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Transcript of Talent Management in Growth Markets: Indialogin.bersin.com/uploadedFiles/051916_PPT_Talent... ·...
Talent Management in
Growth Markets: India
May 19th, 2016
Stacia Sherman Garr, Vice President,
Talent Management and HR Research
Candace Atamanik, Research Manager
Talent Management Research
Bersin by Deloitte
Deloitte Consulting LLP
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Overview & Select Top Findings
The Talent Management Maturity
Model: India and Global 2000
Three Steps to Maturity
Q & A
Agenda
Stacia Sherman-Garr
Vice President
Talent Management and HR Research
Bersin by Deloitte
Deloitte Consulting LLP
@StaciaGarr
Candace Atamanik
Research Manager
Talent Management Research
Bersin by Deloitte
Deloitte Consulting LLP
@catamanik Join the Conversation on
#HITalentIndia @Bersin
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte /
Stacia Sherman Garr, Candace Atamanik, David Mallon,, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace
Atamanik / Bersin by Deloitte, 2016
Talent Management Research in India:
Quantitative survey:
269 HR leaders located in India at the time of
the survey
454 HR leaders at Global 2000 organizations
(revenue larger than $750 million USD)
Rigorous statistical analysis of common talent
management performance drivers
In-depth interviews with senior HR leaders in India
and Global 2000 (G2000) to better understand
related issues and trends
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Indian Organizations Need to Evolve their Talent Management Approach
What should
organizations in
India do differently
with talent
management
practices to meet
employee and
business needs?
Demand for talent is
spiking, and Indian
organizations need
strategies beyond
compensation to
retain critical talent
India has a large,
rapidly growing,
young population in
and joining the
workforce;
Despite the large
supply of labor,
there’s a lack of
highly-skilled,
leadership-ready
talent
Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by
Deloitte, 2016
Organizations in India can leverage our findings on talent management maturity
to improve their talent and business outcomes
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Select Top Findings
In India, 79 percent of organizations are at Level 1 or 2 of talent
management maturity, 21 percent are at Level 3 and 4.
Both G2000 and Indian organizations report poor performance on D&I
practices, but Indian organizations have somewhat more integrated and
strategic D&I efforts than most G2000 organizations.
Leadership development practices within Indian organizations are less
integrated with other talent management activities.
Systemic relationships with talent are more prevalent in Indian
organizations.
Talent strategies within Indian organizations are more integrated and
better communicated.
Indian companies excel at establishing fair performance policies,
processes, and systems.
Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by
Deloitte, May 2016
Copyright © 2016 Deloitte Development LLC. All rights reserved. 8
#HiTalentIndia
Essential Talent Activities
Level 1
Critical Talent Growth
Level 2
Managed Talent Relationships
Level 3
Inclusive Talent System
Level 4
Be
rs
in
b
y
De
lo
it
te
The Talent Management Maturity Model
Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr,
Candace Atamanik, David Mallon,, October 2015.
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
The Talent Management Maturity Model Global 2000 Organizations Vs. Indian Organizations
Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr,
Candace Atamanik, David Mallon,, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte,
May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Let’s hear from you
Where does your organization fit on the talent management maturity model?
Level 1: Essential Talent Activities
Level 2: Critical Talent Growth
Level 3: Managed Talent Relationships
Level 4: Inclusive Talent System
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Mature Indian and G2000 Organizations Excel at Talent and Business Outcomes
2x more likely to
be highly
effective at
coaching and
developing
people
2x more likely to
be highly
effective at
identifying and
selecting
leaders
1.3x more likely to
be highly
effective at
agility and
innovation
1.3x more likely to
be highly
effective at
improving
processes to
maximize
efficiency
Indian Organizations
G2000 Organizations
4x more likely to
be highly
effective at
coaching and
developing
people
3x more likely to
be highly
effective at
identifying and
selecting
leaders
2x more likely to
be highly
effective at
agility and
innovation
1.4x more likely to
be highly
effective at
improving
processes to
maximize
efficiency Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Understanding the Model
Foundational Differentiating
• Performance Management
• Procedural Fairness
• Sourcing and Selecting Talent
• Organizational Structure Complexity
• Embedded Diversity and Inclusion
• Strategic Diversity and Inclusion
• Systemic Relationship with Talent
• Culture of Leadership and Learning
• Talent Strategy
Foundational vs. Differentiating Factors
Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman
Garr, Candace Atamanik, David Mallon, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by
Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved. 14
#HiTalentIndia
Three Steps to Maturity
1. Strengthen Foundational
Talent Management
Practices
2. Develop a Business-Aligned Talent Strategy
3. Invest in
Critical Differentiating
Talent Management
Practices
Talent Management in India: Improve Maturity in Three Steps, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved. 15
#HiTalentIndia
Three Steps to Maturity Step 1: Leverage Strengths in
Foundational TM Practices
• Organizational structure aligned to
business needs
• Enhance organization’s talent sourcing
and selection capabilities
• Implement and communicate fair
talent policies and procedures
• Create performance management
activities to improve conversations
between managers and direct reports
Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model,
Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and
Candace Atamanik / Bersin by Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Let’s hear from you
Which foundational factors does your organization excel at?
Performance Management: Frequent development-focused conversations
between managers and employees
Procedural Fairness: Employees feel performance appraisal and other talent
processes are fair.
Sourcing and Selecting: Candidates are effectively assessed.
Organizational Structure: Aligned with business objectives.
Copyright © 2016 Deloitte Development LLC. All rights reserved. 17
#HiTalentIndia
Foundational Practices: SKF Builds Competitive Advantage through a Career Pathing Portal
SKF: The largest bearing
manufacturer in the world, employs
roughly 44,000 people in
approximately 100 manufacturing
sites that span 70 countries.
Objective: Retain critical people,
create visibility into the current talent
pool and provide equal opportunity.
Result: Increase transparency and
satisfaction levels due to the visibility
of roles in the organization.
Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman
Garr and Candace Atamanik / Bersin by Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved. 18
#HiTalentIndia
Three Steps to Maturity Step 2: Develop and Communicate a Business-Aligned Talent
Strategy
• Identify most critical talent and
develop an approach for attracting,
engaging, and developing them.
• Engage in change management to
ensure everyone understands
changes to talent strategy.
• Continue to integrate talent strategy
with talent management activities
Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin
by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and
Candace Atamanik / Bersin by Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved. 19
#HiTalentIndia
Let’s hear from you
How would you describe the state of your organization’s talent
management strategy?
• Currently, we have no clear talent management strategy / We
have just started to develop our strategy
• We are in transition from one strategy to another
• We are developing and implementing our strategy, with some
advanced processes in place
• We have a lot of advanced processes, developed over the years
but have not developed an overall integrated strategy
• We have a clear strategy, with advanced and integrated
processes in place
Copyright © 2016 Deloitte Development LLC. All rights reserved. 20
#HiTalentIndia
Wipro: Global information technology,
consulting and outsourcing company
with 145,000 employees serving more
than 900 clients in 60 countries.
Objective: Defining the roles and
competencies required to be
successful and aligning these with
career planning and talent
management.
Result: Created an assessment center
and tools for assessing behavioral and
technical competencies through an
online portal.
Wipro Develops a Talent Strategy and Assessment Center
Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman
Garr and Candace Atamanik / Bersin by Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved. 21
#HiTalentIndia
Three Steps to Maturity Step 3: Invest in Critical Differentiating TM
Practices
Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model,
Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and
Candace Atamanik / Bersin by Deloitte, May 2016.
• Improve the organization’s
understanding of and relationship
with talent
• Develop a culture of leadership and
learning in the organization
• Expand investments in D&I
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Let’s hear from you
Which of the following differentiating factors of High-Impact Talent
Management does your organization prioritize most?
Talent Strategy: it is clearly articulated and communicated across the
organization.
Leadership and Learning: these are core tenants of our culture.
Relations with Talent: we make fostering relationships mission critical and part
of everything we do.
Diversity and Inclusion: these are key objectives for our workforce
and touch many aspects of our total talent plan.
Copyright © 2016 Deloitte Development LLC. All rights reserved. 23
#HiTalentIndia
Citibank India Employee Networks
Members: Employees at all levels (ranging from senior leaders to individual contributors)
Purpose: Carry out the initiatives and programs of the steering committee, focusing on issues of gender
Citibank India Parent Network
Members: Senior leaders and experts in the field of D&I
Purpose: Create collaborative efforts between groups, help in creating common processes and practices, translate
Citibank India Diversity Steering Committee objectives into tasks and actionable items
Citibank India Diversity Steering Committee
Members: Citibank India’s top leadership team
Purpose: To drive inclusion and help sensitize employees through diversity initiatives
Citibank India Creates an Inclusive Workplace
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and
Candace Atamanik / Bersin by Deloitte, May 2016.
Citibank: Leading global bank
operating in more than 160 countries
worldwide and serving more than 200
million customer accounts. In India,
they employ more than 10,000 people
based out of 30 cities.
Objective: To retain and engage this
new talent pool, the organization would
need a talent management approach
that encouraged diversity and
inclusion, and addressed career
aspirations on a global platform.
Result: Higher retention of women,
lower attrition, and increased ratio of
women in senior positions.
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Top Takeaways
Most Indian organizations are at Level 1 or 2 of talent management
maturity
Leverage strengths in foundational TM practices
Develop and communicate a business-aligned talent strategy
Invest in critical differentiating TM practices
Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model,
Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.
High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and
Candace Atamanik / Bersin by Deloitte, May 2016.
Copyright © 2016 Deloitte Development LLC. All rights reserved.
#HITalentIndia
Questions
Stacia Sherman Garr
Vice President
Talent Management and HR Research
Bersin by Deloitte
Deloitte Consulting LLP
@StaciaGarr
Candace Atamanik
Research Manager
Talent Management Research
Bersin by Deloitte
Deloitte Consulting LLP
@catamanik
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 communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.
Copyright © 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited