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TRANSCRIPT
September 12th, 2012
Talent Diagnostics Diagnosing your Organisation
Valarie Daunt
Senior Manager,
Human Capital Consulting
© 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
Current Talent Trends
© 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
© 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
Talent Strategy
© 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
© 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
© 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
© 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.
© 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.
Example Detailed Talent Diagnostic
© 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.
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Example - Recruiting and Staffing
© 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
© 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.
© 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
Wrap Up
© 2009 Deloitte Touche Tohmatsu 18 Talent Diagnostics – Diagnosing your Organisation
© 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
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
19 Talent Diagnostics – Diagnosing your Organisation
© 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)
© 2012 Deloitte Touche Tohmatsu
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