1.
Agility & Talent Mobility:
How to Enable Business Strategy with
Modern Performance Management
Stacia Sherman Garr
Vice President, Talent Management Research,
Bersin By Deloitte
Deloitte Consulting LLP
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2.
This publication contains general information only and Deloitte is not, by
means of this publication, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This
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Deloitte shall not be responsible for any loss sustained by any person
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As used in this document, "Deloitte" means Deloitte Consulting LLP, a
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the rules and regulations of public accounting.
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3.
Agenda
 Agility and Why We Care About It
 Performance Management
 Competencies and Job Profiles
 Ongoing Learning
 Takeaways and Q&A
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4.
Electronic Arts
A Shift in Business Strategy…
4

5.
Electronic Arts
A Shift in Business Strategy…
From…
5

6.
Electronic Arts
A Shift in Business Strategy…
From…
To…
6

7.
Electronic Arts
A Shift in Business Strategy…
From…
To…
So What Did They Do?
7

8.
What is Agility?
“The ability to
anticipate
changes and
respond
effectively
and efficiently.”
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9.
Polling Question: What do you think are
the most critical traits of an agile
organization? (select three)
 Ability to access right information at right time
 Accountability and credibility
 Decentralized or flat reporting structures
 Flexible management of people and teams
 High-performance culture
 Lean operations
 Rapid decision-making and execution
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10.
Critical Traits of Agile Organizations
Rapid
decisionmaking and
execution
(61%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
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11.
Critical Traits of Agile Organizations
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
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12.
Critical Traits of Agile Organizations
Ability to access
right information
at right time (34%)
Accountability
and credibility
(34%)
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
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13.
Critical Traits of Agile Organizations
Ability to access
right information
at right time (34%)
Decentralized or
“flat”
reporting
structure
(29%)
Flexible
management
of teams and
people
(31%)
Accountability
and credibility
(34%)
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
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14.
Critical Traits of Agile Organizations
Lean
operations
(22%)
Decentralized or
“flat”
reporting
structure
(29%)
Flexible
management
of teams and
people
(31%)
Ability to access
right information
at right time (34%)
Accountability
and credibility
(34%)
Rapid
decisionmaking and
execution
(61%)
A high-performance
culture (44%)
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
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15.
Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
Necessary information resides in silos
28%
Conflicting goals / priorities of different
departments
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
28%
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
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16.
Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
Necessary information resides in silos
28%
Conflicting goals / priorities of different
departments
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
28%
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
16

17.
Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
Necessary information resides in silos
28%
Conflicting goals / priorities of different
departments
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
28%
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
17

18.
Agile Obstacles: Slow Decision-Making,
Silos and Lack of Goal Clarity
“In your view, what are the main obstacles to
increasing business agility at your organization?”
Decision-making can take too long
29%
The Bottom
Necessary information resides in silos
Line:
28%
The right / priorities lack the
Conflicting goalspeople of different right information and are
28%
departments the right decisions at the right time
unable to make
Culture risk-averse / innovation
adoption slow
IT infrastructure inflexible /
inconsistent
26%
24%
0%
10%
20%
30%
40%
Source: “Organizational Agility: How business can survive and thrive in turbulent times.” Economist
Intelligence Unit, 2009; respondents selected up to three options.
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19.
Order
Stability
Predictability
Execution
Planned
Directed
Efficiency
Perceived as
More Safe
Agile Approach
Historical Approach
Why Creating Agility is Hard: Balancing
Structure and Flexibility
Organized Chaos
Change
Adaptability
Responsiveness
In-the-Moment
Self-Determined
Utilization
Perceived as
More Risky
Source: Dyer, Lee and Shafer, Richard A., “Dynamic Organizations: Achieving Marketplace and
Organizational Agility With People,” (2003). CAHRS Working Paper Series, Paper 27.
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20.
Electronic Arts
EA’s Response to Shifting Business Strategy
Part 1: Strategic Action Teams
Strategic Action Teams
10@10
$3B in Digital
Revenue
• Comprised of cross-functional leaders
• Substantial time investment across 14
months
• At least four 3-day in person meetings
• Supported by EA University
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21.
Creating an Agile Environment:
Performance Management
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22.
Polling Question: How frequently does
your organization have employees review
or revise goals?
 We do not do this
 Once per year (semi-annually)
 Quarterly
 Monthly
 Ongoing
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23.
Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
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24.
Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
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25.
Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
25

26.
Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
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27.
Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
27

28.
Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
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29.
Organizations that Frequently Revise
Goals Report Better Outcomes
Monthly
50% 9%
Quarterly
31%
Twice Per Year
26%
Once Per Year
No Goal Revision
% of
Respondents
24%
3%
10%
21%
44%
16%
Top Quartile on Total Performance Index
Source: Bersin & Associates High Impact Performance Management research, 2011, n=214. The Total Performance Index is 12 questions asked to HR
professionals on employee engagement, employee productivity, customer satisfaction, hiring the best people, developing great leaders, developing
employees, retaining top performers planning for future talent needs, having the right people in the right jobs, cost structure compared to competitors, and
market leadership position.
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30.
Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
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31.
Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
31

32.
Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
32

33.
Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Manager
preparation
Cultural
reinforcement
Simplicity
33

34.
Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Knowledge of
organizational
changes/
opportunities
Manager
preparation
Cultural
reinforcement
Simplicity
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35.
Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Knowledge of
organizational
changes/
opportunities
Data on
performance to
date
Manager
preparation
Cultural
reinforcement
Simplicity
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36.
Considerations When Transitioning to
More Frequent Goal Conversations
Tracking of
goal changes
Knowledge of
organizational
changes/
opportunities
Data on
performance to
date
Coaching /
feedback
capabilities
Manager
preparation
Cultural
reinforcement
Simplicity
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37.
Electronic Arts
EA’s Response to Shifting Business Strategy
Part 2: Check-In
 Need: More discussions about
performance and current and future
direction
 Action: Introduce Check-In process
as part of performance management
Source: Electronic Arts, 2013.
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38.
Electronic Arts
The Purpose of Check-In
 Have a formal, more regular discussion on employees’
progress on goals (minimum of twice per year)
 Ensure goal alignment and make any adjustments
 Have a two-way discussion on strengths and
opportunities
 Identify learning opportunities in the short-term
 Gain insight on greater career goals
Source: Electronic Arts, 2013.
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39.
Electronic Arts
Check-In Details
EA’s Manager Guidelines for Before, During and After a Check-In
Source: Electronic Arts, 2013.
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40.
Electronic Arts
Check-In Results
 Nearly three quarters of employees
feel they receive the right amount of
performance feedback from their
managers
 Over two thirds of employees feel
they have clear expectations and
that their manager provides support
that helps them to meet objectives
 Over three quarters of employees
receive the appropriate amount of
recognition from their manager for a
job well done
Source: Electronic Arts, 2013.
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41.
Creating an Agile
Environment:
Competencies,
Profiles and Mobility
41

42.
Dimension Data
A Shift in Business Strategy…
Source: Dimension Data, 2013.
42

43.
Dimension Data
A Shift in Business Strategy…
From…
Source: Dimension Data, 2013.
43

44.
Dimension Data
A Shift in Business Strategy…
From…
To…
Source: Dimension Data, 2013.
44

45.
Dimension Data
A Shift in Business Strategy…
From…
To…
So What Did They Do?
Source: Dimension Data, 2013.
45

46.
Polling Question: How do you think
Dimension Data responded to this change
in business strategy? (select up to three)
 Abandoned the new business strategy
 Collapsed job titles
 Created clearer career paths
 Developed competencies for technical employees
 Had employees self-populate online profiles
 Spun off former acquisitions
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47.
Dimension Data
Step 1: Mapping Jobs and Establishing
Competencies
 Information gathered from
regional HR, managers,
and employees
 Timeline: 8 months
Source: Dimension Data, 2013.
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48.
Dimension Data
Step 2: Developing the Framework
Source: Dimension Data, 2013.
48

49.
Dimension Data
Step 3: Linking to the Careers Portal
Source: Dimension Data, 2013.
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50.
Dimension Data
Step 3: Linking to the Careers Portal (cont’d)
Source: Dimension Data, 2013.
50

51.
Dimension Data
Step 4: Enabling Ongoing Competency
Assessment
Source: Dimension Data, 2013.
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52.
Dimension Data
Step 5: Encouraging Development
 Development
plan suggestions
focus heavily on
informal learning
Source: Dimension Data, 2013.
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53.
Dimension Data
Outcomes: How the DDJF Enables
Business Execution
 Identify core competencies in
each region and location
 Use data to support RFPs for
new professional services work
 Move people to new projects /
locations given competencies /
skills
 More accurate picture of costs
and resource allocation on
projects and work assignments
Source: Dimension Data, 2013.
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Creating an Agile
Environment:
Continuous
Learning
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55.
Polling Question: Which learning
approach drives the greatest business
value in your organization? (select two)
 Coaching by supervisor
 Corporate documentation
 Formal training – company provided
 Formal training – outside provider
 On the job experience
 On the job mentoring, projects, rotation
 Peers, friends, personal networks
 User-generated materials
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56.
Clear Need for Informal Learning
Which learning approach drives the greatest business value
in your organization?
60%
On the job experience
36%
On the job mentoring, projects, rotation
33%
Coaching by supervisor
28%
Formal training - company provided
14%
Peers, friends, personal networks
Formal training - outside provider
8%
User generated materials
4%
Corporate documentation
Despite the belief
that informal
approaches drive
greater business
value, only
30% of resources
are focused here
3%
0% 10% 20% 30% 40% 50% 60% 70%
© Bersin & Associates, High-Impact Learning Practices® n=1,100, www.bersin.com/hilp
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57.
Evolution of the L&D Function
High-Impact Learning Organization® Maturity Model
Level 4: Organizational Capability
Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
Level 3: Talent & Performance Improvement
Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Development Planning | Career Models | Leadership vs. Professional
Level 2: Training & Development Excellence
Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Level 1: Incidental Training
Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
© Bersin by Deloitte, 2013.
57

58.
Evolution of the L&D Function
High-Impact Learning Organization® Maturity Model
Cultural
Continuous
Career
Level 4: Organizational Capability
Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
Talent Driven
Learning
Level 3: Talent & Performance Improvement
Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Development Planning | Career Models | Leadership vs. Professional
Formal Design,
Architecture
Level 2: Training & Development Excellence
Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Utilitarian
Training &
Job Shadowing
Level 1: Incidental Training
Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
© Bersin by Deloitte, 2013.
58

59.
HCL Technologies
A Shift in Business Approach…
Source: HCL Technologies, 2013.
59

60.
HCL Technologies
A Shift in Business Approach…
From…
Source: HCL Technologies, 2013.
60

61.
HCL Technologies
A Shift in Business Approach…
From…
To…
Source: HCL Technologies, 2013.
61

62.
HCL Technologies
A Shift in Business Approach…
From…
To…
So What Did They Do?
Source: HCL Technologies, 2013.
62

63.
HCL Technologies
Technical Academy for Competency Enhancement
(TechACE) established to improve employee readiness
Offerings included:
 Internal technical certifications developed and
launched by panel of SMEs
 Virtual labs launched to offer real-time training in
simulated environment
 4,500 e-learning courses made available on LMS
 1,290 internal trainers and 536 SMEs, covering
1,208 knowledge areas
 Post-training online coaching
 Online communities launched on internal
knowledge management portal
Source: HCL Technologies, 2013.
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64.
HCL Technologies
Outcomes
 More internal certifications and certified
employees:
- 72 internal technical certifications launched
- 9,394 employees internally certified (268%
increase YoY)
- 90% (3,090 programs) of training done internally
 Increased deployability
-
81% increase in billing of employees post-certification
 Greater accessibility
-
23,973 employees trained across 26 countries
 Improved customer satisfaction:
-
Annual customer satisfaction survey showed improved
ratings
 Cost savings: total $3.1 million in FY12
Source: HCL Technologies, 2013.
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65.
Takeaways
 To effectively respond to changes in business
strategy, an organization needs to create an
environment that encourages agility
 Organizations can do this by:
Using performance management processes that
encourage adaptability and learning over rigidity
- Leveraging competencies and profiles that provide insight
into the workforce
- Creating the infrastructure to support ongoing learning and
a continuous learning culture
-
 Organizational processes need to appropriately
balance stability, predictability and efficiency with
adaptability, responsiveness, and utilization
65

66.
Questions & Additional Discussion
sgarr@deloitte.com
http://blogs.bersin.com/stacia.garr
www.linkedin.com/in/staciashermangarr
Twitter: StaciaGarr
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