0. Implementing Global Talent Processes
Getting Ready for 2020
Implementing Global Talent Processes
in Today’s Social, Mobile and Big Data Environment
Katherine Jones, VP HCM Technologies
Bersin by Deloitte.
Deloitte Consulting LLC
September 30, 2014

1. Introduction Katherine Jones, Ph.D.
Vice President, HCM Technology Research
Bersin by Deloitte
Research areas: Talent Management, HR and Implementation; Workforce 2020
Background: Academia, High Tech, Market Analyst
Over 300 articles in print

2. About Us Who we are 6 research practices Offerings 4/17/2017
Human Resources
Who we are
Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR.
6 research practices
Human Resources
Leadership Development
Learning & Development
Talent Acquisition
Talent Management
Tools & Technology
Offerings
WhatWorks® Membership: Research, Tools, Education, Consulting
IMPACT: The industry’s premiere conference on the Business of Talent
Advisory Services & Consulting
Leadership Development
Learning & Development
Talent Acquisition
Bersin by Deloitte is a growing enterprise within Deloitte Consulting LLP. We deliver research-based people strategies designed to help leaders and their organizations in their efforts to exceptional business performance. Our WhatWorks® membership gives HR professionals the information and tools they need to design and implement leading practice solutions, benchmark against others, develop their staff, and select and implement systems.
Talent Management
Tools & Technology
© 2014 Deloitte Development LLC, all rights reserved

3. Our world has become more challenging Disrupters abound
Agenda
Our world has become more challenging
Disrupters abound
Social networking
Mobile
Analytics/Big Data
Conclusion: Are we ready for 2020?
Q&A

5. The Workforce is Changing
Millennials
2020:
50% of US workforce
2030:
75% of global workforce
Boomers:
5.5 Million have retired since 2007
2020:
40%+ of the US workforce = contingent workers
More than 60 million people!
Source: Bersin by Deloitte, BLS, 2013.

6. Systems of Record Engagement Standardized People Practices
People Management is Changing
JIT Learning
Employees = Customers
Systems of Record Engagement
Standardized People Practices
Measuring Coaching
Performance
Characteristics of a Successful Implementation
Approximately 50% of HR professionals feel that PM processes do not help managers make strategic operational decisions1
45% of human resources leaders don’t think annual performance reviews are an accurate appraisal for employees’ work2
Only 8% feel their perf managemet effort drives significant value
Social Collaboration
Mobile Workforce

7. What got us here, won’t get us there.
Used by Permission. Google.com 2014

8. Technology Proliferates: Too Much To Manage
2012
18%
10+
2013
33%
“Large” = 25,000+ employees
Source: Investments in Human Capital Management Systems 2014, Katherine Jones. Bersin by Deloitte. Spring 2014.

9. of HRIS Systems installed are over 7 years old
47%
of HRIS Systems installed are over 7 years old
Source: Investments in Human Capital Management Systems 2014, Katherine Jones. Bersin by Deloitte. Spring 2014.

10. Talent applications are aging too…
Recruiting
17%
Talent applications are aging too…
Performance Management
19%
Compensation
26%
Learning
17%
Time & Attendance
40%
Succession
12%
7+ Years Old
Source: Investments in Human Capital Management Systems 2014, Katherine Jones. Bersin by Deloitte. Spring 2014.

11. Technology Strategies are Changing
Addressing Strategy Shifts through Technology
41%
Desire to move to new cloud-based technology/SaaS
Move from disparate local HR systems to one global system
35%
Desire to consolidate around one vendor's platform
29%
Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring 2014.

12. Strategy Matters: Business Drivers Push Talent Software Choices
Investments in Human Capital Management Systems 2014 Katherine Jones. Bersin by Deloitte. Spring 2014.

13. Selection Criteria for the Next HR System
Source: Investments in Human Capital Management Systems Katherine Jones. Bersin by Deloitte

14. Selection Criteria for New Software: 2014
HRIS
Talent Mgnt Suite
70%
67%
80%
52%
60%
Improved analytics
Better User experience
Integration
Cloud
Source: Deploying HCM Technologies: Making Change Work. Katherine Jones. Bersin by Deloitte

16. babies born daily on earth…
360,000
babies born daily on earth…
476,000 iPhones sold daily
( before announcement of iPhone 6)
(Apple sold over 10 M units of iPhone 6 or 6 Plus in the first 3 days)
If we gave every newborn a phone there would 116,000 iphones left….
UNICEF estimates that at least 130 million babies are born each year, with some reports in the past 10 years putting that figure at 136 million.  ~360,000 born daily   Using the Q1-Q3 iPhone numbers above, there are about 476,000 iPhones sold each day.
Apple sold M iPhones in Q1-Q3, FY14 (Q3 ending in June) Apple sold over 10 M units of iPhone 6 or 6 Plus in the first 3 days been-sold-worldwide/ html Set-New-Record.html /

17. Mobile: A System of Engagement
Employees want mobile access for:
Time and expense reporting
Employee directory
Knowledge sharing
Learning solutions
Recruiting…
And applying
Source: Global Human Capital Trends

18. Why is Mobile Important?
Immediacy of Transactions
Continuous Learning
45%
of job candidates now apply for jobs on mobile devices
Younger Workforce
Proliferation of Technology
Source: Global Human Capital Trends; Mobile Learning Cookbook

19. Social

20. 1.28 Billion …..People on Facebook
Number of people of facebook -- approx the population of INdia

21. 80% of Millennials sleep with their phones next to their beds
Average Texts: 20/day
(Teens: 50/day)
(39% have a tattoo)
2012/10/05/millennialmindse/; Pew Research, 2010; Nielsen, 2010.

22. 58 million Tweets per day…………….
3,276,Avg. number of tweets per day: 58 million Number of tweets that happen every second: 9,100 (we can multiply that by seconds in an hour?) Source:
Source:

23. Why is Social Important?
Why is Mobile Important?
Global, Virtualized Enterprises
Workforce Engagement is Key
Huge Increase
in use of social media at work; perceived by some as a major distractor
Younger Workers Use Peers for Validation
Proliferation of Technology makes social communication easier

24. Types of Business Gains Possible from Enterprise Social Media
15% increase in successful innovations & ideas
10% increased revenue
35% increase in collaboration
10-15% reduction in communication costs
10% decrease in operational costs
30% faster customer care processes
18% higher customer satisfaction
10% higher customer loyalty
20-30% increase in access to expertise
30% increase in speed of access to knowledge
Increased Productivity
Revenue Creation
Connected Culture
Cost Reduction
Source: McKinsey, Dachis Group and others.

25. The 21st century employee wants easy-to-use learning approaches and resources. Yet 63% of companies say they are “weak” in providing mobile and social learning as development tools.

26. But does this translate to drivers in acquiring new HCM Software?
23% say mobile support is a driver
17% say social support is a driver

28. Missing data Invalid data Lack of Data Standards
Out-of-date data
Outliers
Inaccurate data
Missing data
Invalid data
Conflicting data
Duplicates
Poorly-defined
data
Lack of Data Standards

29. Can HR really become Data-Driven?
Bersin by Deloitte, High-Impact Talent Analytics, 10/2013

30. The Hard Part….is under the Iceberg
Predictive
Models
Visual
Dashboards
Advanced
Analytics
Data
Integration
Dictionary
Quality
Governance
Big Data Tools
Date Governance Ownership
Reporting
Tools
Disparate
Systems
Data Visualization
Stats and Analytics Skills
The Challenges of Data Management

31. Back to our Global Challenge….

32. Aging technology and too much of it
Younger agile workforce
Archaic processes
System of engagement
Big data and too much of it

33. “Work” is Where is the Worker is
Or Will Be…

34. What Will it Mean for your 2020 Global Workplace?
Image Source: Deloitte University Press

35. Related Research Available from Bersin by Deloitte
Deploying HCM Technologies: Making Change Work Changing Horses Midstream: Drivers of Technology Change Planning for HCM Application Deployment: A Look at Today’s Software Rollout Strategies Beyond Technology: Making Your Vendor a Partner from Acquisition through Implementation WhatWorks Brief: Deploying HCM Technologies—What Makes an Implementation Successful

36. Thank You! Questions? LinkedIn: KatherineJones
Twitter : Katherine_Jones
Blog at Technology for Talent

37. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see for a detailed description of DTTL and its member firms. Please see 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 Copyright © 2014 Deloitte Development LLC. All rights reserved USC Member of Deloitte Touche Tohmatsu Limited 37