How the World has Changed -...

Copyright © 2015 Deloitte Development LLC. All rights reserved. 1 Global Human Capital Trends 2015

HR Technology Disruptions in 2016

How the World has Changed

Josh Bersin

Principal, Bersin by Deloitte

November, 2015

Copyright © 2015 Deloitte Development LLC. All rights reserved.


The Changing Role of HR Technology

• The new world of work

• Disruptive role of technology

• Evolution of the core HR systems

• Reinvention of performance management

• Reinvention of corporate learning

• Feedback and engagement apps

• Analytics

• Design thinking in HR

Agenda


Top talent challenges

Global Human Capital Trends

Culture and engagement

Leadership gaps

Learning and development

HR Skills and capability

87%

86%

86%

80%

Workforce capability

Performance management

HR and people analytics

Simplifying work

Machines as talent

People data everywhere

71%

57%

52%

80%

75%

75%

% VERY

IMPORTANT

50%

51%

40%

39%

35%

34%

29%

26%

20%

14%


Glassdoor ratings of employer recommendations — 200,000+ respondents

Engagement appears to be a global challenge

Average

3.1

What are

these

companies

doing??

Copyright © 2015 Deloitte Development LLC. All rights reserved. 5 Global Human Capital Trends 2015 5

Careers Have Changed and So Have People

“Our candidates today

are not looking for a career…”

“They’re looking for an Experience.”



Surveyed Millennials also …

80% Want to give

performance appraisals

to the boss

60% think 7

months

of work means

they’re “loyal”

2/3 Want to be

“creative” at work

in their job

Their “team mates” are

the most important

people at work

Expect feedback

weekly and

progression

annually


Talent Mobility is Here to Stay

• People change jobs: average tenure at work is <4 years

• Part time and contingent: “Uberization of Work:

‒ 55 Million people (32%) in the US work part-time, contingent, or

as contractors

• Skilled workers in high demand:

‒ 30% of Tech workers believe they could get a better job within 60

days if they looked (Dice)

• Without a facilitated talent mobility strategy good people will likely

leave

• Alumni networks, external mentoring, job rotation inside and outside

the company are all important today

New models for talent: no longer for life

See: The Alliance: Managing Talent in the Networked Age , Reid Hoffman, July 2014


Exploding role of culture

“Culture” is the New Black

<5% of candidates value

compensation over

culture

95% of candidates

believe culture is more

important than

compensation


Employees are Overwhelmed

The average mobile phone

user checks their device

150 times a day.

40% of the US population

believes it is impossible to

succeed at work and have

a balanced family life.

The “average” US worker

works 47 hours and 49%

work 50 hours or more per

week, with 20% at 60+

hours per week

The “average” US worker

now spends 25% of their

day reading or answering

emails

More than 80% of all

companies rate their

business “highly complex”

or “complex” for

employees.

Fewer than 16% of

companies have a program

to “simplify work” or help

employees deal with

stress.


And Productivity is Slowing

US Productivity Last Ten Years

1 billion

Smartphones i-Phone

Launched

100 Million

Twitter users


Companies with “soul” had a

1026% return from 1996 through 2006,

8x higher than S&P 400 firms

Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, 2014

Importance of Mission and Purpose


Increasing Role of Inclusion

Inclusion and Diversity Now Strategic to Success

Essential Talent Activities Almost No Strategy Used to Direct Talent Management Activities • Little Understanding or Interest in Systemic

Talent Relationships • Essential Talent Activities (e.g., Performance Management, Talent Acquisition) in Place

but Often Inconsistent or Lacking Intention • Talent Activities Often Siloed

Level 1

Critical Talent Growth Increasingly Clear Talent Strategy for Critical Talent Segments • Emerging Perspective on

Systemic Talent Relationships • Effective at Implementing Essential Talent Activities •

Learning & Leadership Activities More Targeted, Prominent & Integrated •

Other Talent Processes More Sophisticated & Integrated

Level 2

Managed Talent Relationships Clear Talent Strategy & Analysis-Based Understanding of the Workforce • Nascent Execution of

Systemic Talent Relationships • Targeted, Integrated & Effective Leader Growth Activities •

Strong Learning Culture • Moving Beyond Compliance-Based Diversity & Inclusion Activities

Level 3

Inclusive Talent System Clear, Targeted & Communicated Talent Strategy • Fully Developed &

Integrated Talent Activities Aligned to Desired Strategic Outcomes •

Relationships with Talent Are Systemic & Tailored • Progressive Diversity &

Inclusion Approach Reflected in Policies & Employee Experience

Level 4

Be

rs

in

b

y

De

lo

it

te

10%

19%

59%

12%

Source: Bersin by Deloitte, 2015 – High-Impact Talent Management.









• Analytics


Agenda


We Build Tools, then the Tools Change Us

How Technology Changes Us

Steam Engine - 1874 Telegraph and Electricity - 1882 TRS-80 1977

IBM PC 1981


We Build Tools, then the Tools Change Us

What Could be Coming?

Smart Phone 2007 Wearables 2011 Smart Badge 2013 Virtual News 2015


The Reinvention of HR Technology

A Major Shift in HR Technology









• Analytics


Agenda


Benefits &

Compensation

Hiring

Recruiting E-Learning Performance Talent

Network Based

Applications

New Systems of

Engagement

15 Year Evolution of HR Systems M

AR

KE

T G

RO

WT

H -

A

DO

PT

IO

N

2 0 0 0 2 0 1 5 P R O G R E S S I O N O V E R T I M E

Compensation

HRIS

Benefits

Administration

Applicant Tracking

Recruiting Sourcing

Learning

Management

Workforce

Management

Succession

Management

Performance

Management

Integrated Talent Mgmt

Analytics

Tools

Social

Recognition

Network

Recruiting

HRMS + Talent +

Workforce Management

Self-Service

Apps

Personality and Pre-

Hire

Culture

Assessment

Predictive

Analytics

Real Time

Engagement

Mobile

Apps for HR

Process

Automation

Integration &

New Talent Apps

Analytics Driven

“Systems of

Engagement”

Apps that

“Make Work Life

Better”


Two Major Marketplace Issues


Growth in HR Technology Markets

People Management Software is One of the Biggest ERP Segments

Market Category Market Size (2014) CAGR 5 Years

Core HRMS $6.2 Billion 7-9%

Recruiting $2.6 Billion 8-10%

Learning Management $2.4 Billion 10-12%

Performance / Compensation $1.4 Billion 8-10%

Workforce Management $1.5 Billion 4-6%

Engagement, Recognition, Sensing $1.0 Billion 10-15%

IDC Market Size 2014,

Bersin Estimates


Focus of Technology has Changed

Ris

k

Speed

How Will You Upgrade Your HR Technology?

2015 Cedar Crestone survey and 2015 Bersin by Deloitte HR Systems Research


ERP Collides with Talent Management

ERP Vendors Progress

• More than 1,000 core HR customers in the cloud.

• #1 total talent management provider by market share

• Leading in compensation, analytics, talent reviews

• More than 700 core HR customers on EC

• Leading market in learning, performance mgt

• Mobile and analytics leadership

• Deloitte AccessEdge can bridge gap to cloud

• Close to 1,000 customers on cloud HRIS

• Recruiting, analytics, now learning coming in 2016

• Leaders in user integration and user experience

• Focusing on financials

• Watson Analytics

• Kenexa Engagement tools

• Open HR

• Brassring Recruitment


Market Evolution becoming Disruptive Again

Other Major Vendors Making Progress


Implementing HR Systems is Not Easy

• Companies with strong culture of

change are 2X more likely to

succeed in the minds of business

leaders

• Companies with poor culture or

experience in change suffer 250%

higher costs of HR technology

implementations

Critical Importance of Change Management

2015 Cedar Crestone survey and 2015 Bersin by Deloitte Change Research

Bersin by Deloitte Change Model









• Analytics


Agenda


Performance Management

Only 12% of companies believe

their existing performance

management process is “worth

the time put into it.”

- Deloitte Human Capital Trends 2015

The Process is Broken


Historic Perspective on Performance and Management

The Evolution of Management Thinking We are Here

The Industrial Corporation

Hierarchical Leadership

Collaborative Management

Networks of Teams

<1950s 1960s-80s Today 1990s

Andrew Carnegie Henry Ford

Netflix, Google, Facebook, Amazon

Jack Welch Peter Drucker

Howard Schulz Steve Jobs

Profit, Growth, Financial Engineering

Customer Service, Employees as Leaders

Mission, Purpose, Sustainability

Operational Efficiency

2020

Pu

rpo

se, M

ean

ing,

and

Emp

ow

ermen

t?

Industrial Age People as Workers

Management by Objective

Servant Leadership Work Together

Empower the Team

The Corporation is King

The Executives are King

The Teams and Team Leaders are Kings

The People are King(s)


The Big Shift: From Annual to Continuous

The Big Shift is Happening

Source: Bersin by Deloitte research, 2014.

Top-Down Annual Performance Process

Top-Down Approach Cascading Goals

Annual Event Big Bureaucracy Involved

Lots of Forms and Automation Needed

Focused on Rating and Forced Ranking

Compensation Tied Directly to Rating

Continuous Management and Feedback

Team Centric Aligned but Local Goals

Ongoing Weekly/Monthly Check-ins

Simple Tools, Agile, Mobile, Easy to Use

Focused on Continuous Development, No Ranking

Compensation Based on Many Factors

HR-Driven and HR-Centric Process

Management-Driven Driver of Culture


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.

Simplicity: Clarifying the purpose of PM


Goal Management

Organizations that

revise or review

goals quarterly or

more are

3.5 X more

likely

to score in the top

quartile of business

performance.

More Frequent Goal Reviews

Note: Based on our employee recognition survey, we created a business performance index (BPI1) that averages scores on employee engagement and three business-related outcomes (customer satisfaction, cost structure compared to competitors, and market leadership position). It then ranks organizations on the scale. Organizations that scored in the top 25 percent of the BPI are considered to have “strong” business outcomes.

16%

44%

21%

10%

9%

Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by Deloitte, December 2014.

Percent Improvement in Performance

Based on Frequency of Goal Review


Coaching is Key

Shift Focus Toward Coaching and Development

Competitive Assessment Coaching & Development


Coaching and Development Model

Data Proves Coaching Pays Off # Top 22 Best Practices Impact Area

1 Coaching: formal or well established coaching programs for employees. 48% Performance Management

2 Consolidating staffing requirements across the organization 42% Sourcing & Recruiting

3 Ability of current workforce planning process to identify current and future talent gaps 38% Workforce Planning

4 Competencies maintained through annual maintenance process 34% Competency Management

5 Staffing metrics: measuring time to hire, cost to hire, and quality of hire 33% Sourcing & Recruiting

6 Cascading goals: aligning goals to manager or corporate goals 33% Performance Management

7 Development planning: creating consistent development plans across the organization 33% Performance Management

8 Establishing goals: establishing clear and measurable goals for all employees in organization 32% Performance Management

9 Job functional competencies well established and used throughout the organization 32% Competency Management

10 Competencies used in recruiting process for assessment and interviewing 32% Competency Management

11 Managed recruiting process: carefully monitoring and tracking interview process 31% Sourcing & Recruiting

12 Assessing performance: delivering an annual performance appraisal and evaluation 30% Performance Management

13 Internal sourcing: internal job postings, career planning, and promotion to recruit from within 29% Sourcing & Recruiting

14 Leadership competencies well established and used across the organization 29% Competency Management

15 Performance based compensation: consistently linking compensation to performance ratings 27% Performance Management

16 Competencies used in performance management for assessment, review, and development 27% Performance Management

17 Developmental training: training tied to developmental goals of individuals & organization 27% Learning & Development

18 Competencies used in leadership development programs for training 24% Competency Management

19 Pre-hire assessment: assessing candidates against competencies for a position 23% Competency Management

20 Employer brand: using web, collateral, and marketing to position well for recruiting 22% Sourcing & Recruiting

21 University recruiting: working with educational institutions to obtain qualified candidates 22% Sourcing & Recruiting

22 Maturity level of leadership development: Strategic Leadership Development (level 4) 21% Leadership Development


Eliminate Ratings? Eliminate Forced Ranking?

• The Bell curve often alienates high performers

and lets mid-level performers hide

• It does not reflect the philosophy of “managing

to strengths” or the power of “hiring the best”

• It can get in the way of teamwork and

cooperation

• In most companies the rating process reduces

performance and alienates people from

managers

Rating and Ranking? The myth of the Bell curve


Expanded model of evaluation and comp

Juniper Model of Evaluation

Talent

Architecture


GE New Performance Feedback Tool

PD@GE


Deloitte Feedback Process Drives Performance

1. I am really enthusiastic about the mission of the firm

2. At work, I clearly know what is expected of me

3. In my team, I am surrounded by people who share my values

4. At work, I have the chance to use my strengths every day

5. My teammates have my back

6. I know I will be recognized for excellent work

7. I have great confidence in the firm’s future

8. In my work, I am always challenged to grow

BASELINE

BOTTOM QUARTILE

TOP QUARTILE

1

2

3

4

5

6

7

8

4.4

3.2

4.2

4.0

3.8

3.6

3.4

Pulse Survey items

Questions that Predict High Performance at Deloitte

Source: Deloitte pilots FYs14-15.


A New Model for Management

The rise of “Distributed Leadership”










• Analytics


Agenda


Content explosion

Blogs

Ratings

Mentoring

Wiki’s

Video

Podcasts

Discussion

Boards

Social Networking

Tagging

Micro-blogs

Virtual Worlds

Stretch

Assignments

Communities

of Practice

Collaboration

Search

Simulations

Surveys

Whitepapers

Case Studies

Articles

Visual Aids

Presentations

Books

Corp Websites

Manuals

Performance Support

Product

Demonstrations

Instructions

Observations

Journaling

Standard

Operating

Procedures Newsletters

Corporate

Communications

Marketing

Collateral

Business Process

Documentation

Programs

Role Playing

Classroom Conferences

eLearning

Coaching

Webinars

Lunch ‘n Learns

Chalk Talks Onboarding

Debates

Consulting

Lectures

Experiments

Labs Teaching

Courses

Workshops

Interviews

Feedback

Mistakes

Successes

Job Rotations

Peers

Project Post-Mortems Meetings

Role Models

Job Shadows

After Action

Reviews

Customer Data

Goals

Play Conversations

Dialogue Reports Memos

Appraisals

Business Performance Data

CRM Records

Proposals


Consumerization of Education has Arrived

MOOCs are Explosive


What do most people want? It’s not training

Our survey indicates training is now the least desirable way people want to learn

Rated 7th

(% rated “essential” or “important”)


From content-centric to continuous and experience-centric

Evolution of corporate L&D

We are here

E-learning

& blended

Talent

management

Experiential

learning

Continuous

embedded

2001 2005 2015 2010

E-learning

get materials online

Social, collaborative

corporate university

Blended

programs

Content management

taxonomy

Learning paths

role-based

Self-authored

extreme blended

Gaming, embedded,

On-demand

Rich catalog

university

2020

Learn

ing

every

wh

ere

all th

e tim

e

Intelligent

Learning

Instructional design

Kirkpatrick

Career

curricula

Content

community

70-20-10

Job relevant

classroom

LMS as

E-learning platform

LMS as talent

platform

LMS as data

(where is the LMS?)

LMS as experience

platform


Shift in Power Toward the Employee

Moving Toward Employee-Driven Continuous Learning

Training

solutions only

play here


What millennials likely want (and need)

• Many companies are desperately looking for

ways to build leaders from Millennials

• Mentors and mentor programs are often among

the hottest programs to build new leadership

• When asked “how would you like to learn to

lead,” more than 60% of Millennials surveyed

say “I’d like a mentor.”

• Salesforce found that 95% of leaders who have

mentors were promoted within 18 months

The mentor next door

Copyright: Office Space, Judge, Mike, US, 20th Century Fox


LMS Market is Reinvented

The 1990s-2000s LMS

Training Management

Course Administration

Enrollment and Scheduling

Resource Management

Extended enterprise

e-learning

e-commerce

Virtual classroom

Assessment tool

Security and roles

Reporting

Lea

rnin

g A

dm

inis

tra

tio

n

Social Features

Collaboration

“Discussion Group”

Portals

Lea

rnin

g

Ex

pe

rie

nc

e

The Modern LMS

“Old LMS” Feature Set

+ Deeper Analytics

Dynamic Profile

Expert Directory

Communities

Tagging

Content Management

Ratings

Multi-rater coaching

Feedback

Content Sharing

Content Management

Mobile

“New” virtual classroom

Social Network User Interface

Talent Management Features

Ad

min

istra

tion

& T

ale

nt

So

cia

l & C

olla

bo

ratio

n

Us

er

Ex

pe

rien

ce


Technology Changes Us

New Roles In L&D are Needed









• Analytics


Agenda


A Gift to

give

Feedback is a Gift

A Gift to receive


Workboard Research

What We’ve Learned about Feedback

http://www.ncbi.nlm.nih.gov/pubmed/19829208

Lack of feedback creates anxiety,

worry, and poor performance


The Feedback System

How Does Feedback Work Today?

Engagement

Survey

Senior Management Team

Employees

Line Managers | HR

Performance

Review

Filtering and Cleaning

Time

Per

Year


Feedback is the Killer App

The World of Feedback Apps is Here Traditional

Engagement Surveys

Work Environments

Quick Feedback

Anonymous Network Apps

Performance Management

Social Recognition

Well Being

Pulse Surveys

Culture


Bringing it together

Enterprise feedback concept


Change management through feedback

Apollo Group (University of Phoenix) Manages Change

• Major downsizing effort coming

• Sent out one question “What could we be doing better?” right after the announcement.

• Received more than 20,000 responses within first 24 hours

• 1000+ specific suggestions, rank prioritized by the organization, available within 36 hours

• CEO and HR leaders communicated results within 2 days of announcement


Modern Feedback Works

• VP of Culture also VP of Sales

• Fast-growing company, hard to keep a pulse

on culture

• Weekly pulse survey “How happy are you

this week” with comments

• “Cheers” to others in the company

• Anonymous feedback, but VP of Culture

responds directly to open line of

communications

• Direct linkage to sales results each week

HubSpot – Managing Culture at Scale









• Analytics


Agenda


The New World of People Analytics

Recruiting &

Workforce

Planning

Comp and

Benefits,

Rewards

Performance

Succession

Engagement

Learning &

Leadership

HRMS

Employee

Data

Engagement &

Assessment

+

Sales Revenue

Productivity

Customer

Retention

Product Mix

Accidents,

Errors, and Fraud

Quality

Downtime

Losses

Groundbreaking new insights and tools for

managers to make better decisions (not HR)

Data management, Analytics, IT,

and Business Consulting Expertise

+

=

This is NOT HR ANALYTICS!

Location,

Travel,

Meeting Time

Organizational

Network Analysis

Sentiment, Heart

rate, Voice +


What our research discovered

Bersin by Deloitte Talent Analytics Maturity Model

Operational reporting Reactive reporting of operational & compliance measures •

Focus on data accuracy, consistency & timeliness

Level 1

Advanced reporting Proactive reporting for decision-making • Analysis of trends

& benchmarks • Customizable, self-service dashboards

Level 2

Advanced analytics Statistical analysis to help solve business problems • Identification of

issues

& actionable solutions • Centralized staffing & integrated data

Level 3

Predictive analytics Development of predictive models • Scenario planning • Integration

with business & workforce planning • Data governance model

Level 4

Bers

in b

y D

elo

itte

56%

30%

10%

4%


The Ugly Part

Visual

Dashboards Advanced

Analytics

Predictive

Models

Data

Integration

Data

Dictionary

Data

Quality

Time and

Seasonality

Big Data

Tools

Data Governance

Ownership

Reporting

Tools

Disparate

Systems

Visual

Skills

Stats and

Data Skills

The Ugly Side: Data Management


The Difficult Tipping Point

Level 2

Strategic Reporting

Level 3

Advanced Analytics

Level 4

Predictive Analytics

Level 1

Operational Reporting

Level of Effort

Level of Value

Choke point for many

organizations


Models can change thinking

Reporting “What’s happening?”

Analysis “What’s going on?”

Predictive “What is likely to happen?”

Prescriptive “What should we do?”

Product quality

Success behaviors

Retention risk

Sales productivity

Career development

Compliance risk

Future skills gaps

Toxic employees

Fraud

Leadership assignments

Career success

Leadership pipeline

Engagement

Comp strategy

Coaching

Customer Service

Grievances

Learner satisfaction

Headcount

Performance

Ratings

Absence

Turnover

Leadership gaps

Comp budget

Spans and layers

Training compliance

Training compliance

Skills levels

Skills levels

Spans and layers

Engagement

Diversity

Demographics

Development plans

Candidate pool

Prehire assmts

Source quality

Time to fill

Compliance risk

Retention

Leadership gaps

Exit interviews

Mobility

Career progression

Compa ratio

HR Op costs

Service delivery

L&D spending

Unplanned absence

Quality of hire

Leadership pipeline

Skills gaps

L&D waste

Retirement projections

Accident rates

Candidate pools

Cost to hire

Engagement

Advertising

#5. Modelling is valuable, but implementing the model is key


VP Human Capital Analytics

Director Org Diagnostics

& Design

Sr. Consultant ODD

Program Manager

Director Workforce Analytics & Research

Manager Workforce Planning

Sr. WFA Analyst

Manager Employee Research

Analyst Employee Research

Manager Learning Analytics

Consultant Learning

Measurement

Analyst Learning Analytics

Consultants

Business Operations

Retailer

Evolution of the People Analytics Function

VP Comp

and Benefits

CHRO


New types of data, new ways of analyzing it

Text Analysis | Sentiment Analysis | Organizational Network Analysis | Feedback Systems


Analytics Becoming Embedded

“Suggestions” not “Charts”

Retention

Career moves

Learning

Spending

Labor Force Optimization

Sales productivity


Today, the 14% of HR Organizations believe they “regularly use data to make talent and

HR strategy decisions” are:

Despite the challenge, the investment pays off…

2X as likely to believe

they are excellent

at selecting

the right

candidates


they are delivering

a strong

leadership

pipeline

Generating

30% higher stock

returns than the

S&P 500 over the

last three years


they are efficiently

operating HR

Bersin by Deloitte High-Impact Talent Analytics® 2014









• Analytics


Agenda


Explosion in Mobile Access

1.5 Million Laptop/Desktop Users

1.6 Billion Smartphone Users

5.2 Billion Mobile Phone Users

Mobile now 25% of web traffic

60% of time on internet is

through Mobile devices


Design Thinking Comes to HR


CommonWealth Bank of Australia – Sidekick Project


Rapid Adoption and Engagement with Technology

Success of Design Thinking in HR


Simplicity Trumps Functionality

Value

Time

Highly Functional System,

Difficult to Learn

Simpler System,

Easy to Use

“Harmonization of HR processes before

implementation of systems was one of the biggest

drivers of successful implementations.” Source: Deploying HCM Technologies: Making Change Work,

Katherine Jones, Bersin by Deloitte, 2014.


Bottom Line: Technology Will Change Your Workforce – You Must Take Charge


BE BOLD


Enter: Digital HR

© Bersin by Deloitte

Mobile Apps as the Platform

for employee solutions

Design Thinking focuses on

“Making Work Better”

Recruiting, on boarding,

goals, feedback, all integrated

Cloud-based HR platforms

easy to use, scalable

App platforms extended and

expanded regularly

Video, social, employee

directory, analytics embedded


• About Deloitte As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

• This publication contains general information only and Deloitte is not, 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 business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

• Copyright © 2015 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

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