Diagnostics – Diagnosing your Organisation ... 9 Talent Diagnostics – Diagnosing your Organisation ... for efficiency and

September 12th, 2012

Talent Diagnostics Diagnosing your Organisation

Valarie Daunt

Senior Manager,

Human Capital Consulting

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© 2012 Deloitte Touche Tohmatsu

Course Purpose / Business Relevance

When developing a Talent or People Strategy, one of the first areas HR Professionals and

Senior Executives should look at is the current state of the organisation in relation to it‟s

people.

The purpose of this session is to:

• Introduce you to a Talent Diagnostic Model

• Develop an understanding of a means to evaluate talent in order to develop the people

strategy

2 Talent Diagnostics – Diagnosing your Organisation

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Current Talent Trends

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© 2012 Deloitte Touche Tohmatsu

Top Talent Issues

The “great recession” is leading to a “great re-balancing” of talent concerns and priorities for executives

4 Talent Diagnostics – Diagnosing your Organisation

Source: Deloitte Consulting LLP global survey, "Talent Edge 2020 Blueprints for the new normal," 2010

What are your organisation's most pressing talent concerns today?

41 %

38 %

37 %

35 %

34 %

34 %

29 %

28 %

28 %

21 %

17 %

17 %

12 %

3 %

Competing for talent globally and in emerging markets

Developing leaders and succession planning

Retaining employees at all levels

Managing and delivering training programs

Creating career paths and challenging job opportunities

Sustaining employee engagement/morale

Providing competitive compensation and benefit packages

Recruiting hard-to-find skill sets

Managing a globally diverse workforce

Reducing employee headcount and costs

Deploying critical talent around the world

Providing flexible work options

Evaluating and implementing HR/talent technology systems

Aligning HR and talent with line of business priorities

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© 2012 Deloitte Touche Tohmatsu

28 %

37 %

38 %

36 %

36%

42%

37 %

38 %

38%

38 %

21 %

20 %

23 %

28 %

28%

22%

27 %

27 %

28%

29 %

Gender Issues

Generational Issues

Employer Brand

Workforce Flexibility

Virtual and Tele-work Programs

Accelerated Leadership

Global Mobility Strategies

Global Diversity Management

Social Media and Collaboration

Talent Operations and Technologies

65%

67%

66%

64%

64%

64%

64%

61%

57%

49%

Increase significantly

Increase

Top Talent Issues

As part of their overall strategic rebalancing efforts, executives surveyed clearly anticipate a growing

emphasis on talent strategies aimed at more effectively recruiting, connecting, and managing a global

workforce

5 Talent Diagnostics – Diagnosing your Organisation

How do you anticipate your organisation’s focus on the following emerging talent management

strategies will change over the next year?

Source: Deloitte Consulting LLP global survey, "Talent Edge 2020 Blueprints for the new normal," 2010

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Talent Strategy

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© 2012 Deloitte Touche Tohmatsu

Detailed Talent Diagnostic Business Drivers

A Talent Diagnostic project is typically driven by talent-related symptoms (e.g. high turnover) or specific

organisation changes (e.g. downsizing).

It can also help an organisation assess the accuracy of self-diagnosed issues (e.g. an organisation thinks

they have a training issue, but really it‟s a recruiting and selection issue).

7 Talent Diagnostics – Diagnosing your Organisation

Symptoms

• Loss of customers

• Decreased business performance

• High rate of turnover

• Low employee morale

• Decreased productivity

• Low number of job applicants

Organisational Changes

• Merger and/or acquisition

• Shift in business strategy

• Implementation of a new business

strategy

• Organisational Redesign

• Technology implementation

• Evaluation of HR‟s impact to the

business

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© 2012 Deloitte Touche Tohmatsu

Talent Diagnostic Approach

The Talent Diagnostic approach can be split into 4 key phases:

• Current State

• Desired State

• Talent Roadmap

• Implementation

8 Talent Diagnostics – Diagnosing your Organisation

Prioritised actions,

quick wins, and

measurable results

Prioritised Talent

Roadmap

Short- and Long-

Term Talent

Planning

Prioritise and Build

Talent Roadmap and

Plan

Current vs. Desired

State Talent

Mapping

Current State

Talent Assessment

External &

Internal

Organisational

Data & Metrics

Talent Diagnostic

Questions

Inventory &

Maturity Model

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© 2012 Deloitte Touche Tohmatsu

Detailed Talent Diagnostic – Maturity Model Level Definitions

The Detailed Talent Diagnostic Maturity Model anchors range from Developing, when talent programs are

in their infancy, to Market Leading, when programs are in the most advanced stage of development.

9 Talent Diagnostics – Diagnosing your Organisation

A stage in which a

strategy, process or

program is becoming

larger, more

organised and is

coming into existence

A stage in which a

strategy, process or

program is forming a

basis and focusing on

the fundamentals

A stage in which a

strategy, process or

program is in a state of

advancement, moving

forward and making

continuous progress

A stage in which a

strategy, process or

program is far along in

time and has made

substantial progress

A stage in which a

strategy, process or

program is pioneering

and one of the first in

its field to explore new

subjects, ideas or

methods

Developing Basic Progressing Advanced Market Leading

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© 2012 Deloitte Touche Tohmatsu

How the Detailed Talent Diagnostic Dimensions Create Value

The Detailed Talent Diagnostic (listed below) can be customised to your needs by exploring all dimensions

or narrowing the focus to specific dimensions.

Understanding the value to the organisation will help provide for focused diagnosis, prioritisation, and

identification of talent solutions

10 Talent Diagnostics – Diagnosing your Organisation

Dimensions Value to Organisations

Critical Workforce

Segmentation (CWS)

Identification of key workforce segments that create a disproportionate amount of value for

the organisation. Focusing on these segments first will create quick wins and will help build

momentum for the talent management effort.

Competency Modeling Provides a standard language to describe job effectiveness and can be used as a base of

comparison across jobs. Competency models drive value across all talent dimensions.

Workforce Planning &

Movement

Enables organisations to anticipate and plan for potential shortage or surplus of key talent

segments needed to execute strategic business objectives.

Recruiting & Staffing Helps organisations build their brand to attract top talent, differentiate recruiting practices as

needed and enable rapid deployment, or redeployment of critical workforce segments.

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© 2012 Deloitte Touche Tohmatsu

How the Detailed Talent Diagnostic Dimensions Create Value Cont.

11 Talent Diagnostics – Diagnosing your Organisation

Dimensions Value to Organisations

Career Development

Provides employees opportunities to develop throughout their careers (e.g., stretch

assignment, job rotation, task force committees, formal training). Program is linked to perf.

management and onus is shared by organisation and employees.

Performance

Management

A standard process of evaluating and rating employees provides consistency and an

equitable process that can be used to more effectively conduct workforce planning and

movement, manage rewards, and develop employees.

Succession

Management

Combines planning and employee development for effective long-term talent management

across levels organisation wide, with a focus on needed skills

Rewards Provides effective rewards and recognition of employees for their performance against

established individual objectives and contribution to organisational objectives.

Knowledge Management

Promotes a collaborative and integrated approach to create, capture, organise, access and

leverage an organisation‟s intellectual assets, allowing these assets to be managed in

alignment with strategic business needs.

Onboarding &

Orientation

Enables a consistent experience for new hires, enhances employee understanding of

company policies, ability to find information, and insights into the culture. Ultimately, an

effective program decreases time to full productivity.

Learning & Development

Provides employees with the opportunities, experiences, and guidance needed to be

successful. The support, resources, information, and development provided to employees

will systematically target and improve their performance.

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Example Detailed Talent Diagnostic

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© 2012 Deloitte Touche Tohmatsu

Phase 1: Current State Assessment

13 Talent Diagnostics – Diagnosing your Organisation

Developing Basic Progressing Advanced Market Leading

Recruiting

Strategy

n There is little link

between recruiting

efforts and corporate

goals and objectives.

n Recruiting efforts are

seldom adapted with

changing corporate

environment.

n Recruiters are aligned with

line managers and

understand current staffing

needs.

n Recruiters perform in a

consultative role, exchanging

information with line managers

about staffing needs, trends,

sourcing options, etc.

n Recruiting strategy is aligned with

organisational strategy. Strong

networks and quarterly reviews

ensure ongoing alignment.

n Recruiting is designed to meet long

term talent demands and integrated

with workforce planning.

n Talent managers embedded in the

business units advise recruiters on

short and long term talent needs

n Tools are in place to support the

strategy, enable information sharing

across boundaries, and monitor

effectiveness.

Recruiting

Process

n Recruiting is initiated

on an as needed

bases.

n Recruiting efforts vary

by department,

function, geography

and are dependent on

available interviewers

and resources.

n The recruiting process is

standardised and

documented.

n Recruiters and hiring

managers understand their

roles and are provided with

the tools and training they

need.

n Recruiting cycle times are

evaluated and optimised

through process changes.

Service level agreements exist

and are monitored.

n Formal and anecdotal data

regarding the competitive

talent/demographic market is

factored into recruitment

strategy.

n Industry leader in recruiting for high-

demand talent due to innovative

marketing to multiple talent channels.

n Recruiters are evaluated, recognised

and compensated as sales personnel

on a pay for performance basis.

n Recruiting processes are evaluated

for efficiency and effectiveness

(both from hiring manager and new

hire perspectives), incorporating

leading practices with a focus on

remaining competitive and relevant

service providers.

n Job criteria is linked to employee

development programs; both are

re-evaluated annually to ensure

accuracy and effectiveness.

Sourcing

Candidates

n Candidates are

sourced on an as

needed basis.

n No internal or external

pool of candidates

exists.

n Recruiters source

candidates to fill job

requisitions.

n Organisation has a long-

term relationships with

educational institutions, job

fairs, other companies with

similar talent needs and

external recruiters.

n Organisation has developed a

strategic sourcing strategy to

target, network, and

communicate with active and

passive labor pools.

n An active pipeline of candidates

is available from internal and

external sources.

n Business strategy drives strategic

sourcing; as the external market for

organisation capabilities changes,

business strategy and programs are

adjusted accordingly

n Candidate sourcing is monitored to

understand where the best

candidates are identified.

n Network of relationships for

strategic sourcing changes, to

remain relevant for the staffing

demands and needed skills.

n Candidate sourcing is adjusted

based on strategy and key metrics

(e.g., sourcing cost per candidates

hired; promoted candidates, etc.)

Recruiting

Programs

n Recruiting is not linked

to existing programs

n Data is not available to

determine whether

compliance with

diversity regulations

are met.

n An Employee Referral

Program exists to identify

existing employee pools for

referrals.

n The Employee Referral

Program is widely

communicated to

employees.

n Compliance with diversity

regulation is met (i.e. data

protection/privacy, equal

opportunities, Non-

Discrimination Act).

n Employee Referral Program is

dynamic, targeting incentives

for referrals in line with

business drivers and talent

segments.

n An alumni network is

established to develop life-long

relationships.

n Select diverse classes are

targeted for emphasis as

related to internal and external

recruiting and promotions.

n Business strategy drives employee

referral program; as the market for

different organisation capabilities

changes, business strategy and

program adjusts accordingly.

n Established alumni network actively

pursues life-long relationships

through formal and social events.

n Diversity is a management priority

and an array of diversity

management programs are offered.

Membership, or sponsorship, to

affinity groups, diversity fairs, etc. is

encouraged and supported.

n Employee Referral program metrics

are monitored to differentially

reward staff for key workforce

segment referrals/hires in alignment

with business strategy.

n Alumni network establishes life-long

relationships and maintains

credentials, experience and post-

employment experience.

n Business strategy drives diversity

program; as market for organisation

capabilities change, business

strategy and program adjust.

Example - Recruiting and Staffing

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© 2012 Deloitte Touche Tohmatsu

Phase 2: Desired State Mapping

Template for mapping current state and desired state

14 Talent Diagnostics – Diagnosing your Organisation

Dimension Observations Assessment

Recruitment &

Selection

Enter information gathered from interviews ,

benchmark data, suggestions for improvement, etc

Workforce Planning

& Movement

Performance

Management

Leadership

Development

Rewards &

Recognition

Knowledge

Management

Developing Basic Progressing Advanced Market

Leading

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© 2012 Deloitte Touche Tohmatsu

Phase 3: Talent Roadmap

15 Talent Diagnostics – Diagnosing your Organisation

Competency Modeling

Workforce Planning

Recruiting & Staffing

Career Development

Performance Management

Critical Workforce Planning

1

2

3

8

9

Orientation & On boarding

Leadership Development

4

7

Learning & Development

5

6

Months

1 2 3 4 5 6 7 8 9 10 11 12 13

Develop Initiate Deploy

The prioritised Talent approach can be documented using the Sample Talent Roadmap.

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© 2012 Deloitte Touche Tohmatsu

Phase 4: Implementation

The Long-Term Talent planning template can be used to document the Talent Strategy.

16 Talent Diagnostics – Diagnosing your Organisation

2012 2013 2014 2015

Ta

len

t M

an

age

ment S

tra

tegy I

mp

lem

enta

tio

n

Define Overall Global Talent

Management Strategy for 2010-12

Develop & Implement Global Key

Talent Assessment Program

Identify Global Critical

Workforce Segments

Develop Global Key Talent/

CWS Special Programming

Develop Global

Succession Planning

Program

Develop Global Performance

Management Program

Develop Global

Rewards &

Recognition Program Develop Global

Workforce Planning

Program

Develop Global

Knowledge

Management

People &

Leadership

Development Develop Global

Recruitment & Selection

Completed in detail as

part of 2012 Roadmap

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Wrap Up

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© 2009 Deloitte Touche Tohmatsu 18 Talent Diagnostics – Diagnosing your Organisation

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© 2012 Deloitte Touche Tohmatsu

Thank you for Listening

Valarie Daunt

Senior Manager

Valarie is a Senior Manager in the Human Capital

Practice. She is an experienced organisation and

people development practitioner and specialises in

competency modelling, the design and implementation

of performance management programmes, executive

coaching, 360° assessments and the design and

management of leadership assessment and

development initiatives. Valarie has significant

experience in designing bespoke competency models

and performance management programmes for a

range of local and global organisations.

Tel: +353 (0) 1 417 8633

Mob: + 353 (0) 87 7384899

E: [email protected]

Dawn Keaney

Consultant

Dawn is a consultant in the Human Capital team in

Deloitte. She is a certified Lominger Leadership

Architect (Competency Design) and qualified in the use

of a range of psychometric assessments. She has

significant experience in project management and

designing competency frameworks for a range of

clients. Her work covers areas such as competency

development and design, leadership assessment, job

analysis, competency development and performance

management process assessment.

Tel: +353 (0) 1 4074814

Mob: + 353 (0) 87 4145999

E: [email protected]

19 Talent Diagnostics – Diagnosing your Organisation

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© 2012 Deloitte Touche Tohmatsu

The Talent IMO Eminence

The Talent IMO has developed thought leadership to aid practitioners in discussing talent issues with the

business. Some examples include the following:

20 Talent Diagnostics – Diagnosing your Organisation

To find out more about our service offerings, please visit our website at www.deloitte.ie

The Chemistry of

Talent (New ways to

think about people

and work) is the 10th

in a series of Straight

Talk books dedicated

to helping companies

improve performance.

The Corporate Lattice We have coined the term

corporate lattice™ to

describe an alternative

model to the corporate

ladder that is better suited

to the contemporary world

of work, which has

become more virtual,

collaborative and offers

more choices about how

work gets done.

Managing Talent in a Turbulent

Economy

A five-part longitudinal study focusing

on ways top executives and talent

managers in industries worldwide are

adjusting their workforces to navigate a

course through the rough waters of

today‟s turbulent economy.

Leadership by design

Deloitte's most recent Talent Point of View,

„Leadership by design: An architecture to build

leadership in organisations‟, sets out to address

a fundamental set of questions about how we

approach leadership in organisation.

Books Surveys/Research Reports

Publications (POVs)

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© 2012 Deloitte Touche Tohmatsu

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a private company limited by

guarantee, and its network of member firms, each of which is a legally separate and independent entity.

Please see www.deloitte.com/ie/about for a detailed description of the legal structure of Deloitte Touche

Tohmatsu Limited and its member firms.

Deloitte‟s 1,200 people in Dublin, Cork and Limerick provide audit, tax, consulting, and corporate finance

to public and private clients spanning multiple industries. With a globally connected network of member

firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to

clients, delivering the insights they need to address their most complex business challenges. Deloitte‟s

approximately 182,000 professionals are committed to becoming the standard of excellence.

This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited,

Deloitte Global Services Limited, Deloitte Global Services Holdings Limited, the Deloitte Touche

Tohmatsu Verein, any of their member firms, or any of the foregoing‟s affiliates (collectively the “Deloitte

Network”) are, 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

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© 2012 Deloitte & Touche. All rights reserved