Predictionsrrhh2013 Final

Building the Borderless and Agile Workplace
Bersin & Associates Predictions for 2012
Josh Bersin
President and CEO, January, 2012
Copyright 2012 Bersin & Associates. All rights reserved.
Bersin & Associates

Who We Are
Bersin & Associates is the leading global provider of best-practices, trends, and benchmarking research in talent management, learning, and strategic HR.
60% of the Fortune 100 are Bersin & Associates research members, with more than 17.5 million employees managed by HR teams using Bersin Research.
Broad Research Practices

Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management
Human Resources
Leadership Development
Offerings

Learning & Development
WhatWorks Membership: Research, Tools, Education, Consulting IMPACT: The industrys premiere conference on the Business of Talent BersinBasics: Fundamentals of Talent Management for Business Professionals at All Levels
Talent Acquisition
Talent Management
Page 2
F U N D A M E N T A L S O F T A L E N T M A N A G E M E N T F O R B U S I N E S S P R O F E S S I O N A L S
Performance & Succession Management
Introduction to Performance Management Understanding Multi-Rater Assessments Planning for Succession Management Understanding Pay for Performance
Leadership Development Fundamentals

Understanding Leadership Development How to Assess People Intro to Competencies in Talent Management
Competencies & Job Profiles

Intro to Competencies in Talent Management Using Competencies in Talent Management Understanding and Using Job Profiles
Coaching & Goal Development

Cascading & Aligning Goals Fundamentals of Goal Setting Understanding Performance vs. Potential Conducting a Performance Appraisal
Learning & Development Strategy

Introduction to Learning & Development Strategy Introduction to Informal Learning Learning Capability Development & Culture Creating Development Plans
Fundamentals of Performance Appraisals

Conducting a Performance Appraisal Fundamentals of Goal Setting
Fundamentals of Coaching
How to Assess People Understanding Pay for Performance
Page 3
The Report
Developed through a compilation of all Bersin & Associates and external research we conducted throughout 2011 Designed to help you understand global trends and practices and develop your HR, L&D, and recruiting plans for 2012 Supported by Bersin & Associates research, tools, professional development, and services http://marketing.bersin.com/2012 Predictions.html
Page 4
14 Predictions for 2012

1. Global workforce imbalance will drive new focus on global talent acquisition 2. HR and Talent team goes Globally Local (Glocal)
3. Talent Acquisition joins the Talent Management Team

4. Talent Acquisition goes Social, forcing reinvention of Agencies and Job Boards 5. Employee Engagement takes center stage 6. Corporate Training will continue to transform
7. Performance Management will go agile

8. Talent mobility strategies will become mainstream 9. Organizations will accelerate their focus on career development 10. Social rewards, social learning, social performance management, social recruiting, and social career management will transform practices 11. New models, diversity, and girl power will drive leadership strategies 12. Talent management software will grow, converge, and be disrupted 13. Big Data: Data Science and Segmentation will differentiate leading organizations
14. High-performing businesses will focus on reskilling their HR teams
Page 5
Todays Business Environment
Page 6
2012 Business Environment

Globalization, Innovation, Cost Containment
What Are Your Organizations Top Business Challenges for 2012?
Reduce Operating Expenses Expansion into New Markets Launch new Products and Services
35% of organizations see the need to
+60% Increase
accelerate growth and globalize +10% Increase the Need to Accelerate Innovation highest level in four years. yet
Change Business Strategy Acquisitions or Mergers
51% struggle to hire the right talent,

despite high unemployment
+70% Increase
Global expansion
New top management team
0%
Bersin & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, 1/2010
5%
10%
15%
20%
25%
30%
35%
40%
45%
Dec. 2011
May 2011
Page 7
The Global Auto Marketplace

Automobile Sales U.S. vs. China 20
U.S.
Million Vehicles Sold
18
16
14 12 10 8 6 4 2 0
2001 2002 2003 2004 2005 2006 2007 2008 2009
13.9 million
China
10.4 million
2010
Page 8
Ford Figo Fastest Selling Car in India
Ford Figo Story

Designed in India for the Indian Market
Manufactured in Chennai by Indian Staff
Colors, face, and styling designed for Indian tastes
Size, Shape, and features designed for lifestyle and roads in India
Page 9
The Borderless Workplace

WORKFORCE
Connected Global Multi-Generational Mobile Transient New Models for Career Partner Mentor
WORKPLACE
Transparent Dynamic Performance-driven Specialized
Employee
Interconnected New Models for HR & L&D
Customer Candidate
LIFESTYLE
750 million people on Facebook 135 million people on LinkedIn 75% of workers are mobile Manager BigData is Everywhere Peer
Page 10
Explosion in Mobile Internet Market
Page 11
What would You Be Willing to Give Up for a Week to Keep your Mobile Phone?
Caffeine: 55% Exercise: 54% Sex: 33% Brushing teeth: 22%
Gaming is now the fastest growing application on mobile devices
Page 12
Todays Talent Marketplace Out of Balance

Skills and Experience Shortage Specialization Free Agent Economy Too Many Candidates
Page 13
The Ill-Prepared US Workforce

Only 32% of college graduates have excellent skills to enter the workforce Only 16% of high school graduates have such skills. Missing are:

Professionalism/work ethic Creativity and Innovation Lifelong learning/self-direction Critical thinking/problem solving
Only 18% of workforce training programs raise skills from deficient to adequate
Page 14
Global Talent Deficit

The Cultural Revolution created a missing generation of talent between 40-55, so expatriates fill most jobs at the top
India Graduates Millions, but Too Few Are Fit to Hire

75% of technical graduates and 85% of general graduates in India are unemployable by Indias high-growth industries, including IT and call centers.
Regional Leadership
Young workers flooding the marketplace, yet most have inferior preparation, language skills, and technical skills.
Country Leadership
BofAs retail wealth management arm, Merrill Lynch, plans to hire 2,400 trainees in 2011, a 50 percent increase over last year.
Middle Management
Entry Level
China
We are entering the era of unparalleled talent scarcity, which will put a brake on economic growth around the world, and will fundamentally change the way we approach workforce challenges.
Page 15
Free Agent Workforce

Job tenure for under-35 year olds is 2.5 years The average worker today will have 11 jobs by the age of 45
2/3 of all employers are increasing their percentage of contingent workers

We estimate that as much as 40% of the US workforce is currently on a contingent basis
Page 16
Increasing Specialization
Expertise drives competitive advantage
Specialization improves quality and reduces cost
Top Management
Senior Management
The Experts Middle Management First Line Management
Deep skills developed through deliberate practice and reinforcement

Deep skills come from a range of developmental experiences We need career development in all critical job roles
Senior Specialists
Functional Specialists / Front-Line Employees Back Office, Operational, Contingent Employees
High Performing Organizations Understand This
Page 17
Change in Employment Contract

In 2011 32% of employees are planning on leaving their employers, vs. 19% two years ago
Loyalty Career Equity
59% of employees believe their employer is a sound long term place to work vs. 65% over last three years
Only 42% of employees believe that promotions go to the most qualified employees
Mercer Whats Working Research, October 2011
Page 18
The Workforce is really Younger.

This generation has a very different view of work and, therefore, of loyalty. They see work as a mutually beneficial exchange with their employer and, when its no longer working for them, much to move on. AndYounger employees arethey planmore likely
to of allegiance employers. There is no strong senseleave their to the organization or expectation of long-term employment. Their allegiance is primarily to themselves and their careers, and Under 25 year olds are for how employers manage this that has major implications 10% more likely youngest segment of their workforce. to want to leave, and under 35 are 5% more likely.
Mercer October 2011
Mercer October 2011
By 2013, 47% of employees will be those born after 1977.

-- US Census Bureau
Page 19
Talent, Leadership, Planning Remain Key Priorities
Bersin & Associates TalentWatch, Fall 2011, n=283
Page 20
Rapid Evolution of Talent Management
Page 21
Integrated Talent Management

Global Recruiting Efficiency and Effectiveness
Sourcing & Recruiting
Performance management
Team alignment Pay equity Managerial expertise
1
Future planning Scenarios Talent Strategy Business level & Planning talent plans Gap and risk analysis
HR Systems & Metrics
4
Learning & Development
Informal and Mobile Learning Expertise & Career Development
Competency Management Roles Jobs
7
Effective pay equity and efficiency Comparative pay analysis Pay for performance
5
Succession planning
New leadership models and needs Total talent mobility Talent pools and segments
Compensation
6
Leadership Development
Page 23
Agile, Borderless, Global Talent Acquisition
Page 25
The War for The Best People
52% of manufacturers are having significant challenges finding talented workers. Recruiting difficulty has increased every year since 2009.
SHRM LINE Staffing Survey 1/2012, n=500
Page 26
Attracting the right candidate in the right place quickly, efficiently, and consistently
Page 27
High Impact Talent Management

Bersin & Associates Methodology
Business State Analysis and Strategy Review
Business Goals and Challenges
Business Business Units Business Units Units
Talent Talent Plan Talent Plan Plans
Business-Related Talent Challenges
Talent Gaps, Leadership Gaps Forecasts and Talent Plans

Performance Management Strategy Competency Mgt. Strategy
Workforce and Marketplace Plan Economics, Demographics
HR Process Design and Integration Points
Learning and Development Strategy
Talent Acquisition Strategy
Leadership Devt. Succession Strategy
Compensation & Rewards Strategy
Systems and Process Implementation
Process Redesign Process Integration
Talent Systems Strategy
High Impact Talent Management Bersin & Associates
Page 29
Talent Acquisition is a Core Process

Core Values Employment Brand Candidate Experience Leadership Values Candidate Referrals
Active Candidates
Candidate Farming Candidate Sourcing
Workforce Plan (s)
Test & Assessment
Interviewing
Open Positions
Candidate Pipeline Screening
Business Plan(s)
Workflow
Passive Candidates
Hiring
Hiring Managers
Business Leaders
Onboarding Management Feedback
Internal Candidates
Page 30
Radical Changes in Talent Acquisition

Facebook LinkedIn Online Reference Check Electronic Resumes Scanners Parsers Classified Advertising Referral Networks Online Advertising Online Assessments Online Job Boards Online Advertising SEO for Talent Acquisition Talent Social Networks Candidate Referral Networks Video Interviewing & Screening Candidate Relationship Mgt Advanced Analytics Broad Employment Branding
Internal Sourcing and Farming Job Seeker Tools
Talent Exchanges
Job Aggregators Integrated Onboarding
Integrated Employee Profile
PC Tools
Applicant Tracking
Client/Server
Resume Scan Resume Parse Search
SaaS, Hosted
Workflow Career Site Integration with TM
Cloud
Open Sourcing Social Network Mobile
Late 1980s
Forms Automation
Early 1990s
Recruiter Productivity
Early 2000s
Workflow and Online
2010+
Leveraging the Cloud
Page 31
New Models for Leadership
Page 32
Major Managerial Skills Gap

First line management skills rated lower than entry level workers 16% dangerously behind
Current Capabilities by Role, December 2011

Highly ready
Top Missing 51% Not ready enough 46% Skills in Mid-Level Leaders Dangerously Behind
40%
Somewhat ready
57%
1. 2. 3. 4. 5. 6.
Coaching Performance Appraisal 27% 23% Developing Others Managing Change Communications 4% 4% Business Acumen
VP and Above
25%
16%
5%
2%
Midlevel Manager
First-Line Manager
Bersin & Associates, Corporate TalentWatch Research, Senior HR and Business Executives, 12/2011
Page 33
21st Century Leadership Development

New Models:
Creativity, not planning Quick decision-making
Getting closer to customers

Globalization, diversity Continuous change Manage unexpectedness Agility, not control
Page 34
Grundfos: Redefine the Leaders

Leader
25%
To realize our Innovation Intent (long term vision) and strategies, leaders are needed but they are not the only ones
18%

12%
We also look for the best experts in various fields We look for innovators in all areas
10%
Based on interviews with top managers in the organization, the pools and competences required per pool were confirmed Assessment of their profile is done through a single talent centre concept
9% 26%
Page 35
Lufthansa Coaching Ourselves

It has been said that you should never send a changed person back to an unchanged organisation. In management development programs, we always do. (Mintzberg, 2010)
Page 36
Emergence of Girl Power

Between1970 and 2009 women went from holding 37% of all jobs to nearly 48%. (McKinsey) 76% of women now work and 58% of all college degrees go to women.
Catalyst found that companies with significant female board representation had a 26% great return on capital invested.
Yet the same research also found that only 14% of top executive positions are held by women.
Page 37
Talent Mobility and Career Management
Page 38
Creating Talent Mobility

Emerging Leaders
Top Management
Senior Management
Emerging Leaders
SMEs (Consultants)
Senior Specialists
Middle Management
First Line Management
Functional Specialists / Front-Line Employees Back Office, Operational, Contingent Employees
Page 39
Implementing Talent Mobility

Top Management Management
New Candidate Senior Management Developmental Assignment Exec Succession Top New Leader
SMEs (Consultants)
Part Time Loan Senior Specialists
Middle Management Lateral Promotion First Line Management
Contract Hire
Stretch Assignment
Job Intern
Upward Promotion Functional Specialists / Front-Line Employees Lateral Assignment New Back Office, Operational, Contingent Employees Assignment
External Assignment
Page 40
High-Impact Talent Mobility

Facilitated Talent Mobility New Market for Integrated Career Development
Enterprise Workforce Planning
Talent Assessment
Talent Outreach & Exploration

Talent Deployment Talent Onboarding & Development
Page 41
Managing Talent Mobility

Succession Management Coaching Assessment
ORGANIZATION
NEEDS
VALUES
INDIVIDUAL NEEDS / DESIRES

ANNUAL GOALS
STRATEGIC INITIATIVES
DESIRED BUSINESS OUTCOMES
DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) OPEN POSITIONS & OPPORTUNITIES
Individual Development DEVELOPMENT INDIVIDUAL NEEDS Plan (IDP) DEVELOPMENT PLAN (IDP) STRENGTHS
MOBILITY
CAREER ASPIRATIONS
MISSION
VISION
Strategic Competencies
Organizational Planning / Restructuring
Career Management
Performance Management
Page 42
Need for Development Planning

Organizations with highly effective development planning significantly outperform those without.
With
Voluntary Turnover Turnover among High-Performers Ability to develop great leaders
Ability to plan for future talent needs Median Revenue per Employee
Without
11% 3% 7%
6% $82,800
8% 2% 23%
22% $169,000
Page 43
Career Development Models

25% 20% 15% 10% 5%
Relative Business Impact
Business Impact (12 measures) Engagement and retention
% Improvement in business impact
Functional Career Development Strategy
An Open, Social Market for Career

Business Unit Level Enterprise Level
0%
Individually
-5% -10% -15% -20%
Manager Level
Manage your Own Career
Page 44
Entire Organization Must Contribute to World-Class Career Management

Employee
Identify Career Goals Maintain Profiles Demonstrate Values Socialize Interests Create Internal Network Share Expertise
Manager
Define Job Profiles Provide Coaching Assess Potential Identify Development Opportunities Provide Candid Feedback Share Talent Openly
HR
Provides Tools & Resources Develop Career Models Facilitate Process Offer Career Coaching Career Development Training Integrate with Talent Mgmt
Company
Infrastructure Process, Technology, People Create Culture of Mobility Communicate Expectations Create Transparent Marketplace
Page 45
Social Performance and Rewards
Page 46
The Agile Organization
Model:
Creates:
Hierarchy:
Control & Alignment
Agile:
Speed & Market-Centric
Continuity | Execution Order | Control

Implement controls, standards, and systems to drive alignment & execution
Change | Adaptability Innovation | Chaos?

Implement programs, systems, strategies, which foster market agility
HRs Job:
Page 47
Performance Management is Underperforming

Performance Managements Effectiveness at Key Activities that Drive Business Results
Source: Bersin & Associates High Impact Talent Management and High Impact Performance Management research, 2011 n=290+
Page 48
The Evolution of Performance Management

Evolving From
Top-Down Approach Annual Event Inconsistent Paper Process
Evolving To
Collaborative Continuous Automated Enterprise-Wide
Forms-Based Standalone Process
People-Centric Integrated with Talent Management
Page 49
Which means performance feedback must come from everyone

Your employees manager
Your employees team
Everyone else Every employee and every team has its own Social Graph
Page 50
Agile Performance Management

Continous goal setting OKR Objectives and Key Results not cascading goals Continuous feedback from all directions including bottom up Daily or weekly scrums to review job and team performance Managers continuously look for ways to remove bottlenecks Delegate authority within guidelines Make people successful with coaching and work simplification Reward people with feedback and purpose
Page 51
Social Tools Companies

Performance
Rypple (Salesforce.com) Cleargears Worksimple Teamly Confluence Small-Improvements CultureAmp Saba Impressions 7Geese Teamitt
Rewards
Achievers (I Love Rewards) GloboForce BI Incentive CorporateRewards Inspirus LoyalNation OC Tanner Rideau TemboSocial TerryBerry
Page 52
Transformation of Learning & Development
Page 53
Evolution of Enterprise Learning

Change in Disciplines, Technologies, and Strategies
We are Here
Get Materials Online Expand, Blend Improve E-Learning Solve Talent Problems Informal Learning Skills & Specialization
Building Deep and Integrated Alignment with the Business

Rich Catalog University Learning Paths Role-Based Competency-Based Learning
Career Development Deep Specialization Leadership Development
Instructional Design Kirkpatrick
Rapid E-Learning Information vs. Instruction
Selecting and Implementing E-Learning and E-Learning Get MaterialsLMS the Online
Informal Learning Integrating and Aligning Social Networking Adapting, and with Collaborative / Social Mobile InteractivityEnriching Blended Talent Learning, Content Mgt, Simulation Learning and Blended Learning Management Rich Media Globalization 2
LMS 3 Enterprise Learning Platform Learning Portal Blogs, Wikis, Twitter, 4 Mobile, and Social Networks
Search, Collaboration, Community Understanding Information Architecture Integrating
LMS E-Learning Platform
2001
2004
2007
2010
Page 54
The Continuous Learning Model

Expert
Coaching Mentoring E-learning courses
Continuous Learning
Career Curriculum Communities of Practice Social Networking
Training Event
Mobile Learning
Job Aids
Novice
Traditional Training
Time
Page 55
A New Learning Framework

Bersin & Associates Enterprise Learning Framework
Learning Programs
Organization, Governance, and Management
Audiences, Problems, and Environment

Informal
Learning Architecture
Approaches
Formally Designed Training

20%
On-Demand
Social
80%
Embedded
New Disciplines Disciplines New and Technology ToolsTools and Technology Learning Culture
Page 56
But do We Know what Really Matters?

Great Corporate University Excellent Training and E-Learning Strong CLO and Alignment Excellent L&D Skills Use of rich media and social tools Innovative program design
Have we created an organization which truly has a culture to learn?
Does leadership reinforce the need to learn? Do people feel empowered to point out errors?
Is expertise rewarded and valued? Do we take the time to reflect?
Are decisionmaking processes clear? Do people move around and take risks?
Do people share information openly? Do we listen to customers openly?
Page 57
We foundsuccess depends on Culture

52%
High Performing Organizations are 3X more likely to have a strong learning culture
37% 32%
24%
22%
18%
3%
7%
3%
2%
Poor We do not value learning Fair A few locations value learning
High Impact Organizations All Organizations

Good Learning valued in some locations
Strength of Learning Culture
Excellent Learning is highly valued
World Class Valued at all levels
Page 58
High-Impact Learning Culture Model

Most Difficult Areas to Address
6 Keys to an Enduring Learning Culture

Building
Encouraging Demonstrate
Business Outcomes
Learning Agility Innovation Employee Productivity
Trust
Reflection
Learnings
Enabling Knowledge
Empowering
Value
Sharing
Employees
Formalizing Learning As Process
Leadership
Ability to Learn
Motivation to Learn
Customer Satisfaction Customer Responsiveness Customer Input
Management
Acquisition + Application of Knowledge and Skills
Cost Structure Time to Market Market Share
40 Practices of a High-Impact Learning Culture
Workforce Expertise
Page 59
Organizations with a Strong Learning Culture Significantly Outperform their peers
Innovation
Productivity
Time to Market
Quality
Skills for the Future
Profitability
46%
more likely to be first to market
37%
greater employee productivity
34%
better response to customer needs
26%
greater ability to deliver quality products
58%
more prepared to meet future demand
17%
more likely to be market share leader
Page 60
Development of a New Formal Learning Architecture
Page 61
Convergence and Disruption of HR and TM Software Markets
Page 62
HR Evolution: Technologies
Business Driven HR
MARKET GROWTH - ADOPTION
Recruiting, L&D, Org Design
Total Rewards Service Center, COE HR Business Partner Administration Payroll Regulation Back-Office Function
Integrated Talent Management

Enable Decisions & Management
Management Succession
Leadership & Coaching
Drive the Business Strategy Plan for the Future
Differentiate & Segment Talent Plan for the Future
Strategic HR
Globalize the Workforce & HR

Integrate with the Business
Personnel Development
Serve the Workforce & Automate
Integrated Processes & Systems Talent Management
Compliance
PROGRESSION OVER TIME
Page 63
HR Evolution: Functions
Benefits & Compensation Hiring Recruiting E-Learning Performance Talent
MARKET GROWTH - ADOPTION
Integrated Talent Mgmt
SaaS and Performance Management Hosted Systems Learning

Management Recruiting Sourcing Succession Management
Cloud-Integrated SaaS Solutions Social Connected to Everything Social Networks Mobile and Social PaaS Tablet, HTML5 Rewards (Salesforce.com) Analytics
Workforce Planning Next Gen Recruiting Segmentation Prediction Gamification Consumer Interfaces
Integrated TM Solutions
People Mgmt Systems
Back Applicant Office Tracking on-premise ERP

HRIS Benefits Administration Compensation
Competency Management
2000
PROGRESSION OVER TIME
2012
Page 64
3 Trends in Talent Management

Technology Trends
Social
Social Everywhere
Sourcing Content Standards Recruiting Authoring Tools Performance Mgt Content System(s) Learning Publishing Tools Career Information Architecture Recognition
Mobile
Mobile
Collaboration Management Community Global time zones

Mobile
Sharing Guidelines Increased managerial time Cultural Reinforcement Results-based work Rewards and SpecializationFeedback Monitoring and Virtual Teams Standards Flattened Organization
Big Data Embedded analytics Analytics Predictive analytics Big Data Segmentation Management GlobalDifferentiationin HR Clouds Data Science Growth by Acquisition
Analytics or Social Performance Big Data Employee
Page 65
Slow Move toward HRMS Integration

All HRMS, ERP Providers
Benefits Workforce Planning Payroll
Learning Management
HRMS HRMS
Comp Engagement
HRMS
Recruiting Onboarding
HRMS HRMS
Performance Management Succession
Workforce Management Social Collaboration
Mobile Access
Every TM Provider Today
Page 66
Major Acquisitions by Talent Management Providers
Approva 11
SAP
Page 67
Learning Management
Blackboard Saba Cornerstone Certpoint Strategia
Performance Management
Sonar6 SuccessFactors
Plateau SumTotal PeopleFluent Skillsoft Rypple

Collapsing Market
Halogen
Technomedia NetDimensions Meridian
PageUp Salesforce .com
Taleo
SAP
PeopleFluent Kenexa Hodes Technomedia

JobVite LinkedIn
Lumesse
Lawson
Oracle
Kronos
PeopleSoft
ADP
SilkRoad Jobs2Web
Workday Ultimate Accero
Talent Acquisition
HRMS
Page 68
Biggest Drivers of Satisfaction

Careful development of talent management strategy and needs up front Careful selection of just enough technology Your experience with enterprise rollouts, change management, and communications Vendor focus on your customer type and maturity Vendors ability to deliver partnership relationship Vendors overall focus on customer service and support HRMS vendors lowest, mid-market vendors highest
Page 69
The Need for New Skills in HR
Page 70
Need to Reskill HR Itself

Nearly all the 200 CHROs cite talent as the top priority of their CEOs agenda for HR. But its the lack of talent in the HR function that the CHROs said is the greatest obstacle to achieving the CEOs agenda for HR.
Page 71
How do Companies Hire People?

2/3 of hiring done without any significant assessment
% of Organizations Which Regularly Use Following Assessment Practices
Background checking: Managerial interviews: Interview training: Behavioral assessments: Reference calls: Skills-based assessments:
79% 64% 47% 34% 32% 25%
2/3 use no real assessment process at all leaving the process to hiring managers or recruiters
Bersin & Associates High-Impact Talent Acquisition Study, Fall 2010, 158 organizations responded
Page 72
The Surprise Effect of Data

What is the most important baseball statistic that drives a winning team?
Team batting average? Runs batted in (RBI)? Pitchers earn run average (ERA)?
On Base Percentage (OBP) Not a Characteristic of the Player (candidate)
Page 73
Friendliness
Cognitive Ability
What Factor drives sales revenue in these three organizations?
Tenure
Page 74
Data Analysis Skills Important to HR

Top HR Skills | Capabilities
Business Partner relationship management Managing and leading people Coaching and Mentoring Change management and communications Analyzing and interpreting data Knowledge Sharing and expertise directories Managing your Personal Development
Correlation
.52 .51 .49 .48 .47 .47 .45
Top Organizational | Managerial Capabilities

Developing a high performance culture Developing a strong learning culture Developing strong talent segmentation
.77 .77 .74
Developing high levels of career development and mobility

Attracting and selecting the right talent Measuring business impact of HR Developing high levels of engagement
.73
.64 .64 .54
Giving people honest feedback
.49
Page 75
HR Organizations are Not Ready

What percentage of HR organizations do you believe feel have strong skills in data analysis and interpretation?
6% Rate themselves High 56% - Poor

Bersin & Associates High-Impact HR Organization 2011 and 2010, n=741 organizations
Page 76
14 Predictions for 2012

1. Global workforce imbalance will drive new focus on global talent acquisition 2. HR and Talent team goes Globally Local (Glocal)
3. Talent Acquisition joins the Talent Management Team

4. Talent Acquisition goes Social, forcing reinvention of Agencies and Job Boards 5. Employee Engagement takes center stage 6. Corporate Training will continue to transform
7. Performance Management will go agile

8. Talent mobility strategies will become mainstream 9. Organizations will accelerate their focus on career development 10. Social rewards, social learning, social performance management, social recruiting, and social career management will transform practices 11. New models, diversity, and girl power will drive leadership strategies 12. Talent management software will grow, converge, and be disrupted 13. Big Data: Data Science and Segmentation will differentiate leading organizations
14. High-performing businesses will focus on reskilling their HR teams
Page 77
Join Us April 10-12, 2012
Page 78

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Building the Borderless and Agile Workplace

Bersin & Associates Predictions for 2012

Copyright 2012 Bersin & Associates. All rights reserved.

Bersin & Associates

Broad Research Practices

Learning & Development

Copyright 2012 Bersin & Associates. All rights reserved.

Leadership Development Fundamentals

Competencies & Job Profiles

Coaching & Goal Development

Learning & Development Strategy

Fundamentals of Performance Appraisals

Copyright 2012 Bersin & Associates. All rights reserved.

Copyright 2012 Bersin & Associates. All rights reserved.

14 Predictions for 2012

3. Talent Acquisition joins the Talent Management Team

7. Performance Management will go agile

14. High-performing businesses will focus on reskilling their HR teams

Copyright 2012 Bersin & Associates. All rights reserved.

Todays Business Environment

Copyright 2012 Bersin & Associates. All rights reserved.

2012 Business Environment

35% of organizations see the need to

51% struggle to hire the right talent,

New top management team

Copyright 2012 Bersin & Associates. All rights reserved.

The Global Auto Marketplace

Million Vehicles Sold

Copyright 2012 Bersin & Associates. All rights reserved.

Ford Figo Fastest Selling Car in India

Ford Figo Story

Manufactured in Chennai by Indian Staff

Colors, face, and styling designed for Indian tastes

Copyright 2012 Bersin & Associates. All rights reserved.

The Borderless Workplace

Interconnected New Models for HR & L&D

Copyright 2012 Bersin & Associates. All rights reserved.

Explosion in Mobile Internet Market

Copyright 2012 Bersin & Associates. All rights reserved.

Todays Talent Marketplace Out of Balance

Copyright 2012 Bersin & Associates. All rights reserved.

The Ill-Prepared US Workforce

Copyright 2012 Bersin & Associates. All rights reserved.

Global Talent Deficit

India Graduates Millions, but Too Few Are Fit to Hire

Copyright 2012 Bersin & Associates. All rights reserved.

Free Agent Workforce

2/3 of all employers are increasing their percentage of contingent workers

Copyright 2012 Bersin & Associates. All rights reserved.

Deep skills developed through deliberate practice and reinforcement

Functional Specialists / Front-Line Employees Back Office, Operational, Contingent Employees

High Performing Organizations Understand This

Copyright 2012 Bersin & Associates. All rights reserved.

Change in Employment Contract

Loyalty Career Equity

Copyright 2012 Bersin & Associates. All rights reserved.

The Workforce is really Younger.

By 2013, 47% of employees will be those born after 1977.

Copyright 2012 Bersin & Associates. All rights reserved.

Talent, Leadership, Planning Remain Key Priorities

Bersin & Associates TalentWatch, Fall 2011, n=283

Copyright 2012 Bersin & Associates. All rights reserved.

Rapid Evolution of Talent Management