Talent Management Maturity Part 1

Bersin by Deloitte Frameworks and Maturity Models Bersin by Deloitte Frameworks and Maturity Models Our models and frameworks form the foundation of our research and can help you define and communicate your strategy. These tools: • Enable companies to build strategies to drive business alignment and growth • Provide a roadmap for becoming a leading practice organization • Help explain maturity and organizational concepts to colleagues, leaders, and executives • Promote measurement and benchmarking FRAMEWORKS Our frameworks are a visual, easy-to-read depiction of the relationships and integration points of all processes in a functional area of HR, Talent, or Learning, highlighting the most important elements, practices, focus areas, stakeholders, audiences, and communications media to consider. Use these frameworks to look at your processes, systems, and resources — and to make adjustments that will help your HR department to build a high-impact organization. MATURITY MODELS Our maturity models are designed to create an understanding of an organization’s level of maturity and the impact that moving up in maturity level can have on the business. Use these maturity models to benchmark your organization’s level of sophistication in given areas and to identify the best practices that are most critical to improving your business outcomes. FRAMEWORK Diversity & Inclusion Framework D&I Strategy Executive Ownership • Anchoring D&I in Business Strategy • Connecting to Talent Strategy • D&I Vision, Purpose & Definition • Current State Assessment • Alignment with Culture • Strategic Objectives & Roadmap • Global & Local Customization Governance & Management Functional Roles & Responsibilities • Advisory Groups • Employee Networks • Budget • Accountability & Incentives • Ongoing Optimization Work Environment Business Organizational Design • Workplace Design • Knowledge Management • Culture Suppliers • Customers • Brand-Building • Product Development Community Corporate Social Responsibility • External Networks • Partnerships Talent Management Processes Talent Acquisition • Performance Management • Learning & Capability Development • Leadership Development • Succession Management • Career Management Change Management & Communications Change Strategy • Change Approach • Alignment to Culture • Stakeholder Alignment • Two-Way Communication Channels Audiences Potential, Present & Former Employees • Boards of Directors • Community • Customers • Governments • Interested Individuals & Groups • Media • Shareholders • Suppliers Metrics & Evaluation Implementation Focus Areas Scorecard • Standards • Goals • Benchmarking • Ongoing Monitoring & Improvement • Reporting Solution Design Desired Outcomes • Alignment with D&I Strategy • Executive Ownership • Budget • Implementation Approach • Technology • Customization Compliance & Foundational Activities Culture • Ethnicity / Race • Gender • Generation / Age • Invisible Dimensions • Language • Mental / Physical Status • Nationality • Religion • Sexual Orientation • Veterans Compliance: Legal Requirements • Risk Management • General Counsel Partnership Foundational: Employee Relations • Policies • Compensation Constituencies Bersin by Deloitte notes FRAMEWORK Employee Recognition Framework Recognition Strategy Purpose of Recognition • Business Goals • Alignment with Culture • Talent Management Integration • Vision • Transparency • Accountability • Globalization Audience Governance & Management Visibility Public • Group • Private Amount • Allocation • Control Frequency Criteria Annually • Quarterly • Monthly • Weekly • Daily Performance • Behaviors • Tenure Delivery Recognizers Face-to-Face • Letter / Email • Event • Online Platforms Leaders • Managers • Teams • Individuals • Clients • External Customization Direction Employee Type • Business Unit / Functions • Geography Top-Down • Peer-to-Peer • Bottom-Up Approval Measurement Rigorous • Informal • None Approach • Methodology • Reporting Rewards Nonmonetary • Token • Monetary • Company- or Employee-Selected Employee Support • Vendor Strategy • Talent Management Integration Launch Branding Plan • Employee Training • Marketing • Communications Metrics & Evaluation Executive Sponsorship • Administration • Compliance • Equity • Ongoing Optimization Design Budget Business Outcomes • Performance • Behaviors • Employee Satisfaction • Engagement • Retention • Activity & Participation Level Executives • Managers • Professionals • Hours • Organized Labor • Contingent • Critical Talent Segments Bersin by Deloitte notes FRAMEWORK Enterprise Learning Framework Learning Strategy & Business Planning Strategy • Operating Plan • Integration • Funding Model • Stakeholders Approaches Informal Formal Instructor-Led Training Virtual Classroom Games Simulations Testing & Evaluation e-Learning On-Demand Search Books • Articles Videos • Podcasts Learning Portals Social Wikis • Blogs • Forums Communities of Practice Social Networks Expert Directories Coaching • Mentoring Embedded EPSS Customer Feedback Rotational Assignment After-Action Reviews Development Planning Disciplines Performance Consulting • Instructional Design • Information Architecture • Knowledge Management • Content Development • Program Management • Change Management • Community Management • Measurement & Evaluation • Business Intelligence Tools & Technology Core Processes Performance Consulting Instructional Design Content Development Content Management Implementation Delivery Communications Administration Support LMS/LCMS/Learning Portals • Talent Management Systems • Content Lifecycles • Rich Media • Collaboration & Social Software • Mobile • Performance Support • Virtual Classroom • Reporting & Analytics • Assessment & Evaluation Learning Culture Building Trust • Encouraging Reflection • Demonstrating Learning’s Value • Enabling Knowledge-Sharing • Empowering Employees • Formalizing Learning as Process Learning Architecture Organization, Governance & Management Solutions Environments • Programs • Process Support Measurement, Evaluation & Transfer Support Audience Needs Jobs • Roles • Proficiencies • Competencies • Preferences • Demographics • Geographies • Business Problems Bersin by Deloitte notes FRAMEWORK Human Resources Framework HR Strategy & Business Plan HR Vision • HR Mission • HR Goals • HR Philosophy • HR Business Plan Audiences & Stakeholders Leadership • Management • Employees • Hourly • Contractors • Consultants External Candidates • Labor Unions • Government • Retirees • Alumni HR Service Models Services Design Core Services Centers of Excellence Shared Services HR Business Partnership Change Management Helpdesk Portals Outsourcing Delivery Payroll & Compensation Benefits & Wellness Compliance & Legal Time & Attendance Resource Planning Employee Relations HR Reporting Onboarding Talent Management Competency Management Talent Acquisition Total Rewards Performance Management Learning & Development Career Management Leadership Development Succession Management Strategic Enablement Workforce Planning Global Workforce Management Organizational Design Global Inclusion & Diversity Workforce Analytics & Measurement Change Management Engagement Strategies Business Advisor & Coach HR Measurement & Analytics HR Metrics • Benchmarking • Operational HR Measures • Business Measures • Scorecards People Culture & Performance Values • Principles • Global Awareness • People Brand • Business Outcomes HR Technology & Infrastructure HR Organization & Governance Internal Bersin by Deloitte notes FRAMEWORK Leadership Development Framework Leadership Strategy Business Goals • Quantity of Leaders • Leadership Vision • Global Considerations • Strategy Owner • Strategy Sustainment • Strategy Assessment • Talent Management Integration Leader Audiences Emerging Leaders Front-Line Leaders Managing Self Managing Others Midlevel Leaders Senior Leaders Executives Managing Other Managers Managing a Function or BU Managing an Enterprise High Potentials Leadership Development Strategy Development Solutions Curriculum Design Business Alignment • Competencies / Capabilities • Core Values • Multilevel • “Signature” Programs • Prerequisites • Leadership Transitions • Leaders As Teachers • Technology Strategy • Build vs. Buy (LD Providers) Curriculum Delivery Formal Informal ILT • Virtual Classroom • e-Learning • Assessments • Onboarding • Coaching • Simulation College Professors Social • Embedded • On-Demand • Mentoring • Communities of Practice • Blogs • Wikis • Action Learning • Ex-Pat & Stretch Assignments • Job Rotations Portfolio Strategy Experts • Pundits Coaching Books • Articles • Blogs • Off-the-Shelf Content • Customized Content • Leaders Teaching Leaders Infrastructure Technology Strategy • Systems Integration • Tools Leadership Brand & Culture Learning Architecture Executive Sponsorship • Steering Committees • Performance Consultants • Change Management • Global & Local Implementation Global • Functional • Cultural • Diversity • Core Values • Exposure • Experiences • Role Requirements Program Evaluation • Key Metrics • Leadership Scorecard • Benchmarking • Business Impact Organization, Governance & Management Leadership Competencies / Capabilities Bersin by Deloitte notes FRAMEWORK Learning Measurement Framework Satisfaction Adoption Did you reach the desired audience? Did they complete or comply as desired? Who did not comply and why? Utility How well do the programs solve the workforce’s particular problems? How well did it align to the specific job-related programs and issues? Would learners recommend this program to their peers? Bersin by Deloitte notes Learning Efficiency Alignment Attainment How efficient and cost-effective was the program? How well were the program business priorities defined? How did it compare to other similar programs or competitive programs? How well did business units buy in on the value of this program relative to other investments? How well did you meet specifically defined client (business-user or customer) objectives? How well did it use the learner’s time? Contribution These may be revenue, time to market, compliance, time to complete, etc. Feedback Activity Individual Performance Organizational Performance FRAMEWORK Performance Management Framework Performance Management (PM) Strategy Purpose of PM • PM Philosophy • PM Alignment to Strategy & Culture • Level of Senior Leader Ownership • PM Sustainability • Talent Management Integration Audience Organization & Governance HR Structures & Roles • Governance • Communication • Tools & Resources Goal-Setting & Revising Managing & Coaching Development Planning Rewarding & Recognizing Executive Goal-Setting Goal Cascading & Alignment Work Plans Management Responsibilities Individual Development Plans Compensation Reviews Financial Rewards Employee Goal-Setting Goal Revision Feedback Coaching Development Opportunities Career Management Nonfinancial Rewards Recognition Strategies & Programs Performance Appraisal HOW: Quarterly, Semiannual and/or Annual Reviews • Multirater Feedback • Self-Assessments • Manager Assessments • Distributions & Rankings • Performance Calibration • Performance Improvement Plans WHAT: Competencies/Behaviors • Goals • Job Responsibilities • Capabilities • Promotion Readiness Performance Management Outcomes Empowered and Engaged Workforce • Focus on Driving Business Results • Foundational Knowledge of Talent Technology & Infrastructure Ongoing Performance Activities PM System • Talent Management System Integration • Knowledge -Sharing & Collaboration • Metrics & Analysis Executives • Managers • Professionals • Hourly • Organized Labor • Contingent • Critical Talent Segments Bersin by Deloitte notes FRAMEWORK Succession Management Framework Demand Supply Calibration Action Outputs Critical Roles & Functions Talent Capability & Potential Talent Pool Validation Build vs. Buy Current Bench Scenario Planning Labor Market Intelligence Demographics (e.g., retirement) Career Discussions Personal Aspirations Planning & Preparation Internal Development Investments External Successor Acquisition Future Leaders Pipeline Successor Candidate Communication List of High Potentials Leadership Strategy Performance Appraisals Talent Headcount Forecasts Experiences Critical Talent Planning Skills Requirements Competency Proficiency Talent Reviews Mobilize & Develop HiPo Calibration Organizational Plans Rotational “Feeder” Roles Talent Mobility Transition Plans Targeted Development Coaching Future Positions Potential Assessments Succession Plans Education & Training Retention Risks Feedback Discussions Commitment Verification Retention Strategy List of Successors Talent Readiness Future Bench Critical Talent Requirements Talent Acquisition Targets Tools & Technology Talent Management Systems • Talent Data Integration • Talent Pool Management • Slate Management • Talent Simulations & Modeling • Talent Calibration Grids (e.g., Nine-Box) • Organization Charts • Assessment Tools • Common Templates Succession Management Culture Pool-Based and/or Position-Based • Decision-Making • Accountability • Transparency • Talent Sharing • Talent Expectations Metrics & Analytics Influencing Factors Succession Planning Monitoring & Sustainment Stakeholders • Globalization • Workforce Distribution • Diversity & Inclusion • Compliance Roles & Profiles Workforce Segmentation • Role Profiles • Talent Profiles • Competencies and Capabilities • Career Paths Key Metrics • Benchmarks • Dashboards & Scorecards Organization & Governance Business Strategy & Business Goals • People Strategy & Talent Goals • Workforce Planning • Business-Unit Perspective • Succession Management Objectives • Talent Management Integration Process Integrity • Plan Fulfillment • Enhancement Executive Ownership • Board of Directors • Steering Committee • Service Delivery • HR & Manager Training • Implementation • Communication • Change Management Succession Management Strategy Bersin by Deloitte notes FRAMEWORK Talent Acquisition Framework Talent Acquisition Planning & Strategy Business Alignment • Workforce Planning • Labor Market Intelligence • HR & Talent Management Integration • Global Considerations • Budget Recruiting Candidate Relationship Management Other Sources Social & Professional Networking • Internal Mobility • Internal Mobility • Internal & External Job Postings • Career Portals • Print & Billboard • Job Fairs Hiring Initial Screening Applications • Screening • Employment Fit Assessment / Testing Skills • Personality • Fit • I/O Psychologists Background Checking • Work References • Job Offers • Candidate Negotiations • Total Compensation • Executive Packages • Work Contracts • Employment Eligibility • Work Authorization Interviewing Interview Strategy • Behavioral-Based • Skills-Based Evaluating & Selecting Grading • Rating • Weighting Onboarding Orientation • Provisioning • Socialization • Assimilation • Training • Posthire Assessment Tools & Technology Selecting Sourcing Job Boards • Job Board Aggregators • Job Board Search Engines • SEO • Social Media & Networks • Career Portal & Website • Virtual Recruiting Interactive Voice Response • eVerify • Interview Guides • Video Tools • Assessments • Simulation • Gamification Hiring & Onboarding Onboarding System • Forms Management • Task Management • Onboarding Portal Talent Acquisition Systems Applicant Tracking System • Vendor Management System • Candidate Relationship Management Outsourcing Recruitment Process Outsourcing (RPO) • Search Firms • Staffing Firms • Assessment Providers • Managed Service Providers • Background Checking • Reference Checking • Competitive Intelligence • Employer Branding & Media Services • Vendor Management Services Recruiting Culture Recruiting Philosophies Executive Engagement Foster Recruiter / HR / Hiring Manager Relationships Accountability Brand Ambassadors Employee Talent Scouts Compliance Candidate Experience • Candidate Communities • Farming • Cultivating Selecting Sourcing Program Management Name Generation • Channel Management • Diversity • Employee Referrals • Alumni • Campus Recruiting • Internships Metrics & Analytics Organization & Governance Candidate Audiences Employees • Active Candidates • Passive Candidates • College • Contingent • Alumni Industry Regulations • National & International Laws • Global / Local Legal Requirements Structure • Service Delivery • Steering Committees • Change Management • Communications • Recruiter & Manager Training • Implementation Employment Branding Employer Brand • Company Values • Employee Value Proposition • Recruiter Branding • Marketing • Global Media Strategy Quality of Hire • Benchmarking • Key Metrics • Surveys • Dashboards • Scorecards Positions & Profiles Workforce Segmentation • Contingent • Interns • Job Analysis • Job Profiles • Competency Models • Job Grades & Salary • Critical Roles Bersin by Deloitte notes FRAMEWORK Talent Analytics Framework Organization & Governance Audience Needs Executives • Business Leaders • Strategic Planning • Corporate Development • Line Managers • HR • Talent Functions • Legal • Finance Compliance • KPIs • Benchmarking • Trend Analysis • Program Analysis • Identifying Drivers • Root Cause Analysis • Forecasting • Scenario Planning • Workforce Planning Types of Measures Connections Efficiency • Effectiveness • Alignment • Outcomes HR & Employee Data Operations Data Financial Data Customer Data External Data Front-End Tools & Technology Data-Driven Culture HR Metrics L&D Metrics Leadership Metrics Talent Acquisition Metrics Talent Management Metrics Business Functions Talent Functions Finance Operations Legal Compliance Risk IT Sales Marketing Business Leaders Compensation & Benefits L&D Leadership Development Project Management Succession Management Talent Acquisition Talent Management Reporting Tools • Dashboards • Analysis Tools • Statistical Packages • Data Capture Tools • Survey Tools • Data Visualization Tools • Data Integration Tools • Assessment & Evaluation Tools Build Credibility • Demonstrate Value • Executive Buy-in • Data-Driven Decision-Making Enterprise Data & Systems Infrastructure Audiences Strategy • Business Plan • Funding Model • Stakeholders HRMS • ERP • Talent Systems • System Integration • Data Integration • Master Data Management Processes Roles & Competencies • Hiring • Training • Integration of Resources • Data Governance & Stewardship • Data Security & Privacy Measurement Strategy & Planning Bersin by Deloitte notes