10 Predictions to Guide Your Talent Strategy in 2015

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  • Copyright 2015 Deloitte Development LLC. All rights reserved.

    RES

    EAR

    CH

    REP

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    T

    Josh Bersin

    Principal and Founder

    Bersin by Deloitte

    Deloitte Consulting LLP

    January 2015

    Predictions for 2015Redesigning the Organization for a Rapidly Changing World

  • Predictions for 2015 2

    Copyright 2015 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material

    The Bersin WhatWorks Membership ProgramThis document is part of the Bersin Research Library. Our research is provided exclusively to organizational members of the Bersin Research Program. Member organizations have access to an extensive library of learning and talent management related research. In addition, members also receive a variety of products and services to enable talent-related transformation within their organizations, including:

    ResearchAccess to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies.

    BenchmarkingThese services cover a wide spectrum of HR and L&D metrics, customized by industry and company size.

    ToolsComprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management, and measurement.

    Analyst SupportVia telephone or email, our advisory services are supported by expert industry analysts who conduct our research.

    Strategic Advisory ServicesExpert support for custom-tailored projects.

    Member RoundtablesA place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and leading practices.

    IMPACT Conference: The Business of TalentAttendance at special sessions of our annual IMPACT conference.

    WorkshopsBersin analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform, and inspire HR and L&D professionals and leaders.

    For more information about our membership program, please visit us at www.bersin.com/membership.

  • Predictions for 2015 3

    Copyright 2015 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material

    TABLE OF CONTENTS

    A Note from the Analyst 4

    Overview 9

    Ten Key Trends for 2015 14

    1. Engagement, Retention, Culture, and Inclusion Have Become Front Burner Issues 14

    2. The Redesign of Performance Management Will Likely Continue 19

    3. Time to Address the Overwhelmed Employee: How Do We Redesign and Simplify the Workplace? 22

    4. Skills Are Now Currency; Corporate Learning Takes on Increasing Importance 25

    5. Invest, Refocus, and Redesign Talent AcquisitionLeveraging Network Recruiting, Brand Reach, and New Technologies 29

    6. Talent Mobility, Career Management, and the Leadership Pipeline Become a Top Priority 35

    7. Accelerate and Globalize the Leadership Pipeline 40

    8. Take the Plunge and Invest in Talent Analytics and Workforce PlanningThis Area Is Now an Imperative for Competitive Advantage 43

    9. Revisit Your HR Technology Plan, Reduce Core Vendors, and Look for Innovative New Solutions That Drive High Levels of Value 46

    10. Review and Redesign the Roles and Structure of Your HR Team and Invest in HR Professional Development 49

    Think BoldAs a CHRO, HR Leader, or HR Professional 52

    Appendix I: Table of Figures 54

    About Us 55

  • Predictions for 2015 4

    Copyright 2015 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material

    A Note from the Analyst2015 will be a tumultuous and transformational year in many areas of corporate talent. The global economic recovery, changing demographics, and rapid changes in the technology landscape have come together to redefine the entire nature of work. While many talk about the new world of work, in reality we now have a new world of life one in which work, home, family, and personal lives are completely interconnected in a real-time way.

    Technology has taken on a pervasive presence. A few years ago, we coined the term, a borderless workplace1, describing the globally connected world of work. Today, even that phrase seems old-fashioned, since everything in our lives is now borderless. We share pictures, status, feelings, and location information with our friends and work associates instantaneously. Facebook, Google, LinkedIn, Twitter, and Glassdoor have become ubiquitous parts of our work and personal lives. Mobile apps, like Snapchat, WhatsApp, and LINE, now have more than 100 million users each (monthly), making messaging and photo-sharing the fastest-growing new application categories.2 Soon, we may carry mobile devices (such as watches, perhaps even glasses) which not only transmit information, but monitor our location, speed, who we talk with, and our health.

    All of this interconnectedness and transparency, coupled with a shift in demographics (Millennials are expected to comprise 75 percent of the

    1 For more information, Predictions for 2014: Building A Strong Talent Pipeline

    for The Global Economic RecoveryTime for Innovative and Integrated Talent and HR

    Strategies, Bersin by Deloitte / Josh Bersin, January 2014. Available to research members

    at www.bersin.com/library.2 Sources: (1) Why Marketers Should Put Snapchat On Their Home Screen, Forbes.

    com / Kyle Wong, October 22, 2014, http://www.forbes.com/sites/kylewong/2014/10/22/why-

    marketers-should-put-snapchat-on-their-homescreen/; (2) WhatsApp, most popular instant-

    messaging platform, to encrypt data for millions, WashingtonPost.com / Ellen Nakashima,

    November 18, 2014, http://www.washingtonpost.com/world/national-security/whatsapp-

    worlds-most-popular-instant-messaging-platform-to-encrypt-data-for-millions/2014/11/18/

    b8475b2e-6ee0-11e4-ad12-3734c461eab6_story.html; (3) LINE Corporation Announces 2014

    Q3 Earnings, October 30, 2014, http://linecorp.com/en/pr/news/en/2014/862.

    All of this

    interconnectedness and

    transparency, coupled with

    a shift in demographics,

    means that businesses

    must think about talent

    very differently.

    K E Y P O I N T

  • Predictions for 2015 5

    Copyright 2015 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material

    global workforce by 20203), means that businesses must think about talent very differently. As Reid Hoffman, chairman and co-founder of LinkedIn, described in book, The Alliance4, people no longer expect a lifetime contract in their careers. We join a company as athletes join a professional teamas long as both parties benefit from the relationship, it continues. As soon as one party or the other sees opportunities elsewhere, that party moves on. More and more, we do not really leave our employer when we quit; we stay in touch and join the alumni network, often returning to the same company later when the time is right.

    Employers, once in a position of power over employees, are no longer in control. Today, thanks to tremendous transparency in the job market (driven by Twitter, LinkedIn, Facebook, Glassdoor, and dozens of other online professional networks), people with in-demand skills are flooded with targeted job opportunities online.5 (One recent survey showed that two-thirds of all software engineers believe they could find a better job within 60 days if they just tried.) This means if your company is not a great place to work, then people find out about it fast. Candidates can easily size up a potential employer on Glassdoor or LinkedIn, assess work conditions and management, and even get to know the interviewing style. The concepts of employment brand and employee engagement have merged into oneemployees communicate your brand externally every day, whether you like it or not. As we sometimes say, the war for talent is overand talent won.

    Driven by all of this connectivity and the wide array of low cost tools now available (from companies like TaskRabbit, Elance, Freelancer, and others), contingent work is common, forcing employers to offer more flexible and dynamic models to manage people. A recent study of 1,700 chief human resource officers6 (CHROs) found that 83 percent of their organizations are increasing their part-time, contingent, or

    3 Source: By The Year 2020, Almost Half Of The Workforce Will Be Made Up Of

    These People, Upworthy.com / Brandon Weber (curator), http://www.upworthy.com/

    by-the-year-2020-almost-half-of-the-workforce-will-be-made-up-of-these-people-5.4 Source: The Alliance: Managing Talent in the Networked Age, Reid Hoffman, Ben

    Casnocha, and Chris Yeh / Harvard Business Review Press, 2014. 5 Source: Dice Tech Salary Survey Results 2014, http://resources.dice.com/report/

    dice-tech-salary-survey-results-2014/.6 Source: Workforce 2020: Building a strategic workforce for the future, Oxford

    Economics, http://www.oxfordeconomics.com/workforce2020.

  • Predictions for 2015 6

    Copyright 2015 Deloitte Development LLC. All rights reserved. Not for Distribution Licensed Material

    contractor workforces. Even though many of us would like to have a long-term job and steady career, we now widely accept the fact that we will work part-time or as a contractor at some point in our livesand many of us are okay with it. U.S. healthcare reform makes this option easier than ever. Many experts believe that nearly 50 percent of the U.S. workforce may be contingent within the next five years.7 Unfortunately most of our HR systems, programs, and initiatives are not designed to monitor or help manage this part-time or rapidly transiti